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Here’s the scenario. A bio-tech company will fly to Paris to convince influential French physicians to use their compound-in-development in clinical trials. The company has invited the French doctors to a nice meeting room in a nice hotel and plans to tell the doctors all about the compound.

When asked, “What is the purpose of the presentation?” they say, “To tell them about the drug.” I say I see it differently. I say it’s to help the French doctors come to the conclusion that the bio-tech company would be a great company to partner with, and that the drug is a versatile powerhouse that will almost certainly make it to market and get their names in the best peer-reviewed journals in the world.

When I lay out this plan, they say it is not scientific enough. I am sensitive to that. I like and respect the traditions of science. But I say, “This is not a scientific presentation. This is a business presentation. Science plays a part, but the goal is a business goal. You need these people to believe in your company and your compound. Our job is to induce belief in them, and raise that belief to the level of action.”

We take the scientific and corporate information they already have and restructure it to make a strong argument for partnership. There is some resistance holding out in the recesses of their scientific hearts.

I persist. This is a “decisional” presentation, I say. The French doctors will say, “Yes, No or Maybe.” There are risks for them. They could miss out on a good thing if they say no. They could miss out on better opportunities if they say yes. There are rational calculations to make, including the fact that they have practices to run, assistants to pay, and time to manage.

There are also non-rational issues. They would love to get their names on an important study. They would hate to work for years on a trial of a compound that never gets to market. Should they say no? Should they say yes?

In reality, I would guess their decision will hinge on what the most influential physician in the group decides.

This was a lesson in knowing the audience–in targeting their rational and non-rational needs. The bio-tech firm was relying on the science to do the job. It seemed to me the calculation was broader than that. For the doctors, the decision would be psychological as well as scientific.

Stay tuned.

 

 

Sims Wyeth is a speech coach in Montclair, NJ specializing in presentation skills and public speaking training in order to give accomplished people the knowledge and skill they need to become accomplished speakers. Learn more public speaking tips at www.SimsWyeth.com.

 

 

 

 

Effective speaking has many enemies. A partial list would include a speaker’s lack of experience, stage fright, lack of training, no clear point, too much information, and finally, no clear flow, or structure.

We could go on. But the items on the list are only those enemies that hide within the speaker himself. What about the external enemies–the environmental obstacles, including those that hide within the audience?

Certainly one of the most stubborn opponents you can face as a speaker is an audience that has endured a morning’s worth of presentations, escaped into a lunch of heavy food and sweet desserts, only to be herded back into their seats to listen to you!

This is a test that separates the men from the boys and the women from the girls. Such an audience can be somnolent, indifferent, and murderously hard on your ego.

What should you do?

1. Throw a match on them. Light them on fire. Henry Ward Beecher, one of the greatest preachers in American history, once found himself on a hot day in a town in West Virginia known to be Death Valley for speakers. Sure enough, that afternoon, as he was being introduced, he saw that half the town was already dozing. He rose from his chair and, wiping his brow with a large handkerchief, strode to the front of the platform.

“It’s a God-damned hot day,” the clergyman began.

A thousand pairs of eyes opened wide. An electrical shock straightened the crowd erect. Beecher paused and then, raising a finger of solemn reproof, went on, “That’s what I heard a man say here this afternoon.”

He proceeded into a stirring condemnation of blasphemy–and took his audience with him.

2. Keep it interactive. Ask the audience questions. Ask them to discuss something in small groups for a few minutes. I’ve seen speakers ask the audience to shout in unison a product name whenever he mentioned the name in his speech. They got into it and listened carefully in order to be part of the chorus.

3. Keep it short and sweet. This is true always, but especially true after lunch. Don’t try to take the audience on a death march through your comprehensive analysis of photosynthesis in the genus papaver somniferum.

4. Speak and move with energy and verve. You are the leader, and your followers need to be inspired. Breathe some life into them.

5. Tell stories. The Golden Rule of after-dinner speaking is to make a simple point by telling a whimsical but relevant story. The same rule should apply to after-lunch speaking, even though your audience is not seated at their lunch table but back in the conference hall.

6. Know your enemy. Your enemy is the food in their stomachs that demands their attention, even as you demand their attention from the lectern. You must be more compelling than the food that drags them into the arms of Morpheus. Your talk must be flavorful, adequately salted and spicy with a variety of fascinating facts, insights, and bold opinions that are sprinkled with a dash of style, passion and humor.

In other words, you’ve got to be well-prepared, well-rehearsed, and well-seasoned to capture and keep their attention.

For other highly challenging speaking environments, go to How to Give Good Webinar

Sims Wyeth is a speech coach in Montclair, NJ specializing in presentation skills and public speaking training in order to give accomplished people the knowledge and skill they need to become accomplished speakers. Learn more public speaking tips at www.SimsWyeth.com.

 

In the Jobs section of the New York Times, on Sunday March 30th, Phyllis Korkki has written an article entitled The Adroit Speaker Doesn’t Wing It.

That’s true and not true. I believe wholeheartedly in preparing, rehearsing, getting feedback, even scripting a speech or presentation. But then, once I have internalized the content, I boil my talk down into bullets and let myself wing it.

Rehearsal enables spontaneity. Jazz musicians work on their riffs, (their chops) in rehearsal so that they can improvise in performance. But much of that improvisation has been grooved into their muscles during hours of practice.

I don’t want to be married to a script, and I don’t think audiences want us to be married to scripts. They appreciate the fact that scripts can keep us on point, but they do not like the fact that scripts force us to read to them.

Ms. Korkki quotes Linda Blackman, founder of Executive Image in Chicago on the causes of stage fright. She says we get stage fright because:

1. We’re afraid we will look foolish
2. We’ll make a mistake (?)
3. We will disappoint the boss
4. Our expertise will be questioned
5. We may not have prepared properly

There are other reasons as well. We may have had a traumatic experience in childhood associated with humiliation, such as answering a question in class and hearing the entire room erupt in derisive laughter. Such an experience opens a pathway in the brain that makes it more likely we will experience the flight or fight syndrome.

The ancient Greeks called this dreadful sensation glossophobia. Glossa is Greek for tongue, and phobos means fear.

The Greeks also had another word that could describe stage fright: agoraphobia, which is the fear of crowds. Agora is the Greek word for marketplace.

According to some surveys, public speaking is the number one fear in America, followed by the fear of illness, heights, deep water, snakes and bugs, financial problems, and death.

Death is number seven, which means that most people would rather die than give a talk. Seinfeld once quoted this fact on his show and quipped, “That’s why, when you go to a funeral, you’d rather be in the box than deliver the eulogy.”

It has been shown that the blood chemistry of a soldier about to go into battle is the same as that of a speaker about to go on stage.

Overcoming stage fright is a multi-channel enterprise. Ms. Korkki’s article stresses the importance of preparing your script, but there are tens of thousands of well-prepared speakers who are terrified and ineffective.

Preparing your script is a brain function, but good speaking is not entirely cognitive. It also requires the heart and the body–in other words, your emotions and your spirit.

Dr. Charles Strobel of Yale University offered a more wholistic approach. His research indicated that there are two ways to alter a distressing inner state. One is to include positive self-talk and mental imagery as you prepare. The other is to use your body to impact your inner feelings.

For instance, Strobel proved that smiling blocks the enzyme in the brain that causes us to experience fear. He encouraged deep breathing, which can have the same effect, and showed that the best way to get a deep breath is to yawn–although not in front of the audience.

He also demonstrated that by simply manipulating your posture–by standing up straight and acting as if you were feeling comfortable, you change your blood chemistry.

The power of visualizing the results you hope to achieve is an established psychological technique. The power of using gesture and movement to alter inner states is less widely known, but it is another example of how emotion influences the body, and how the body can influence our emotions.