Browsing the web recently, I ran into a video teaching the purpose and structure of\u00a03-minute elevator speeches.<\/p>\n

The advice was sound for structuring a formal talk, but I couldn’t conceive of an elevator speech lasting three minutes.<\/p>\n

I could see an elevator dialogue<\/em> being three minutes long, but not an elevator speech<\/em>!<\/p>\n

Three minutes in an elevator listening to someone trying to sell\u00a0me on her business sounds like\u00a0an eternity.\u00a0 Three minutes at the water cooler would be half an eternity. And three minutes at a networking event would be long enough to make me look for the guy passing the little crab cakes.<\/p>\n

We all recognize the increasing value of brevity and concision, but three minutes does not feel brief and concise in an elevator, or any other social or public setting.<\/p>\n

I recommend an elevator dialogue that starts with an elevator question.<\/p>\n

How about this for a starter after you’ve rubbed elbows with (and introduced yourself to) a VP of Marketing.\u00a0 You ask each other questions, he finds out you’re an expert in the principles and practices of persuasion<\/a><\/strong>, and then you ask him if you can give him your value proposition.<\/p>\n

“How long is it?” he’s bound to ask.\u00a0 If you say three minutes, you’re dead in the water.<\/p>\n

You say, “Short,” and begin.<\/p>\n

“What is the value of your Brand Directors being able to make their plans clear and exciting to the organization?”<\/p>\n

The answer should be, ” Uh…that’s important.”<\/p>\n

You say, “Why is it important?”<\/p>\n

And he says, “Because it saves time and money, reduces indecision, and gets the whole machine humming — it improves the vitality and energy of corporate life.”<\/p>\n

Then you ask, “How are your Brand Director’s doing?”<\/p>\n

He says, “Okay.”<\/p>\n

“What if they were doing great?\u00a0 What if you could take time and cost out of the marketing process, and at the same time electrify the brand teams?”<\/p>\n

He might look at you a little skeptically at that point, but admire you for your enthusiasm.<\/p>\n

“I’m not sure that’s possible,” he might say.<\/p>\n

And you, taking the bull by the horns, say, “Listen.\u00a0 Every day, information is sneaking off to make babies with other information.\u00a0 The world is overrun with information, and it’s only getting worse.\u00a0 The most valuable thing on this planet is a person who can create a sense of clarity and alignment out of the tsunami of\u00a0information that demands our attention.\u00a0 The ability to communicate<\/a><\/strong> well is a hard corporate asset masquerading as a soft skill.\u00a0\u00a0It’s the ultimate competitive weapon.\u00a0 And that weapon can only be developed through training.”<\/p>\n

He looks at you, and says, “You really believe this, don’t you?”<\/p>\n

You say, “Yes, I do.\u00a0 I’d like\u00a0to schedule an appointment with you to\u00a0show you how\u00a0my company\u00a0can\u00a0save you time, money, and frustration, and give you the one competitive advantage that is hard to replicate overnight.”<\/p>\n

And more than likely, he’ll say, “Okay, give my assistant a call and get it on the books.”<\/p>\n

How long was that?\u00a0 A minute and 10 seconds.\u00a0 And it wasn’t a monologue.\u00a0 Yes, it had a speechy part, but it was based on asking questions, listening, and asking follow up questions.\u00a0 And only once, when he tried to dismiss the argument, did you get on your high horse and get salesy.<\/p>\n

The world has hype-fatigue.\u00a0 Engage in dialogue.\u00a0 Don’t make speeches in elevators.<\/p>\n