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respect your input and listen to what you have to say.
That's because communication skills, particularly speaking with
confidence, clarity, and charisma are the most important skills
you can possess in today's workplace. They may come naturally to some
people, but everyone can learn them. Hello, I'm Alan Pratt
for Briefings Publishing Group. Over the next 20 minutes, you will learn
the secrets professionals use to present your ideas convincingly
in meetings, communicate effectively over the telephone,
and project confidence in face-to-face conversations.
Let's start with part one, presenting your ideas convincingly
in meetings. Offering your ideas in any
business gathering requires a combination of creativity and courage,
but you can increase the odds that your ideas will be accepted
by using what we call the power technique.
Prepare your ideas. Orient yourself
for success. Work the group.
Energize your delivery and react to the
group's signals. How many times have you seen this type of
thing happen at meetings? So, I know this meeting
is about speeding up product delivery and accounting, but shouldn't we really
be thinking about the company holiday party? Yeah, right.
That's going to happen. A colleague throws out an idea
that's completely off the topic or beyond the scope of the meeting,
or someone tosses out sarcastic comments and then complains
later when no one takes their ideas seriously. If you
want people to listen to your ideas and opinions, you need to know
the topics that will be discussed and prepare your ideas for the meeting.
Start by reading the agenda to familiarize yourself
with the topics the group will discuss. Go over
any materials you received beforehand and take other relevant
information with you to the meeting. Pick one or two topics
that you want to contribute to during the meeting. Choose topics
that you have some expertise in or can apply some of your experience to.
Reserve 10 to 15 minutes the
day before the meeting to brainstorm. Write your ideas in a
notebook that you will take to the meeting. Run the
ideas by a trusted colleague or your boss before the meeting.
Use the feedback to refine your ideas. Finally,
dress up for the meeting. Looking professional will increase your
credibility and persuasiveness. Once you enter the meeting,
orient yourself for success. Taking a few minutes to
create the best conditions for presenting your ideas will help others
accept them. Use these tips. Sit in a power
seat. If the table is rectangular or oval, the positions
of power are at either end and immediately to the right and left of each
end. If the meeting table is round, sit next to the
person who will lead the meeting. If the meeting is set up like a classroom,
sit near the front on either side.
Before you speak, go over your notes one more time to refresh
your memory. Ease into the meeting by asking a question.
That way you'll get used to hearing your own voice and find out how it
feels to have the group turn its attention to you. So the goal
of this meeting is to make our processes more efficient to get our
products out faster. Is that correct? Yes. Yeah, that's right.
After you've oriented yourself, work the group.
This means preparing the way for your ideas by establishing rapport
with the rest of the attendees. Here's how.
Listen actively. Make eye contact with those
who are speaking and occasionally nod your head.
Take notes and jot down questions you have.
When you're not writing or reading something, keep your head up.
Don't stare down at your notes or the agenda. That signals that you're bored
or aren't involved in the discussion. It will damage your credibility.
Keep your eyes on the other people in the meeting.
Reaffirm something someone else says.
When you agree with another person's idea or statement or can add
supporting evidence, do it. That not only adds to your credibility,
it creates allies who are more likely to support your ideas
later on. I can vouch for what Carol is saying. I know that
our San Francisco office impressed one of its big accounts with a fast response.
Involve others in your suggestions. Ask for feedback
and input. Well, Kurt, as our resident
expert on USAL spreadsheets, what do you think of this plan?
Asking questions is one of the best ways to work the group.
Then, when it comes time to offer your ideas,
energize your delivery. That means using your body and voice
to convince the group that you're confident, competent, and worth
listening to. Follow these tips.
Maintain a confident, erect posture without appearing rigid,
which can be interpreted as nervousness or snobbishness.
Gesture appropriately. Gestures and movements can help you feel
and look more at ease, as well as generate group involvement and improve
communication. Move your hands the way you would in normal conversation.
Don't fidget. Shuffle your notes. Play with your
clothing or click your pen while you speak. That will distract
the group. Speak clearly with a volume that's loud
enough to be heard, and use inflections to create interest
and avoid sounding monotonous. Use this trick.
Pretend you're describing a favorite book or movie to your friend.
I was reading in a magazine yesterday about how to use
templates. Here's what the article said.
By training everyone to submit information in a common template,
you can raise productivity by up to 35%.
Avoid weak phrases such as,
maybe we should try or I'm not sure.
Maybe we should try this with one group first, because I'm not sure everyone will get it.
Instead, use strong phrases such as,
I recommend or based on my experience, I suggest
based on my experience with the current situation, I recommend we get started
now. Finally, as you speak,
react to the group's signals. Gauge the group's reaction
and respond effectively. Here's what to look for and how to handle
it. If people are nodding as you speak, that signals
approval. Take advantage of these allies by calling on them
to affirm your ideas. Don't you think we could come up with
something good, Carol? Crossed arms signal disagreement
or a closed attitude. Look the person in the eye and speak
directly to him or her for a few seconds. Return eye contact
several times as you speak. That will warm the person to your point
of view. Fidgeting, doodling, and wandering
eyes signal inattention. Draw the person into your
discussion by asking a question or asking for his or her opinion.
Paul, you also work with spreadsheets. Do you think this
template idea will work? We've tried that idea and it didn't work.
We couldn't get everyone to use the new format. They just
kept doing it the way they always did. If your ideas meet resistance
like that, use these techniques. Don't argue.
Defend your ideas but don't get into a shouting match with a respected
member of the group. Your credibility and your idea will suffer.
Turn to your allies. Create an opportunity
for those who support your idea to voice their opinions.
Carol, how do you see this? I would have to agree with you, Pam.
Offer to follow up. Provide whatever additional evidence
or legwork the group needs to be convinced that your idea is a good
one. Make sure the meeting leader puts the idea on the agenda for next
time. Well, since we have an issue about getting everyone to follow
our lead, why don't I bring the article to the next meeting and I can share some
of the thoughts that the author had about making templates work. Would that be okay, John?
Yes, that's a good idea. Of course,
not every idea you present will be adopted and every suggestion
you make won't bring praise. But the more comfortable you become
with using the power technique, the more adept you'll become at
expressing your ideas clearly and effectively in meetings.
Now it's time for part two, communicating effectively
over the telephone. The way you conduct business over the phone
can make a big difference in how other people perceive you and your organization.
That's why it's so important that you express yourself
well over the phone. When you make or take business calls,
your goal is to get or give necessary information
in an authoritative manner and in the least amount of time.
These tips will help you. First, answer incoming calls promptly.
Pick up the phone by the third ring.
Be polite. Never treat a call as an interruption, even if it is.
Second, sound professional
and confident. Greet the person and identify yourself
and your company. Good morning, Jones & Company,
John Westbrook speaking. That way, there's no confusion about
who the caller has reached. Next, plan outgoing
calls before you make them. Jot down questions
you need to ask or information you want to give.
Have everything you need at hand, including files, documents,
and your personal calendar for scheduling purposes.
Don't damage your credibility by putting someone on hold while you rifle through
your desk to get what you need. Get to the point quickly.
Respect the other person's time by explaining the reason for the call
right away. Yes, I'm calling to discuss those updates
we sent to you last week. It's also important to be enthusiastic.
To project an optimistic attitude in a warm,
friendly voice. To make sure your enthusiasm shows in your voice,
use body language. Even though the other person can't
see you, he or she can hear what you're feeling.
Project enthusiasm through body language and your voice will reflect
it. Sit up straight. Look up and smile as you speak.
Stand up or walk around the room and gesture if that will help.
Speak at a lively pace, but not too quickly.
Avoid using ums and uhs. Be sure of what you want
to say. Speak distinctly. Leave a clear
separation between the endings and beginnings of words.
Speak loudly enough so the other person can hear you without
straining. Don't eat or drink anything, including
gum or hard candy. When you speak with people
on the telephone, simple courtesies enhance the person's trust and
confidence in you. If you practice the following four rules,
you'll be successful in any telephone encounter.
Number one, speak in positive terms. Tell the person
what you can do instead of what you can't. Instead of we can't
deliver on Thursday, say, We can get it to you first thing
Friday morning, Tom. Does that work for you?
Number two, deliver bad news with tact.
When you need to give people information contrary to what they expect to hear,
draw attention to the fact, then soften the blow.
You do this by using a lead-in to alert the listener.
I'm sorry, Frank. We all thought your proposal
would be accepted. Then, softening the bad news.
Your estimate was very close to our budget, and
we definitely want you to submit again next year. Number three,
talk, then listen. Phone calls should be conversations,
not monologues. Make a statement,
then ask a question to involve the other person. Give him or her
a chance to speak. I'm really interested in seeing how you can help us and how much it
would cost. Then, show your listening by interjecting periodic
comments. Okay. Yes.
That makes a lot of sense. Number four,
close courteously. It's polite and effective to end a business
conversation with a request for questions.
Do you have any more questions about the specifics? After you have satisfied
your caller's request, ask if you can help with anything else.
When you are positive that the call is complete, thank the person
and say goodbye. Thanks. Do you need anything
else from me? Okay. Goodbye.
Wait until you hear a click on the other end of the line before you hang up.
Hanging up on someone can nullify all the goodwill
you've created during the conversation. Last,
but not least, when you call someone who's not available, you'll want to
use voicemail effectively by leaving the kind of voicemail message that
ensures a response. Here's how.
First, keep it short. Respect the other person's time.
Limit your message to 20 seconds or less.
This is John Westbrook from Jones & Company, 736-6655.
It's 2.15 on Thursday,
and I need some more information concerning the August media schedule.
I would appreciate having the information before noon tomorrow,
and I will be in all day today. State your name,
the time, and your phone number. Then, give a brief idea
of why you called and set a time frame for callback.
Finally, repeat your contact information. Restate your phone number
at the end of the message. Include alternate numbers, such as
your cell phone number, if appropriate. As you've seen,
communicating with people over the phone or in a group presents
special challenges, but you make the biggest impression, either good
or bad, when you speak to people face-to-face and one-on-one.
In Part 3, Speaking with Confidence,
Clarity, and Charisma in Face-to-Face Conversations,
you'll see that the way you greet people, what questions you ask them,
and how well you think on your feet all contribute to how well they listen
to you and accept your ideas. Here are five ways
to project confidence when you speak face-to-face.
The first is to smile. Smiling makes you more believable,
more persuasive, more approachable. It tells people
that you're confident in what you're saying. That doesn't mean you walk
around the workplace with a permanent smile plastered on your face.
Nor is it appropriate when you have to deliver serious or bad news.
But flashing a smile at the right times will add extra emphasis
to your words. For example, smile when you meet someone
for the first time. Smiling will help the person remember you
and will forge a lasting, positive impression.
Smile when you present an idea to your boss or anyone else.
A smile shows your enthusiasm for your plan and your confidence in the
outcome. Smile when you ask a staff member or a co-worker
to do something for you. That indicates that you consider the person
an ally, not an underling, which will make the person much more willing
to do what you ask. Smiling is also important
when you talk to a customer or client. A smile creates
a positive impression of your organization, which is probably your most
important responsibility. And finally,
if you smile when you pass co-workers and staff members in the workplace,
it shows them that you enjoy working with them, which will make them more
receptive to anything you have to say.
The second way to project confidence when you speak face-to-face is
to personalize what you say. People respond best to
communication that is customized specifically for them.
The better you tailor what you say to the person you're speaking to, the more
effective your communication. An excellent way to personalize
is to use the person's name. You know, Paul, I could really
use the benefit of your experience on this section of the report.
Use that fact to warm people up to your suggestions or
to bridge the gap between you and a standoffish colleague.
Another good way to personalize is to empathize.
Show the people you speak with that you understand a little bit about
how they feel or what their work is like. This technique
is especially useful when you want to ask someone to do something or buy
something. I know that you're busy, but collecting this information
is a priority. The third way to
project confidence and charisma is to ask, don't tell.
That's because most people prefer that you ask them to take on an assignment
or do something for you rather than being told to do it.
Paul, I know it's not part of your job description, but would you mind helping Pam
update the supplier's spreadsheet? No, not at all.
The exception, of course, is during an emergency, when people want
to be told what to do, not asked. However, the ask, don't
tell principle does apply when someone asks your advice about a task.
Instead of telling the person what to do,
ask their opinion. Wow, I can see how that could be
a problem. What do you think you should do, Jane?
That shows the person that you don't consider your opinion to be the final
answer and that you won't automatically take the problem off their hands.
Ask, don't tell is also an effective
teaching tool. When you're faced with a tough decision, ask
staff members, what would you do? That shows them that you're interested
in their opinions and signals that you want to help them build
their decision-making skills.
The fourth method of projecting confidence is to listen.
You might ask, how can I speak with confidence, clarity, and charisma if I'm
listening? Well, in face-to-face conversations,
listening is one of your most effective communication tools.
It helps you establish rapport with the person you're talking to.
Uncover the person's motivations.
Determine whether you're making your points.
Spark new ideas and discussion topics.
After you've listened, clarify misunderstandings.
Another time to listen is after you've made your point during a
conversation. Ask the other person, what do you
think? Or, how do you see it?
Then, follow these listening guidelines.
Resist the temptation to interrupt. Then, prompt the person
to continue. It just seems like we haven't thought through all the details.
The plan's more complicated than it makes it sound.
Go on. That indicates your interest
in the person and allows you to find out more about him or her.
Then, ask questions to determine the person's
understanding of what you've said. Aside from these
details, is the strategy clear? Finally,
after you've listened and exchanged ideas, thank the person for his or
her input. Thanks, Paul. I appreciate your perspective.
The last confidence-projecting skill is the ability to
think on your feet. Suppose the boss asks you,
Pam, how would you evaluate our current training program?
Here's a process to handle that. First, pick one idea that you
want to stress. Focusing quickly on one thing will keep
you from stammering and stumbling.
Well, I know a frequent complaint among the new employees is the lag time
between when they're hired and when they get their formal training and specific
computer skills. Pam's one idea is lag time
in training. Then, use the past, present, future
formula to quickly organize your thoughts. Start
by linking the idea to the past. This can be any length of time,
from a few minutes to years ago. Well,
when I started here five years ago, I didn't get my formal
training until three months after I started.
I had to learn the system on my own and use old workbooks to help me.
Next, relate it to the present by bringing it up to date.
Well, the lag time is still a problem. I mean, the two new marketing
assistants are struggling to learn the system while they wait for their formal training session.
Finally, project the problem into the future. Like the
past, the future may be any length of time that suits the purpose.
Well, in the future I think we could greatly increase productivity if
new hires receive training right away, perhaps in their first two weeks on the job.
If you'd like, I'll think more about the details and jot them down in a memo
to you. So you see,
speaking with confidence, clarity, and charisma doesn't require
some magical ability that some people have and others don't.
It's really just a matter of applying some simple communication techniques.
Now that you have those techniques at your command, it will be
easier to exert your influence in the workplace. You will become
more persuasive and compelling in all your communication, both in
person and over the phone. For Briefings Publishing Group, I'm
Alan Pratt.
Thank you.