Dangerous in a recession, deadly in a recovery
While motivating employees is a key factor in an economic recovery, many companies are failing to keep their workers fully engaged in their jobs because they share some common myths and beliefs, according to Suzanne Bates, author of "Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!" (McGraw-Hill 2009).
Employers must re-examine their beliefs about employee engagement if they hope to accelerate their business recovery and retain their top talent, said Bates, president and CEO of Bates Communications (www.bates-communications.com).
In a typical workplace, only 29 percent of employees are actively motivated and engaged in their jobs, while 71 percent are unmotivated and disengaged - either not engaged at all (54 percent) or are actively disengaged (17 percent) - according to the Gallup Management Journal’s Employee Engagement Index.
"While there has been a slight uptick in employee motivation in recent surveys, this may be only temporary because it's based on survival. As the pendulum swings back, employers should watch out - because employees will look at their jobs and their companies differently," said Bates.
"The Top 5 Myths About Motivating Employees" are at work even during an economic boom. However, in a serious recession, everything changes, and employers' misperceptions can be damaging. "If employers don't re-examine their human resource practices and beliefs about motivation," said Bates, "they risk damaging morale, losing top talent, and lengthening their recovery time."
The Top 5 myths about motivating employees, according to Bates and "Motivate Like a CEO," are:
Myth #1: Money is the number one way to motivate employees. "Salaries and bonuses have been the staple of motivation. Most companies relied primarily, even completely, on monetary rewards," said Bates. "Money is only one of many factors in motivation. Yet companies have become lazy about motivating people instead of giving them what they really crave, which is recognition, praise, and the opportunity to learn."
Myth #2: If you want to motivate people, don’t let them in on the bad news. "This is a particularly damaging myth. Bad news always gets out to employees. They hate it when you hide bad news; they consider themselves partners in the company, and they long for a chance to contribute and make a difference, especially in tough times," said Bates. "The surest way to motivate people is to empower them even with terrible news, so they can come to terms with reality, think their way through the crisis, and contribute to creative solutions going forward," said Bates.
Myth #3: Most employees know what motivates them. "Many people are searching for a larger purpose, and they are not finding it in their work," said Bates. "In challenging times, employers can become a powerful source of motivation and pride among talented people. In a downturn, leaders must talk to employees and help them discover who they are and what motivates them. Spend time with them; ask them why they enjoy the work, what they enjoy most, how they want to contribute, and where they see themselves in the future," said Bates.
Myth #4: You simply cannot motivate everyone. "This was true in boom times, when organizations were bloated and some people you hired were marginal. Those days are over," said Bates. "Now that companies have downsized and are arguably leaner and meaner with the best talent, this is a damaging assumption. It is a leader’s responsibility to motivate employees. It’s time to stop blaming employees, and start looking to leaders to ignite the spark," said Bates.
Myth #5: People are just grateful to have a job, and this attitude will survive the downturn. "Top talent will always have a place to go, and while they may have had less mobility during the recession, your competitors are already looking around to see who is unhappy and ready to leave," said Bates. "Employers who keep believing their people are just grateful to have a job will be blindsided when their top talent walks out the door because they don’t have leaders who are engaging them, praising them, recognizing them, and giving them opportunities to grow."
About 'Motivate Like a CEO'
Suzanne Bates is the author of "Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!," published by McGraw-Hill in January 2009, which recently became #1 best-seller in books on communication skills on amazon.com. She is also the author of the business best-seller "Speak Like a CEO, Secrets to Commanding Attention and Getting Results" (McGraw Hill 2005). She is President and CEO of Bates Communications Inc. http://www.bates-communications.com and blogs at http://www.thepowerspeakerblog.com
As a consumer, you read a newpaper or magazine for information on war, the economy or the "Jen and Ben" saga. As a business leader you read about how corporate governance can directly affect your bank.
But whatever your news reading habits, the news media also represents an outlet to talk about what is important about your bank. Maybe your CEO is a third generation banker with huge role in the community. How can you convey that? Without the right hook, a journalist will chuck it out in a hot N.Y.-minute, leaving you questioning, "Why don't they print this?"
Last September, at the ABA Marketing Conference, Suzanne Bates, CEO and President of Bates Communications, Inc., Wellesley, Mass., and a former journalist, conducted a workshop called "Media 101: Using the media to your strategic advantage." One question she asked was, "How are you conveying your message?"
One obvious answer is "in a press release." Bates says a reporter knows if a release is newsworthy by the first three lines. Are you discussing a new angle in banking? How is it beneficial? Why should it be discussed? These are things that catch the reporter's eye. That also goes for calls you make when you pitch a story. The more powerful and compelling your pitch is, the more interesting the reporter will find it.
You also have to remember that reporters often learn as they go along. Putting things in layman's terms is very helpful, especially to reporters who are new to covering banking. Assuming that a reporter knows all about the industry is a no-no. After all, you are trying to establish your credibility as a resource for both the reporter and the public. Your CEO may never grace the cover of Business Week, but you are building the foundation that he or she is a valuable and accessible source of information Ð able to discuss facts about your bank and the industry at length. Being a resource and being accessible is not enough, however. You also have to evaluate whether or not you're working with the right publications.
Much like a reporter would research your institution, you can learn things about the publication, such as circulation data, reporters on staff, and the tone of the publication. If you are looking at the press as part of your marketing arsenal, then you need to know this weapon very well. Which reporters and publications are credible in your eyes?
Before you write a press release or hit 'send' on a Microsoft Outlook message, consider some other pointers.
Bates says make a practice of enjoying the interview, and offering story ideas. If you're being cooperative and are helping the story along, you'll likely be called back. And to make sure you stay on that reporter's mind, a thank-you card wouldn't hurt after the story appears.
Once an interview is landed you should try to anticipate what the reporter is going to ask. This is the fun part, says Bates. You get to act like a shaman and predict the reporter's questions. Forget about the sticking to the subjects covered in your press release. You have to remember in this day and age, the press can look up anything on Lexis-Nexis or Google.
"You need to predict five to ten questions of posssible targets. Once you do that you can be comfortable on talking on that subject, " states Bates. When it comes to bad situations, she added, address them first before they can be asked. "That says that you are not afraid of the subject and willing to talk about it."
Bankers should realize that "no comment" and "taking the fifth" aren't answers. As one banker mentioned in the session, she had said "no comment" during an interview, and the publication printed it, making her and the bank look guilty.
If difficult questions arise take your time and be thoughtful in your answer, states Bates. Be open and honest with your answers, as well. This will only help the reporter understand your stance on the subject. Provide real answers to the questions, beating around the bush will only make things difficult. If you can't answer, state a reason why, e.g., "Due to legal circumstances I am not able to talk about this at this time."
Also while in the interview, advise your CEO not to become a comic. This can work for or against you, but it's too risky. Instead plant flags and build bridges on important facts about your bank and service. As a bridging phrase Bates suggested, "While many people are focused on that, it's important to remember..." A "planting flag" phrase could be, "This is important because..."
Bates suggests practicing these skills, until they become second nature. - BJ
Bates' Six C's of Interviews:
- Be CAUTIOUS – remember nothing is ever off the record during an interview
- Never say, "no COMMENT"
- If it's unfair, stay CALM – don't engage in hostility – stay focused on the message you want to convey
- Speak CLEARLY using good diction and grammer
- CLARIFY any question you don't understand – if you don't know, say so
- Be CAREFUL of sarcasm, humor, innuendo and jargon.
The first female co-anchor at WFLA, Channel 8, is back in town.
Suzanne Bates, who preceded Gayle Sierens way back in 1981, will be signing copies of her new book, `Speak Like a CEO,` at 1 p.m. Tuesday at the Barnes & Noble (Carrollwood), 11802 N. Dale Mabry Highway.
`Actually, I come back to visit often, but I just don't make personal appearances,` says Bates, who lives in Boston.
She has a sister who lives in Tampa, a brother in St. Petersburg and a mother in Safety Harbor. And there are lots of friends, including Sierens, with whom she is staying while here.
`It's amazing that so many people who I worked with back in the early 1980s are still here - Bill Ratliff, Bob Hite, and, of course, Gayle,` she says.
When Bates was a co-anchor here, Gayle was a sports reporter.
`I guess I was making history as the first female co-anchor, but now there are so many women on the air, it's hard to believe it wasn't that long ago,` she says.
Bates left Tampa in 1984 and worked at WCAU-TV in Philadelphia and WBZ-TV in Boston.
Four years ago, she started her own consulting business, Bates Communications, which specializes in coaching corporate executives on how to improve speaking skills.
`CEOs are expected to communicate at a high level, and so we show them how to better communicate with their employees, the boards of directors, clients and even the public.
Her clients have included some high-power types, including the governor of Massachusetts.
Boston Red Sox CEO Larry Lucchino is among those featured in her book.
Her coaching covers everything from dressing for success to handling public crises.
`I don't miss being on television,` she says. `But sometimes I miss the people, the friendships you have in a newsroom. And I miss the day-to-day work, especially interviewing people. But my new job is challenging, and I've enjoyed building up my own company.`
Bates is a member of the Leadership Council at Harvard University's Center for Business and Government and serves as a moderator for various corporate and nonprofit groups.
Her husband is a film professor at Boston College, and she has a 14-year-old daughter, Megan.`We keep saying that we're going to buy property here someday,` she says.
Personality, principles and passion - mixed with large doses of preparation and practice. The result? A winning formula for great leaders and their speeches, says Suzanne Bates, Wellesley resident and author of "Speak Like a CEO." Whether you're the CEO of a Fortune 500 company, a middle-level manager, or someone looking to fill any leadership role, the strategies outlined in her book can work for you. "There's no such thing as a natural speaker," explained Bates.
Foremost, a good speech should always reflect the authenticity and uniqueness of the speaker. Your personality, interests and personal style must shine through to connect with the audience and convince them to listen to your message. "You've got to be talking about the things that really matter to you," said Bates. You can learn the speaking techniques, "but you have to know who you are." An authentic leader is "someone who is as he or she appears to be." Personal stories and anecdotes will help the audience get to know you. The audience "will remember the stories. The beauty of the story is that if you remember the story you'll remember the point of the story." Humor is also a must: it relaxes the audience and allows them to see you as a real person.
The question to ask, before getting started, said Bates, is "What do you stand for?" You have a set of beliefs or values that should drive your speech. People "want to know someone is leading from a core set of beliefs." Bates mentioned George Bush, Mitt Romney and Colin Powell as examples of people who speak from their core [values]. She added that while you may not agree with them, you know what they stand for. Effective leaders also reflect the vision of their organization in their speeches. Employees and customers are energized when the CEO projects optimism and hope, along with a dose of realism. "Audiences want a leader to be more than a good speaker: they want a leader to tell them the truth, no matter what."
"Good speaking skills aren't in your blood; they're in your preparation," said Bates. One of the biggest mistakes speakers make is the assumption that they can avoid preparation and "wing" presentations, speeches, interviews and Q&A sessions. The results are usually disorganized and lack focus, often annoying the audience. "At the CEO level, clarity is king," she said.
"Not answering the questions" or "blowing the easy questions" are also pitfalls for the unprepared, according to Bates. The biggest mistake politicians and CEOs make in Q&A sessions is "when things aren't going well, they get scared of the answers." She continued, "A CEO or anybody leading anything [should] sit down and think about the questions" that might be asked after a speech or in an interview. "Learning to think like your toughest critics and most hard-nosed skeptics" will help you anticipate most of the questions.
Audiences hate long speeches - people have short attention spans. In most cases, a speech should not be longer than 20 minutes. You "need to say things in a concise, compelling way. You have but a few minutes to win over an audience," commented Bates. "Always quit while you're ahead. There are few things more annoying than a speaker who doesn't know when to sit down. A presentation is a 'present' to the audience - it's not about you."
Good speeches require practice. "Practice not only helps you perform better but also reduces anxiety because you are confident and prepared," Bates said. Rather than memorize a speech, internalize the key points. "Great speakers who look as if they are speaking off-the-cuff usually have practiced the main parts of their talk. Practice helps you make your points clearly and helps you avoid being too wordy or meandering. Toastmasters [and other speaking groups] are great ways to get up there and start speaking - experience and practice are the key. Prepare, prepare, prepare!"
"Speaking like a CEO is really all about projecting a set of qualities and doing it your way," concluded Bates. "You connect with people because you embody the qualities they want in a leader and they believe you are the real thing. Leading is all about communicating. The leader's job is generally not to do; it is to communicate what is to be done. You are the message and the message is you."
In TV broadcasting for 20 years, Bates interviewed more than ten thousand business leaders, politicians and celebrities. For them, "every day is in the spotlight" and some handled it better than others. Seeing a business opportunity and believing that "everyone should reinvent themselves at least once in their lives," Bates left broadcasting in 2000 to write a book and start her own executive coaching and consultation firm, Bates Communications, Inc. Launching her business right before 9-11 and the recession was tough, but she said it was good to start "in a down turn because you take nothing for granted."
Her company, based in Wellesley, includes two other consultants and provides executive coaching for clients worldwide.
Information on the book is available at www.speaklikeaceo.com.
Bates will be doing a book signing April 30 from 1-3 p.m. at the Wellesley Booksmith on Central Street.
The Eight Secrets of Successful Speaking: What CEOs and Leaders Know
- Talk about big ideas
- Speak in the moment
- Keep it simple
- Be a straight shooter
- Be an optimist
- Focus on the future
- Be real
- Stand for something
Forget Gordon Gecko. In the post-Enron scramble to salvage shattered reputations, smart executives are rediscovering the timeless wisdom that greed isn't good. Good is good.
There's no question our dog-eat-dog culture rewards clever misbehavior; the outward appearance of success often serves as an accepted substitute for achievement. When we allow spin to be used as a synonym of deception and when cutting ethical corners can pass for courage, leading the old-fashioned way somehow seems dreadfully dull.
No piece of corporate folklore has done more damage than the falsehood that nice guys finish last. As the spectacular collapses of Enron and Arthur Andersen attest, nothing is more valuable than a good name. It was a great tragedy when a huge corporation went bankrupt, ruining the retirement plans of thousands of people, but that's not why Enron was one of the year's biggest stories. People forgive mistakes. The lies and deceptions still have the American Public obsessed.
What's the best thing about doing the right thing? It pays! Building and keeping trust are among the most important things you can do for your organization. Good people will line up to be associated with (and work for) a place that values honesty and integrity. But credibility doesn't just happen. It starts from the top, and like anything else of value, it must be cultivated and nurtured.
If you want to create a credible culture, the first important rule is to model the behavior you want to promote. If you want honest discourse, you must practice it. You have to share information or let people know when you can. You also have to reward the behavior you want when you see it. If members of your team make the effort to give honest feedback, even if it's criticism, you should thank them.
These practices are not easy, but they are critical to creating credible cultures in health care as the system becomes more burdened. The nursing shortages and budget crises at many health organizations mean we have less time to do our jobs and even less time to talk to each other. But we must. If you are going to build trust inside your organization, you have to make time to communicate.
Start by building an ethical culture in your organization. As leaders, we often are confronted by ethical dilemmas of competitive pressures and practices we cannot support. But we set the tone for our organizations. Actions speak louder than words. A set of guiding principals communicated to everyone in an organization will serve as an ethical compass. Don't be afraid to stand up for what you believe in. Rewarding ethical behavior ensures that you will get the benefit of the doubt.
Lead by example. Talk about the values of your organization from the top down and encourage conversation about ethical issues.
If doubt about an issue arises, put your policy in writing. Make it clear you value a culture of trust far more than quick fix solutions that cut dangerous corners.
Trust thrives on open communication. The people who work for you need to be able to ask questions and question decisions. In the case of Arthur Andersen a bad decision at one level got passed along the chain, and the failure to put on some brakes may bring down two companies.
As a leader, you don't want surprises, so don't assume your people know what's expected of them. Be clear about the kind of behavior you expect and find acceptable. Encourage others to express their opinions, even if they aren't what you want to hear. Companies that thrive foster a culture of openness. In his book Leading Quietly, Joseph Bodaracco makes the point, "The vast majority of problems calling for leadership are everyday situations faced by managers up and down the chain of command."
Rarely is an organization brought down by some major crisis or monumental scandal. Instead, organizations are undermined by questionable business decisions, made day after day, that gradually wear away credibility and trust. Honesty, integrity, and ethical clarity in all your dealings are what build long-lasting relationships. Clients and colleagues may not always be able to articulate exactly why they want to work with you, and they may resort to generalizations like, "she's a good person, " but they sense you are the kind of leader who will do right by them.
When your organization talks, don't you want people to listen? People recognize straight talk when they hear it, and given the choice between the unvarnished truth and the sugared half-truth (or a deliberate untruth), they'll reward the person who tells the truth every time.
We spend enormous resources maintining the appearance of success when the fact is that csuccess is far more likely if we are honest and sincere. Trust is th most valuable commodity your organization has. A credible culture can be a magnet that dreaws people and talent to your organization. Developing and maintaining trust in all of your relationships is one of the surest paths to success.
- Reward people who communicate openly and build trust in the workplace; punish those who don't.
- Talk about the values of your organization from the top down and encourage conversation about issues.
- Build your own credibility bank by practicing open communications; if you make a mistake, you will get the benefit of the doubt.
- Encourage questions. Trust thrives on open lines of communication. The people who work for you need to know it's OK to question a decision or priority.
- Don't assume people know what is expected; be clear about the kind of behavior and communication you expect and find acceptable.
Suzanne Bates is a communications consultant and coach.
by Suzanne Bates
Wouldn't you like to know how to persuade others and, in the process, get what you really want? Persuasion is both an art and a science. The secret is to find out what others want, and then learn some essential skills of persuasion.
Assume that you have an initiative that is mission-critical, but you're encountering a lot of resistance. You're proposing change, it costs money, and it isn't absolutely guaranteed to work. Sound familiar?
As Robert Louis Stevenson, the Scottish poet and novelist, once said, "Everyone lives by selling something." If you want to lead an organization you must learn to sell. Building support for your ideas, winning converts, and getting things done are largely dependent on your sales skills.
Quick question: What's the most important word in selling?
Answer: The word "why."
You must learn why people would want or need to buy your idea, concept, program, service, initiative or new, new thing. If you do not know about them--their problems, needs and views--you will never successfully sell your ideas, period. People tune out when they know you're only focused on what you want. They tune in when they sense that you have an interest in them as well.
Another question: What's everybody's favorite topic?
Answer: Themselves!
People want to hear about themselves. They want to hear about their projects, initiatives, goals, timelines, challenges and interests. Unless you have factored their concerns into your presentation, go back to the drawing board. Don't show up at the meeting until you've sat in their seats or walked in their shoes for awhile. Actually imagine yourself on their team, working in their office, managing their project. Remember, this is not about you and what you need. It's not about how great your ideas are. It's not even about what's good for the company. Face it--a lot of people really don't care. What they care about is getting through their day, meeting their quotas, hitting their deadlines and making their bosses happy.
So remember, your talk should focus not on you and your idea, but on:
- Their problems
- Their hopes
- Their dreams
- Their goals
- Their needs
- Their timetable
- Their budget
- Their success
How do you learn about their problems, hopes, dreams and goals? It's pretty simple. You ask! Long before you give a presentation, make the effort to meet informally, by phone or in person, to ask questions and gain some understanding of your prospects' concerns. At the very least, take any information you already have and extrapolate their highest priorities. People appreciate it when you take the time to sit down with them, learn about what's going on in their world, and understand what they're up against. If they are going to buy into your proposal, they must first feel comfortable with you, believing that you're on their team and that you are sensitive to their needs. Anyone who can influence a decision, get it approved, or implement it has a choice--support you, ignore you, or undermine you later.
Here are some questions you can ask to find out what you need to know:
- What is your goal?
- What is most important to you?
- What are your priorities?
- How do you need it to work?
- When could we make it happen?
- What are the budgetary considerations?
- What are your human resources?
- Who needs to be involved?
- What does an ideal solution look like to you?
- What would make this a success for you and your group?
What do you do with this information? Incorporate it into your presentation! You might even mention the great opportunity you had to meet with a key group member and learn about the group's concerns. Then, when you outline what you're going to discuss, address those specific issues, confirming that those issues are also priorities for you. With that reassurance, your prospects will relax and be more receptive to your ideas.
Of course, one of the greatest benefits to doing this homework is that prior to presenting any plan or initiative in the future, you'll be more likely to take others' needs and priorities into account from the very beginning. You'll go through fewer revisions, receive fewer objections, and be applauded for thinking of the big picture. Those are outcomes that get you noticed and win you rave reviews!
Suzanne Bates is a speaker, media personality, business consultant, executive coach, and author of McGraw-Hill's new book, Speak Like A CEO: Secrets for Commanding Attention & Getting Results. Read more about her work at www.speaklikeaceo.com.
By Mary Wicoff
DANVILLE - You don't have to be an industry giant to sound like one. With a bit of effort and a lot of practice, anyone can speak like a chief executive officer.
That's the premise behind a book written by Danville native Suzanne Bates, "Speak Like a CEO: Secrets for Commanding Attention and Getting Results."
Bates, who now runs Bates Communications in Wellesley, Mass., was in town recently to visit her father, Dick Bates, retired attorney and former president of the Danville District 118 School Board.
Bates is a 1974 graduate of Danville High School and received a bachelor's degree in radio-TV journalism from the University of Illinois.
For 20 years, she was a top-rated television anchor in Boston, Philadelphia and Tampa-St. Petersburg and has interviewed thousands of political leaders, CEOs and celebrities.
Now, she is a consultant to business leaders and corporations.
Just the same, her advice applies across careers, whether a person is working in a big business, a school or a fast-food restaurant.
"It's really for everybody – anybody who wants to communicate effectively, especially in a leadership role," she said. "It could have a broad audience."
The book's principles can apply to members of school boards and village boards, for example, and even to someone looking for a job who wants to express himself more clearly.
Diane Hampel, new principal at Liberty School, read the book over the summer.
"It talks about getting up and speaking before people. That is part of the principal's job, so that was interesting," she said. "I like a good story and there are a lot of good little stories."
Hampel said she read the book in a couple of evenings, saying it's very readable and people can read just the parts they're interested in. The book has a lot of stories from CEOs, Hampel said, adding, "She has had incredible experiences in interviewing different people."
Another reader who found the book helpful was Debi Hosch, physical education teacher at DHS. She appreciated the part of the book that advises people to make time for fitness.
"It's a good book for everyone in all walks of life, not just CEOs," she said. "I think it's good for all students to look at for (advice on) speaking well at job interviews."
Most people are scared to death of public speaking, but Bates said even the greatest speakers in the world didn't start out that way. Referring to former President Bill Clinton, for example, she said, "He got good at it by doing it for so many years."
Bates' most important advice is: Be prepared.
If a speaker gets up and appears natural, as if he's speaking off the cuff, most likely, he's just well-prepared, Bates said. "If you're feeling very anxious, you haven't prepared enough," she said.
With preparation, a person still might feel a bit anxious, but the level will be very low. If he's not prepared, the level of anxiety will be high.
"People do know if you're not prepared and they appreciate it if you are prepared," Bates said.
Once you have the material ready, it's important to rehearse your speech – over and over.
"You really need to practice out loud to get better. Even if you're president of the PTA, if you write it down and practice, you're going to get better. The more you do, the better you'll get," she said.
Some people do have a genuine, inborn anxiety about being the center of attention.
"If they end up in leadership, they have to work hard to overcome it," Bates said. "The worst thing is to avoid it until you get into a situation where it counts."
She suggested people go to Toastmasters or take a speaking class to help overcome their fears.
People who know Bates say her personality comes through the book.
Hosch went to DHS and U of I with Bates. Hampel went to North Ridge Junior High and DHS; both she and Bates played violin in school and with the symphony orchestra.
"I can just hear her voice in it," Hampel said. "She talks about being authentic as a speaker and she's done that as a writer."
Hosch said Bates always has been motivated, adding, "She's very driven. Her forte is motivational speaking."
The book is doing so well that publisher McGraw-Hill has ordered another printing. Bates also has put together a six-CD toolkit and will launch a home study course in the fall.
by Suzanne Bates
"It's not you, it's me," is a classic cliché breakup line and a bad one, at that. "Me, me, me" is what most business people talk about during any courtship. My company, my product, my service is the leading, the best, the only, the blah, blah, blah.
It's interesting that the secret to success in business is not the word "me," but the word "you."
Count the words in the average conversation or sales letter, chances are the words "I" and "my" are heard many times more often than the words "you" and "your." Yet all people want to talk about is them!
Salespeople can set themselves apart and uncover far more opportunity if they begin every conversation by focusing the "you" point of view. "How do you see it?" "What's your take on this?" "How would you like to see this resolved?" Try asking a question without using the word "you." It isn't easy. Switching into "question mode" forces a salesperson to use the word "you," which leads to opportunity.
A lot of people believe they are asking good questions – but if they were to videotape mock sales or business conversations, they can see their questions are not productive. The mistake they make is not going deep enough to uncover real issues, challenges and needs.
Consider this:
If an office was in need of a new copier they would shop around and look at a few different models, at a few different stores. Which one would they end up buying? The model from the sales representative who finally asked, "What do you really need? How much will you actually use the copier?" That salesperson might not have had a huge elaborate pitch, but he asked the right questions and made the sale.
Whether a sales representative for a copier store or a partner at a firm trying to land a big client, the salesperson needs to ask great questions.
They not only find out what people want, or get a whole picture of their point of view; they send the strong impression that they actually care about the customer. There is no influencing the outcome, until the customer believes the salesperson is listening and cares about them.
Questions also lead to a deeper level in conversation. If a conversation is allowed to breathe, one will find out about the deeper, more important needs or desires. Often, the "presenting" need is not the big one – questions will help uncover the real trouble.
After taking this step it's far easier to precisely tailor a presentation for the audience. By taking the time to truly understand a customer, the salesperson will not have wasted anyone's time and will have formed the basis for an ongoing relationship.
Questions also imply that a salesperson has the answers and expertise. If they know what to ask, they must know the answers.
Questions help avoid the hard sell. If the right questions are asked, the other person articulates the needs and solutions. The salesperson doesn't do the work; the customer does. When a customer is doing the talking, they are more likely to buy. They reach their own conclusions. They don't feel pushed.
Perhaps the most important quality to question is that they help develop stronger relationships. When questions are asked, people believe the asker is genuinely curious. They are more interested in the sale because the salesperson is interested in them.
Good questions encourage people to open up. This is one of the most powerful assets in selling ideas, products or services.
Open questions work best in this phase of conversation. These are the "Five W's plus H."
- Who?
- What?
- When?
- Where?
- Why?
- How?
In preparation for the next important meeting, write down a list of questions to ask. Anticipate what the other person's needs or concerns will be, and tailor the questions to that. Many people prepare for an important meeting by buffing up on their specialties, by practicing their routine speech about what they're good at. A salesperson will stand out from the rest if they go into the meeting or presentation with a list of questions that delve into what the other needs or thinks.
Here are a few examples of great questions:
- What could we do to make this a good meeting, well worth your time?
- What are your goals?
- What is the biggest challenge you're facing right now?
- What is it costing you in time/money/resources?
- What would be an ideal outcome?
- Is there anything else we need to talk about today?
Suzanne Bates is an executive coach and communications consultant who has perfected the art of corporate communication. She is the president and CEO of Bates Communications, a Wellesley, MA, firm that helps executives and professionals.
By Suzanne Bates
Everyone makes mistakes, especially in public speaking. The key is to identify a lesson-learned and try to correct it your next time out. If these seven common mistakes help you better avoid such gaffes in your upcoming presentations, all the better.
Jane, an HR executive I once worked with, had just won a big promotion. She was not someone who typically sought the limelight. Nor was she one to ask others for help. So Jane spent the first few weeks in her new role working alone, avoiding both doing presentations and even speaking up in meetings (unless directly spoken to).
When asked to make a PowerPoint presentation in her fourth week, she panicked. But a crisis is not a good time to start learning how to make an effective presentation. Jane quickly put together 20 slides, prepared some points and practiced answering all potential questions. After pulling an all-nighter prior to her presentation, Jane delivered an adequate speech, while learning an invaluable lesson: You don't have to be a perfect speaker to be successful, but you must be prepared.
This is the true distinction between success and failure in public speaking. To ensure that lack of preparation won't be your downfall the next time you take to the podium, consider these most common mistakes budding public speakers often make.
MISTAKE 1: "Winging" important speeches
Tad, a vice-president of personnel, regarded as the number one candidate in the CEO succession plan, was asked to deliver a presentation to the company's leadership group. Buried under several other projects, Tad figured he could probably get away with winging it on stage. Bad idea. What made matters worse was the same day Tad was to speak, a colleague named Joe gave a great presentation. Joe had done his homework, organizing his thinking and practicing his talk the night before. In contrast to Tad, Joe appeared cool, well organized, polished and he answered all questions with ease and clarity. By comparison, Tad's satisfactory performance fell flat.
Even if you feel generally comfortable in front of an audience, winging your presentation will usually prove to be a huge mistake. You must organize your talk and deliver your points crisply. Otherwise, the effect could be less than your audience expects, doing your image as a bright and competent professional great harm.
MISTAKE 2: Leaving it all to a speechwriter
If you can hire a good speechwriter, you should. Every speaker can use someone to sketch out ideas, brainstorm new ones and, in general, find ways to improve on what you have to say. But don't let your speechwriter do it all.
In the end, you, the speaker, must be totally comfortable and familiar with what you're going to say. Your speechwriter won't be up behind that podium when the big day comes – you will.
Let your speechwriter give you some help but the presentation will be yours, so make it yours.
MISTAKE 3: Not answering the question
Be ready and willing to answer the toughest questions head on. And answer honestly. If you don't know the answer, say so: "I'm sorry, but I just do not know" or "I'll have to look into that.” It may not be the ideal spot to be in, but getting caught later in a lie is much worse for your reputation. Your audience can handle the truth and will appreciate it.
MISTAKE 4: Forgetting your audience
Those who attend your presentation are often leaving piles of work on their desks to come and hear you talk. You cannot give them that time back, you can only thank them for giving it to you and then do your best to make it worth their while.
Whether speaking to executive officers, your staff, or even job candidates, think first about who they are and what they want to know, even before you write down the opening words of your speech. If you're not sure, find out. Interview a handful of people who will be in your audience. Find out what they need to learn from you. Remember your audience during the presentation, and chances are they'll remember you afterwards.
MISTAKE 5: Blowing the easy questions
In their frenzy to study up on the difficult questions, many speakers end up unprepared for the easy, obvious, slam-dunk ones. Yet if they fumble these, they'll look as unprepared as ever. Rather than seeming knowledgeable, they'll convey the reverse. "How can he not know THAT?!"
So don't forget the potential softball questions as well as the hard ones.
MISTAKE 6: Not knowing when to fold 'em
Ever been to a wedding and had to sit through a toast or a speech that just kept going and going and going? That's because time flies when you are in the spotlight and new to public speaking. What seems like only a few moments to a novice speaker is actually many minutes.
To be sure you don't make this mistake, time your speech as you practice it. Do not time it by sitting and reading it because this invariably takes less time. Speak it out loud. And when you get into the room, be ready to improvise by tuning into your crowd. Sometimes things are running behind schedule and an audience may be getting restless for a break, signaling you to cut your talk even shorter. Lincoln's Gettysburg address was less than two minutes long. Remember, few are ever criticized for giving a speech that was too brief.
MISTAKE 7: Not having fun
Humor helps connect you to your audience. That said, you don't have to be David Letterman. Just try to have a little fun. Tell a quick story that's amusing, make a light-hearted remark about the commute in or the weather. Give humor a try and it'll warm up your audience, calling them to attention for all the serious stuff to follow.
Everyone makes mistakes, especially in public speaking. The key is to identify a lesson-learned and try to correct it your next time out. If these seven common mistakes help you better avoid such gaffes in your upcoming presentations, all the better. Keep speaking, keep practicing, keep preparing and before long, mistakes like these will be a thing of the past.
Suzanne Bates is an award winning television news anchor, reporter and president of Bates Communication a presentation skills consulting firm.
Q. What does it really mean to “Speak like a CEO?”
A. To speak like a CEO, you must deliver clear powerful messages in an authentic way. People are smart. They have radar. They trust and are willing to follow leaders who are real, open and honest. A CEO or leader who wants to succeed must develop a high level of communication skill and an open, authentic style.
Our research shows the qualities people value in leaders are honesty, integrity, vision, knowledge, emotional intelligence, humor and humility. As a leader, you have opportunities all day every day to communicate these qualities. Not all CEOs speak well. Some are downright awful. However, any CEO, or leader, who doesn’t communicate effectively won’t keep the job long.
Q. What are the biggest mistakes that CEOs and business leaders make when trying to communicate an important message?
A. Some of the most frequent mistakes leaders make are:
- Underestimating the importance of public speaking to their careers
- Winging important presentations instead of preparing and practicing
- Reading what a speechwriter wrote, verbatim, when people want to hear from them
- Not meeting tough questions head on – or avoiding situations where questions will be asked
- Forgetting who is in the audience and speaking in generalities
- Forgetting to use humor throughout a presentation, not just in the opening line
- Not knowing when to sit down, or let others speak
Q. As women navigate through their careers they may find themselves in situations where they need to network and communicate to get the next job, promotion or deal. Any advice on how to set yourself apart in conversations?
A. Small talk leads to big talk – you must become confident and self-assured in social and business social situations, to succeed. We spend so much time preparing for big presentations and fail to realize people are always watching. So learn how to start and carry on conversations. They start with good questions. And, you show great presence when you’re the first to put out your hand, say hello, ask a question, and get the conversation rolling. It doesn’t really matter where you start the conversation, as long as you start. Then, look for common ground. Listen with genuine interest, find something interesting to chat about, and you’ll be off and running.
Q. Are there any current women leaders that we can learn from when it comes to communicating?
A. Women generally have excellent ability to communicate and connect with other people. But many women need to be more concise and direct. You can be forthright and maintain a respectful tone; you can tell it like it is, and still empathize. Women take the blame inappropriately, and apologize too often. Taking responsibility for what you own is a good thing; apologizing for disagreeing with someone is not.