How many times have you said, when asked about an upcoming presentation, “Gosh, I hope it goes well!”?
Think about that for a moment. You hope it goes well? What’s the plan that goes with that?
Hope is not a strategy. A plan to deploy your knowledge and skills is a strategy. Let’s break this down in the simplest way possible:
Your knowledge. You have a topic, and you have subject-matter expertise in that topic. That’s great, but still not enough. The next ingredient in planning your presentation is audience-centricity – taking into account your audience’s interests, needs and experience. In other words, you must organize and prepare your topic/expertise in a way that presents compelling points to your audience, and you must choreograph your time taking into account things like work-from-home distractions and screen-fatigue.
Your skills. You’re a decent presenter when you’re face to face with your audience, i.e. in the same room. More than likely, though, you’re going to need to be just as effective delivering virtually. You’ll need energy – more than usual – in your voice and body. Keep your voice energy consistently up and animated. Sit up straight and be forward in your chair. You’ll also need to employ intense eye contact – with the little green light that is the camera on your computer. Speak to the camera so that your audience sees you looking at them. And you’ll need to rehearse all of this because, in so many ways, it’s trickier than presenting face-to-face.
As we near the end of summer, and continue to settle into the new realities of how we do business, this is a good time to refresh our mindset about making effective presentations. To that end, keep in mind: Hope is not a strategy. Preparation is.
In the early ‘80s in New York City, in my very first job, my very first colleague was Barack Obama. We both had just graduated college. We both started at the company within weeks of each other. We both were assigned entry level editorial jobs, working on a series of international business newsletters and reference books, and we both reported to the same supervisor.
Barack was smart, smooth, and savvy then. But he was also a little aloof. While he and I were friendly colleagues, chatted daily, and periodically went out for lunch, he pretty much kept to himself otherwise. He was the only black professional at the company; the other black employees worked as secretaries or in the mailroom. It was 35 years ago. Barack’s aloofness was also, in part, his “appropriateness” at the time. He didn’t have the latitude to be the social, chatty, sometimes loud and carousing associate that I could be.
When he became President – still smart, smooth and savvy – I watched him as infuriatingly unfair things were said to and about him, insults hurled at him (and his wife), and issues he championed were trashed or quashed. I frequently remarked to myself (and to anyone nearby who would listen) how cool, calm and collected he was no matter what because he had to be, he had no choice. He was a black man, and black men cannot get angry in public, it’s too threatening to white people.
Fast forward, and here we are. Nowhere. Issues of systemic racism, implicit bias, micro and macro aggressions against people of color have made no progress … except, perhaps, the hope generated by recent protests and the renewal of active public discourse.
For those of us who are allies, but are also white, there’s a self-consciousness about our privilege and some feelings of helplessness about what to do right now – besides using our voices, voting, and whatever other forms of activism we can engage in. I, for one, can tell you I have so much heart and mind invested in helping to right the wrongs, but I am often at a loss for what, specifically, I can do to effect positive change.
I decided that, for starters, I can use my platform and communicate. I typically write this monthly piece to share tips, insights and strategies for being a better communicator and presenter. But, given current events and my despair over the dual and intertwined pandemics of COVID-19 and racism, I just couldn’t. Tips, insights and strategies seemed so trite right now … and so privileged.
Instead, I decided to write about white privilege in the conference room and how we might begin to address and redress biases and inequities in meetings and presentations.
Here’s the deal: I can be late, I can get annoyed or angry, I can tell a bad joke, I can be sassy, I can exaggerate my mannerisms, I can interrupt or talk over someone else, I can mispronounce a word or phrase, I can leave the room early — all without any consequences simply because I’m white. I’m not proud of that, but I’m aware of it. I have the same latitude to be big, take up more than my fair share of space, mess up, and even be offensive – without serious consequence – that I had in the early ‘80s. People of color haven’t and don’t have these luxuries and won’t … unless and until we force an awareness and an openness on ourselves and others. We need to take action and find ways to hold ourselves and each other accountable for the biases and inequities in conference rooms.
Here’s my starter set of suggestions:
- Check yourself before you judge or speak up;
- Check your colleagues when they judge out loud or speak up;
- Hold a larger space for people to be different/do things differently.
Those, I would say, fall under the general heading of being tolerant. Beyond just tolerance, though, how about ways to be proactive?
- Invite team members who are people of color to be lead presenters (for some reason, the lead presenter is like an NFL quarterback – more often than not, white);
- Encourage directness and polite conflict, which, to date, have been more acceptable forms of communication for white people than people of color;
- Learn about micro-aggressions and develop a system for imposing a “check” on colleagues’ responses to one another.
I don’t profess to have all the answers. I only have an awareness, an openness, and a starter set of suggested actions … so far. I’d love some input from readers. Please give this some thought and then share your ideas here. Thanks.
There’s nothing quite like a crisis to highlight the value of good corporate communications … or the scourge of bad, for that matter. This is your time, comms people. There isn’t an industry that won’t be affected by the reverberations of COVID-19, and so this is the time when everyone in a comms role can and should step up. The C-Suite cannot do this alone.
Sidenote: Is it opportunistic to be thinking about your role vis-à-vis the C-Suite right now? Sure it is, but it’s also necessary. Trust me, everybody wins this time – your company reputation, employee satisfaction/engagement/retention, shareholders, customers and other stakeholders all win when you pitch in to help shape the message and prepare the messenger at the highest level of the organization during a crisis!
So a few things to think about as you prepare to be one of the most trusted advisors to your C’s right now:
Be clear. I wish I could whisper this, but I have to say it out loud: Executives, for some reason, love to obfuscate, hedge, or paint a rosier than real picture. It must be because they want to hang on to the love, admiration and loyalty of their stakeholders. Don’t let them lean in to their best intentions – which, during a crisis, are their worst instincts. Be incredibly clear with your messaging; keep it simple and in plain English. No non-committal corporate-speak that sounds like gobbledygook. Bring recommendations for clear messaging to your C’s; it should come from you to them, not the other way around.
Be transparent. Along with creating clear messaging, it will fall to you to be the transparency police. I know legal will be at the table too, but hold your ground. During a crisis, it is imperative to be open and transparent with what the company knows, doesn’t know, and how it’s coping/managing. We live in an age of suspicion, when audiences can sniff out BS or a phony statement. You will need to be the enforcer and remind the executive suite that it’s okay not to know everything. To help in this effort, make sure your spokesperson is someone capable of credible transparency.
Be consistent. Be the voice of reason with respect to needing to be consistent with the company’s message, messenger, and cadence. Even though different audiences have different self-interests and a different level of need-to-know, be sure the messaging across audiences is consistent and that there are no unintended contradictions. The messenger should be consistent also, so choose a spokesperson who is reassuring and available. Finally, your recommendation re cadence – i.e. how many times a week you communicate with audiences – should be sustainable and based upon your industry, the needs of your audiences, and your medium for delivery.
Be trusted. Advocate for your spokesperson – CEO or other public face/voice – to be someone who either is trusted or can build trust. If the CEO is not the most empathetic or trustworthy figure, try some coaching for him/her or figure out a way to pitch him/her on the idea of someone else taking on that role and responsibility. Delicate work, I get it. You might want to arm yourself with some worst-case scenario examples of corporate executives and companies that lost the battle with trust. Trust during a crisis is everything.
Be ready. Encourage your exec team to have and communicate not only a Plan B, but a Plan C also. We don’t know what we don’t know, so it’s wise to be ready to move beyond just Plan B if necessary. For certain very discerning audiences with a need to know (e.g. employees, shareholders), it will be a confidence-builder to know that your company is thinking ahead and planning for even potentially unforeseen outcomes. Suggesting that the company have a Plan C demonstrates your value as a strategic advisor. And besides, it’s smart; we don’t yet know what’s in store for the next few months.
For those comms people who haven’t gotten a foot in the C-Suite door yet, this crisis could be your time. While the ROI of corporate communications may not be fully appreciated during times of peace and prosperity, there is a clear and undisputed ROI for good corporate communications during difficult times. ROI notwithstanding, this is your time because there is no time like right now.
Being prepared is just about the most audience-centric thing you can do. It confers a sense of importance and value on your listeners. It shows respect for their time and is arguably the least you can do in exchange for their attentiveness to you as a speaker. Plus, it ensures that what you deliver is actually received. Preparation shows—as does a lack of preparation.
All too often, though, people resist preparing for a talk or a media interview. Clients have told me it feels egotistical or self- important to them, and they feel—or want to appear—more humble than that. In their minds, preparing a “speech”—whether that means welcoming remarks at an event, a thank-you for an award, or even an introduction for a speaker—feels bloated and unnecessary. Still, the principle from the first chapter of this book applies: “It’s all about them—it’s not about you!” You have a responsibility to deliver something of value to your audience, and the best way to do that is to be prepared.
When a speaker or presenter is prepared, the audience notices. The speaker is on point, and the message is clear and relevant to the audience. The prepared speaker doesn’t open with, “Well, I didn’t have time to prepare anything, so I hope you’ll bear with me.” Instead, the prepared speaker opens with an anecdote or an attention-grabbing factoid specific to that particular audience. Or the prepared speaker knows his or her desired outcome and puts it out there right up front.
There are many who speak or present in front of groups often enough that they feel it’s okay—and in fact, for some it feels more comfortable—to just “wing it.” Wingers are gamblers. Sometimes they win, but other times they lose. Since the outcome can go either way, you have to ask yourself if you can afford a loss. Or can you afford even to risk it? If speech prep were short enough and simple enough, would you devote just a few seconds to being prepared? I think anyone would.
[Excerpted from Jock Talk: 5 Communication Principles for Leaders as Exemplified by Legends of the Sports World, www.jocktalkbook.com]