Last night Jeff Taylor and I were invited to speak to the Harvard Business School Alumni Association.   When you share the stage with Jeff, get ready for a great ride because he’s cool and he’s got cool stories.  You  should have been there watching the audience as he described taking a dare to ski three miles towed by a blimp, at 30 MPH in a quest to break a record set by the flamboyant Richard Branson of Virgin. 

As founder of Monster.com Jeff has a lot of these stories.  In 1999 when Monster.com was just hitting its stride but certainly not yet “monstrous,” he spent a fortune to buy Super Bowl ads which flopped.  You might remember the ads depicted kids saying things like, “When I grow up, I want to claw my way into middle management.” What happened?  “We were being ironic.  It didn’t work with a bunch of guys drinking beer in front of a game.”  Ultimately the ads kept running, caught on like mad, and rest is history.  

There were more stories.  At the 2002 Winter Olympics Taylor spent four million bucks to build a snow labarynth and it was the warmest on record.  Just in time as the snow was melting the Today Show called and he got four minutes on live TV.  ”Matt ran through the thing in no time and thought no big deal.  Al was holding a flag just stuck in the middle,” says Taylor.  “Katie gets stuck, backs out, starts again, and says now she gets it.  Sometimes in your career you have to back up and start over.  It was incredible,” says Taylor. 

As often happenes when I go out to speak, I get more than I give.   Watching Jeff regale this crowd of Business School grads (though he himself took 23 years to graduate from college) was more fun than anything else I’ve done this week, or this month for that matter.  Here’s a CEO who gets it on so many levels. 

When I interviewed him for Motivate Like a CEO last year, he told me that he had noticed as his company grew, his role changed.  He went from founder to CEO to Chief Monster, his favorite role, where he went out and built the brand by going everywhere he was invited and speaking to just about anyone who would have him.  He got really good at speaking.  Not only is he a great storyteller, he openes up and shares everything - humor, emotion, personal insights, reflections - it’s no holds barred.  A lot of people in the audience might have assumed that he was a natural, but as he told me last year, and as he told the audience last night, he works at it, and keeps working at it.  He says he  really believes that Woody Allen line about 80% of success is about showing up.  “I just got back from Iceland where I was invited to judge an entrepreneurs contest.  They’re trying to save Iceland.  Why do I go?  I’m not sure.  But I’ve been showing up for a long time and it works.”

Jeff has two companies now - Eons - an online community for baby boomers, and a spinoff called Tributes.com for online obituaries.  If you’ve read Motivate Like a CEO you know that coming up with big ideas and inspiring others to get behind them is one of the characteristics of successful leaders.  One of the best questions last night were about where leaders get these “big ideas.”  “I have ideas all the time - I’m in the shower, I get an idea, and then I get out, and I forget.  I have to get back in the shower to find the idea,” he says.  “I wake up in the night, with a pad of paper next to the bed, and write them down.”  Of course everybody HAS ideas, says Jeff.  It’s those who ACT on them who make things happen and attract other people who are excited about them too.

You know the blimp ski story?  Jeff says the coolest thing was that as he was bumping along, he was hit by a huge wake left by a barge and wiped out.  All 500 of his employees were gathered in the cafeteria watching it live.  They went wild.  They loved it.  Working for Jeff was like that.  “We had the absolute best culture at Monster.  People loved working there.”  What you have to appreciate about Jeff is he gets that.  When he dons his skis, or builds snow forts, he’s out to have fun, and he also knows how his employees will feel about it.  He’s their leader.  

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How many times have you listened to a sales presentation and wondered, is that story true?  Guess what.  Your instincts are probably right.  Most of us have radar when it comes to integrity.  We don’t know why we know what we know, but we still know.

Yet this should not prevent you from including stories in sales presentations.  Stories are a powerful tool.  Make a point through the experiences of your clients and customers and you can usually close the sale.   People don’t just buy data; they buy through the eyes and experiences of people like them.    

So great sales people know how to incorporate stories in their presentations and sales leaders encourage them to do so.  In a couple of weeks I’ll be giving a workshop on storytelling for sales people.  I was thinking about how to explain why some sales stories work and others don’t.  Here’s the formula:

T.R.A.P.

Truth:  Make sure your story is true.  See above.  People know when you’re stretching, straining or straddling.

Relevant: The story should have parallels to the clients current condition.  If not you may spin a good yarn but it will unravel quickly.

Applicable: The resolution to the story must show the client how he or she can use the product or service immediately to make an impact on their lives or their business

Predictive:  The story should explain clearly how it worked for someone else and offer proof that it will work for your prospect too.

This what you should hear a prospect “thinking” if your story passes T.R.A.P.

True: “This isn’t just sales talk, it rings true and I believe it happened.”

Relevant: “I can see clearly how this correlates to me and my company.”

Applicable: “This answers a key challenge in our company.  I see the benefit.”

Predictive: “I see how it worked in that case and I know what it could do for me.”

I’ll be gathering ideas at this sales conference to help sales leaders prepare their teams to deliver outstanding presentations.  Stay tuned.  And if you’d like to offer your suggestions on great sales presentations I’d like to hear from you.  Simply click on leave a reply. 

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This week I’ve been thinking about that saying, “lead by example.”  The origin of this well-worn standard is a Chinese proverb, yi shen zuo ze, which means ”to set a good example,” or “set yourself as the standard.”  For thousands of years people have known that a leader’s actions must match his or her words.  As I have discussed in the 8 principles of Motivate like a CEO, great leaders walk the talk. 

But is that enough?

Yes and no.

If you work in a high functioning organization, chances are your leaders walk the talk.  They live the values.  It comes from the top down.  Leaders who live the values inspire others.  

This brings me to posting your values statements on the wall.  This is a form of communication, but it isn’t the answer to creating a values based culture. People believe what they see and hear from their leaders, not what they read on a poster. If one leader in the organization is acting by a different set of rules, people will see that individual as an outlier.  However, if employees see that more than one leader living by different standards, that’s a trend.  They’ll scoff at the values and their cynicism will foster a negative, demoralized workplace.  

So of course, leaders have to live the values.  But is that enough?

Not really.  Why?

Because in a large organization, most people don’t get to meet you.  They certainly don’t see you every day, every week or every month.  In fact, they may go years without ever shaking your hand.

However, most people will be invited to a business meeting and hear you speak; they may receive emails from you; they may hear from their own bosses about how you’ve handled certain situations.    

This is why a leader has to not just lead by example, but also talk about examples of how the organization are living by its values.  If you can’t have lunch with every employee, you need to connect with them in a personal way through the stories of the organization.  You can do this through speeches, presentations, videos and even email and blogs.  

Tell stories that demonstrate how successful people in your organiztaion are walking the talk.  Collect these stories routinely and then share how teams and groups have been living the values.  Once you start to do this people will tell you more stories about living the values and you’ll soon have a collection of these stories to share. 

The ability to share compelling stories with points through speaking and writing is a critical leadershp skill.  if you’re not sure how to find stories - think of a time when your team has faced a difficult situation.  Perhaps you disappointed a customer and had to “do right by them.”  Perhaps someone working on a project had to go above and beyond.  What happened?  Why did the team or individual make that decision?  What was the outcome?  How did it illustrate the values? What did the team learn from that experience?  How can others apply the lesson?

These are the stories that you need to share with your organization.  For your next presentation, investigate three examples of how the organization has succeeded, and analyze how those successes are tied to your values.  It will be well worth it, because when people hear a story, they remember the story, and then they remember the point.

So living by example is only half of the battle. The rest is sharing the stories with others. 

以身作则
yǐ shēn zuò zé
To set a good example / Set yourself as the standard

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Even the most seasoned, experienced professionals can find their hearts racing and their palms getting clammy as they walk down the hall to the boss’s office.  If you are:  a. laying awake at night worrying about how it’s going to go, or b.  not sure how far you’ll get before you’re interrupted, or c. afraid you’ll be flummoxed by a tough question, then it’s time to analyze what’s happening.

Let me make 5 observations about mistakes people make when meeting with the boss.

Observation number one:   You probably aren’t prepared

Most managers and leaders are woefully underprepared for these exchanges.  I’m frankly shocked at how little thought they put into shaping their proposals, writing their comments or practicing out loud.  What is more important that a meeting with the CEO or the board?  What are you doing that would take priority over that?  If you’re not spending time preparing and practicing, it’s because you’re avoiding it, not because you’re too busy.  Too busy is a myth.  Too busy means you don’t have your priorities straight. 

Observation number 2:  It’s a huge mistake to treat this as a game.

Your goal cannot be to simply get in and out without saying anything controversial—playing it safe will never get you ahead; your goal is not to out maneuver your colleagues – you may win a round but with a good boss, you’ll lose when you’re not part of the team; your goal is not to get the boss to make the decision – any good CEO wants you to make your own decisions – based on sound evidence and a logical plan. 

Observation number 3:   Most people aren’t in tune with the CEOs agenda

Just the other day I heard the story of a well respected Chief Information Officer who went in to tell the CEO about a great idea he had.  This was something that would require an investment up front but had the potential to create tremendous efficiencies within six months to a year of implementation.  To the CIO it seemed like a no brainer, so he was quite shocked when the CEO said, sure, I’ll approve it, but I still expect you to reduce your overall budget by 10%. 

Has something like this happened to you?  Have you gone in thinking you have a strong case, only to get a monkey wrench thrown into your perfect plan?  You walk out thinking what just happened?  The problem is you’ve set your own trap by not tuning in to what matters to the CEO right now.

Observation number 4:   Your CEO is looking for answers.

You need to have some.  Let me give you an example.  I know the new president of one division of a financial services company.  This guy is smart, analytical, thoughtful and articulate.  Only one problem.  He prepared a presentation but he came in with just questions, not solutions.  The CEO finally stopped him and said, Listen, if you want me to tell you what to do I can do that.  But is that what you want?  Or do you want to decide?  It was a moment of truth – a moment of empowerment – the president was grateful but also learned a lesson.  Come in with answers.  You may get shot down but you need to take a stand.  That’s what leaders do. 

Observation number 5:  Winging it is just plain dumb.

You may think you have your ideas in your head, that you know the project, understand the issue and can talk about it in your sleep.  Then what happens.  The meeting starts, you’re rambling, your answers are disjointed, you can’t remember key facts, and you’re fumbling opportunities to make a powerful point.  In short, you’re winging it, and that’s suicide.  There’s a big difference between confidence and overconfidence; between self assurance and arrogance.  The person who doesn’t prepare well is not confident or cool; he or she is simply not doing what it takes to succeed at the executive level.

Meetings with the boss are a chance to show your potential and shine.  If you know how to prepare you will significantly reduce the fear factor and ace the meeting.

This week, I’ll be posting a new series of how-to communicate audio Podcasts on I Tunes, - including a longer version of this article with tips on how to build your confidence in speaking with the boss.  It isn’t posted yet, but look for it later this week.  Simply go to www.itunes.com and  search for Suzanne Bates. 

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I’ve never met anybody who didn’t wish they could give a great presentation.  I’ve met a lot of people who are kidding themselves about what they’re willing to do about it.  These are people with good intentions and bad habits that are killing them.

As those of you who read this blog reguarly know, I can write with absolute certainty about these mistakes because I’ve made all of them.  One of the dirty little secrets about professional speakers is that they cheat too, sometimes.  I’ve cheated and I don’t recommend it.  It’s not worth the price you pay in anxiety, stress and sometimes, total failure.

Most people know even before they walk to the front of the room, whether they’ve done enough.  In my experience, even newbie speakers have a sense that they’re simply not prepared.  However, as I say, some of the worst cheaters I know are leaders who think they’re pretty good at this.  As soon as you start believing your own press releases, you’re headed for mediocrity.  

Here are 7 suggestions to help you mend your cheatin ways:

#1: Start thinking, outlining and researching as you have the presentation date…don’t cheat yourself out of the time it takes to find great material and develop keen insights 

#2: Get on the phone with the meeting planner…don’t cheat yourself out of the opportunity to really know your audience and learn what they care about.

#3:  Write it out…don’t cheat yourself out of the opportunity to be an articulate leader - use the script to hone your ideas and choose poweful words and phrases. 

#4:  Let it rest….don’t cheat yourself out of those aha moments that come to you in the early morning or on a walk; let your subconcious work on it and the presentation will write itself.

#5:  Put practice on the calendar…don’t cheat yourself by pretending you will practice when your schedule is already brimming.

#6:  Track the number of practice sessions by marking your script…this is one of my favorite tricks…i make a mark like this /// at the top of the script each time so I can’t kid myself about how many times I’ve done it before I go live.   

#7:  Get feedback…don’t cheat yourself out of the sage advice and counsel of people who are good presenters and have your best interest at heart.  Find them and tell them you want to know how you can be better.

Speak Like a CEO Boot Camp - we’ll make you sweat here, so you don’t sweat out there.  www.bates-communications.com/bootcamps

Watch this video and learn what Alan Weiss, author of the business best seller Million Dollar Consulting, has to say about executive coaching with Bates. http://www.bates-communications.com/testimonials/

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I’m often asked, “what are the biggest mistakes people make in a business presentation?”  I’ve seen speakers trip up on all of these, and the pain is also personal - I’ve made every one of these mistakes myself.

Here are 5 mistakes to avoid at all costs:

Mistake #1:  Failing to get important information about your audience.  This is not just a rookie mistake.  Experienced speakers do it, usually when they get lazy and make assumptions.  The more you speak, the more you kid yourself that you know enough to get by.  If you want to hear a story about how I blew it by making assumptions about an audience, listen to my new podcast, “How to Make Your Audience Love You,” which will be posted on I Tunes next week.

The simplest way to avoid this is to pick up the phone and talk to the meeting planner or person in charge. They know the audience.  If they don’t, they’ll probably be happy to set you up to interview one or two people who will be there.  Get on the phone, find out what’s on their minds, and craft your speech with them in mind.

Mistake #2: Failing to open with a bang.  You have to grab them.  Audiences size you up in about 30 seconds.  If they’re generous they’ll give you a minute or two.  Attention spans are shorter than ever and we live in a culture of entertainment.  You don’t have to be Letterman, but you should make an effort.

So, engage them from the start.  Tell a story that makes a powerful point and takes your audience to the heart of the issue.  And please, please, don’t ever say, “Good morning,” and wait for the audience to respond.  Think about how you feel when it happens.  Audiences want to drink their coffee and be engaged in the first few minutes.  Don’t make them fake a cheery attitude.

Mistake #3:  Depending too much on your slides.  Aren’t you sick of hearing this?  But 98.7 percent of all presentations are driven by PowerPoint and are deadly, deadly, deadly.

You’re going to have to depend on your slides if you start slamming the presentation together the night before you give it.  How can you be creative, find interesting visuals, or come up with stories and examples that make the presentation memorable?   If you start the night before you’ll have to read the bullet points because you don’t know your presentation.  The bottom line - don’t procrastinate!

Mistake #4:  Failing to find time to practice.  And this is an absolute.  You must practice.  Sometimes people tell me they are afraid that they will come across as too rehearsed.

That’s absurd!

I’ve never, ever seen a speaker who isn’t better when they practice.  Practice has many purposes; you try out your comments and edit out loud; you hear how it will sound to your audience; you internalize the messages; your synapses start firing and you create pathways of recollection that will be handy when you get up in front of the group.  As one of my mentors Patricia Fripp often says, practice is the work, performance is the relaxation.

Mistake #5:  Failing to connect with the audience while you’re on stage.  I mean, really connecting with them.  Looking them in the eye and seeing them.  Enjoying the opportunity to be there.  Having fun.  Making it an experience.

One of the most important keys to connecting is to know your material very well.  If you don’t, all you can think about is what you want to say.  You won’t even know the audience is there if you’re busy trying to figure out what’s on the next slide.

Make it a point to practice and know your material.  Then, when you step to the front of the room, look around, meet people eye to eye; gauge their reaction as you speak; ask them questions, make observations; in other words, be in the moment with your audience.  You don’t have to be perfect or polished as long as you are with them.

I welcome your comments on the “biggest mistakes” especially if you would like to add to this list.  I’m always looking for new ideas.  Just click on comments at the end of this article.

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The story about President Obama’s teleprompter “snafu” was all over the morning news today.

For those of you who didn’t see it, Obama was in the middle of a press conference when suddenly one of his teleprompters crashed to the ground.  You can see the video here: http://www.realclearpolitics.com/video/2009/07/13/obamas_teleprompter_crashes_during_speech.html

Unfortunately for the President, the snafu brought up chatter in the news circuits about how he has a reputation of relying too much on his teleprompter.  Some news sites and blogs even go as far as to credit teleprompters for his election!

However, this particular incident is a reminder to anyone who speaks - on a stage, in a meeting, in general presentations - that you can’t rely on technology.  Obama had one teleprompter still functioning, but also had printed notes in front of him, which allowed him to continue seamlessly.

Whether you’re using a teleprompter, a PowerPoint, or any other technology to assist you with a speech or presentation; having printed, old-fashioned notes is still essential.  Even better?  Knowing your topic and talking points so well that you can continue unscripted! But that’s a whole other subject…

This “snafu” is also a great example of how to deal with distractions during a speech or presentation.  When the teleprompter crashed, Obama simply said “Oh, goodness.  Sorry about that.” The audience quickly chuckled and he went right back into his speech.

Distractions are inevitable during speeches, large and small.  Whether it’s a cell phone ringing, a door opening, or a teleprompter crashing, don’t allow distractions to ruin your speech or presentation.  Like Obama did, just keep on talking as if nothing happened.  As hard as it might be to stay focused, these are the “little things” that make the difference between being a great speaker and an “OK” speaker.

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Do you remember where you were September 15^th, 2008.  No?   My day began with a staff meeting and lunch with one of our consultants, the afternoon, a scheduled meeting with a prospective client was postponed.  Not a particularly memorable day.  Funny I had to look back at my calendar.  How about you? Still nothing coming to mind?  Interesting, because that was the day everything changed.  That was the day they threw out the rule book on business as we know it.

September 15^th was the day that Lehman Brothers filed for Chapter 11 bankruptcy protection, the largest bankruptcy filing in US history.  The Dow Jones closed down 500 points that day, at the time, the largest drop since September 11^th.  Five days later, Lehman Brothers was liquidated, beginning a tsunami that took down the credit markets and launched an economic meltdown around the world.

Yesterday, Nobel Prize winning economist Paul Krugman declared that the recession (which technically began back in December 2007), should end by  September 2009.  But what will that mean?  He also predicted that unemployment will continue to rise.  That’s what I mean when I say the rules have changed.  We’re hanging on for “back to normal” but nobody knows what it will look like.

Since we don’t know what to expect, it’s time to prepare for the new normal - an extra level of preparation for our career path as well.  Imagine you’re taking a day hike in the mountains - when you were younger, you might just have grabbed a bottle of water and a granola bar - but if you’ve ever experienced any uncertainty while hiking - the feeling you’re not sure whether you’ve taken the wrong path - and you’ve heard about other hikers being lost for days - you realize that isn’t going to do it.  To be sure you get there and back you decide to pack a compass, rain gear, substantial provisions, matches, and a fully charged cell phone.

The analogy to career preparation is that to be certain you get where you’re going, relying on your wits probably isn’t enough.  You’ll be far better off if you have mentors, coaches, trusted advisors and a team of colleagues you can rely on.  If your company is offering training and development, you need to take advantage of it - especially develop skills that are not your strengths.

In that spirit, I want to let you know that our next Speak Like a CEO Boot Camp has been scheduled for October 15th and 16th in Boston and it is going to be a dynamic session.  If you sign up this week we’re also giving you a complimentary coaching session.  It’s an hour and a half, one on one, with one of our top coaches.  This is the first time I’ve ever done this and it may be the last.  So if you’re really interested in attending our boot camp, this would be the time to let us know.  Contact Meredith O’Connor by Friday to take advantage of this offer.  moconnor@bates-communications.com

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