Come on. Speed it Up!

Speak faster?
Imagine that you are presenting to a group. You are speaking at a moderate pace because you want to be understood. You are using pauses because you learned that is an effective way to create drama in your presentation.

You think that you are doing well with your presentation. Then someone says, “Hey! Can you speed this up?” And you notice a few other people nodding their heads in agreement.

You might feel temped to speak faster. Don’t do that. That is not what they meant.

Most likely, what they are really saying is, “I get it. I’m with you. What’s the next step?  Let’s move on.”

A normal flow to a presentation is to first explain the background, the issues and the goal. Then you might talk about the history of your organization. Perhaps you are trying to bring every uninformed person up to speed before you address the point of your presentation.

So if one or a few people say, “Let’s speed it up” what they really mean is “Yeah, we know that. What do you suggest? How do we solve this?”

They are not saying “speak faster”. They are saying, “leave some of this boring stuff out.”

I experienced this frustration when I attended a workshop on the topic of humor. The speaker was a qualified humor writer. I was there to learn “how” to be funnier when I speak. It was a conference about humor, which suggests that people were there because they already understood the need for humor.

Yet the presenter wasted the first half of the 60-minute session explaining “why” humor was important to a presentation. I put my hand up and asked him to speed it up – when what I really meant was “Skip the crap. We already know that it’s important. Start talking about how to do it.”

Unfortunately he ignored my request and his time ran out before he got to the “how to”. I was disappointed with this presentation because he didn’t appreciate what his audience really wanted. He was like the sales presenter who insists on plodding through his presentation even after the client agrees to buy.

When your audience pleads with you to speed it up, what they might really mean is:

We are past that stage – move on
You’re speaking fluff – say something more meaningful
Your words haven’t challenged me yet – when will you get to something interesting?

Speed it up – really means that you need to better engage and challenge the thinking of your audience. It does not mean to speak faster.

By the way, I tend to speak slowly and I use the “pause” more effectively than most. Other speakers have commented favorably to me about both these techniques and no one has asked me to “speed it up”.

“Speed it up” does not mean “speak faster”. It means you need to say more meaningful things. Say things that make your audience think. They are challenging you to make them think.

“Speed it up” indicates that your audience is interested in the topic and wants to get to the destination faster.

 



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Why Burn the Boats?



“Burn the Boats” That’s what the motivational speaker proclaimed. “If you’re committed you’ll burn the boats.”




It’s a colorful and attractive analogy. The concept is based on the belief that an ancient adventurer landed on an unexplored shore. The legend suggests that the leader wanted to ensure the commitment of his team to the journey ahead. They were facing an unknown enemy. To ensure that his team was committed to the mission the great leader ordered the ships burned.

That story has been misused as an example of leadership, making difficult decisions and of focusing the troops.

The truth is far different from the myth.

This story is based on the exploits of Hernando Cortez. He was a Spanish explorer who invaded Mexico. The belief held by many European explorers at the time was that because they discovered the Americas they gave it life. Many of them interpreted that to grant them the right to exploit the land and the people. Cortez was one of those people, not a good leadership model.

When Cortez landed on the coast of modern day Mexico he had a few dilemmas to manage. First was his greed for the gold of the “savages”. Second, was the demand from the King of Spain to return and pay his debts. Third, was his distrust of the crew he might leave to guard the ships. Cortez suspected that they would sail back to Spain without him.

Imagine Cortez faced with the decision, “What should I do with my ships?”

Here are the facts that Cortez faced:

  • There is only grief for me if I go back home to Spain
  • I can’t trust my crews because they don’t want to follow me
  • I believe that these savages have incredible wealth in gold and gems
  • Our weapons are vastly superior to theirs so we can easily defeat them
  • I have much to gain by moving forward and everything to lose by going back

The decision was simple. You don’t need the ships, so burn them. It wasn’t a difficult leadership decision. It was a selfish decision.

Cortez was a brutal conqueror. He butchered the natives of Mexico. He pillaged their artifacts and wealth. (“My kind of guy” was the term used by the motivational speaker.) Cortez is not honored nor revered by the people (his guests) of Mexico. He didn’t explore for his country. He conquered for himself. He was a murderer, pillager and thief.

Yet the motivational speaker had the audacity to implore people to Burn the Boats – like Cortez.

Unfortunately, too many motivational speakers butcher the facts to suit their message. They twist a phrase, rewrite a history lesson and lie to the audience.

Perhaps like Cortez, those speakers are simply burning their boats because they have nothing to gain by telling the truth. Instead they are intoxicated with the gold and artifacts that they crave for themselves.

Maybe burning the boats isn’t a good leadership strategy. The next time you hear a speaker spout that story, ask that speaker “What boats did you burn?”




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Don't Neglect Your Opening and Closing

Open and close your presentation


The speaker understood the concept of beginning – middle – end. But he didn’t practice that in the delivery of his speech.

As the owner of an advertising agency, he explained that every ad follows a storyline and every story has a beginning, middle and end.

However, he clearly didn’t see his presentation as a story with a beginning, middle and end. He failed to deliverer an effective beginning and end. Ironic.

His opening line was, “So what I’m gonna try to do…”

Would he start an ad with such a limp phrase?

In the middle of his speech he delivered some fascinating insights and examples of advertising stories. He shone at this point because he was talking about ideas and examples about which he was passionate and knowledgeable.

The closing line to his speech was, “Enjoy your conference. Thank you for your invitation. Any questions? Am I supposed to take questions?

That’s a weak and sloppy close.

My guess is that he wouldn’t have been so caviler if he was speaking to a client instead of a university group.


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Connect with George Torok Online for Presentation Skills

Recently I've been asked about where to find my posts, articles and articles online. This blog post lists the most popular links to blogs, websites and social media.


Social Media

Twitter:         https://twitter.com/presentationsgo


Facebook:    https://www.facebook.com/PresentationSkillsClub

Linkedin       https://www.linkedin.com/in/georgetorokpresentations


Youtube       https://www.youtube.com/user/presentationskills1


SlideShare   www.slideshare.net/PresentationCoach

 

Articles

Torok.com     http://www.torok.com/articles/presentation.html

Speech Coach for Executives     http://speechcoachforexecutives.com/articles.html



Presentation Tips

 http://www.torok.com/presentation/free.html



Websites

Torok.com              http://www.torok.com/index.html


SpeechCoachforExecutives.com        http://speechcoachforexecutives.com/

QuestionsAboutPublicSpeaking       http://questionsaboutpublicspeaking.com/










Videos on Vimeo


Interview with George Torok about Superior Presentations     http://vimeo.com/71217553

Radio show about Business Conversations      http://vimeo.com/74498708







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Your right to speak doesn't mean we need to listen


Public speaker speakers conrner


In many countries you have the right to state your opinion. But you don’t have the right to demand that people agree or even listen. As a public speaker you have to earn that privilege to capture their attention. Then you need to persuade them with your message.




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SP Tip # 79: Distance yourself from a bad idea...

Distance Yourself From a Bad Idea

Presentation Skills
Bad ideas in the past

There might be times when you want to persuade your audience to change. You can use logic, stories, charts and success stories to move them. Here is a subtle technique that can help you.
You physically position the good from the bad.

How do you do that?
You move from left to right. Be sure to move left to right as your audience sees it - not your left to right. You will have to rehearse this to get it right.
Good ideas in the future

Why does this work?
European based languages, including English, reads from left to right. Therefore we have been conditioned since we first started to read to assume that progress moves from left to right.
We read text from left to right to discover more, to learn what happens next and are rewarded with the answers to our questions. Hence the simple act of moving our eyes from left to right tends to build our expectations of progress and good things.

When presenting, you can use this to your advantage by placing bad ideas, the status quo or the past on your right side. That is the left side for the audience.

You can also do this by holding your right hand out or taking a step to your right when you talk about the bad ideas. That visually places the bad idea in the past to acknowledge it while guiding the audience to move on to better things.

Then you show progress by taking a step to your left or holding out your left hand when you talk about good ideas. You place the idea you are selling in the future to encourage acceptance.
You can use this technique to place objections, past failings or criticism's on your right (the audience's left) and hence in the position of bad ideas.

You can use this technique to position a question or idea as bad or good just by your physical movement without saying a word.

Of course, when you speak in the Middle East you need to remember that they read from right to left.

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