W is for Words and Wording

Preparing for a presenting

W is for Words

When we speak our thoughts must be translated and spoken in words, and this is the challenge. What if I forget my words? This worry puts tremendous pressure on us to think about the words, rather than the message or the meaning of the words. When we focus too much on wording, we lose our spontaneity, our passion. The words come out awkward and monotone. We have odd pacing, too fast or too slow. We read our slides instead of speaking from them. It just doesn’t sound natural. But if we don’t rehearse we also come off wrong. Unsure. Poorly phrased. Too many fillers. Too many odd pauses while we think of the right words.

What to do?

In the planning stage: Be really clear about your main message or theme. What are you trying to accomplish in this meeting or presentation? Put this much in clear, concise words. Write it down so you don’t forget. This is the foundation of your talk, and it often creates the beginning and ending of your talk, so keep the focus on this message, rather than the exact words. It’s OK to say it a little bit differently, just as long as you keep the message consistent.

In the rehearsal stage: It’s fine to memorize your opening lines and closing lines (see above about your message or theme.) But don’t even try to script or memorize your entire talk, unless it is for the media or a very formal situation where what you say must be word-perfect. Each time you rehearse, look for different words to say as you describe what is on each slide. If you tell a story or anecdote, tell it slightly differently each time. Rehearse bits of your presentation to different people so you become more and more comfortable telling it. Don’t worry about being perfect, just focus on getting the ideas across each time.

In the delivery stage: As you deliver your presentation, it is easy to start thinking ahead to the next thing you are going to say, or what is on the next slide. You can also begin to read the audience and begin thinking about how they are or aren’t reacting to your presentation. As your thoughts begin to drift, you lose focus on what you are saying. The “ums” creep in, and your words become more elusive. The trick is to understand your mind works faster than your mouth, and that you do best when you avoid distraction. Try to stay focused on your current content and the here and now. If you have planned and rehearsed, your words will flow smoothly.

In the review stage: Time to get some feedback. How did you do? Were you articulate, or did you stumble and grasp for words? Because you experience your presentation from the inside and you know where you were searching for words, it is difficult to assess your own performance. You might wish to record bits or all of your talk, and listen back. It may well be more fluent than you thought. Or there might be certain points where you did struggle. Would more rehearsal help? Or were you looking too hard for the “best” words, when similar words would have been fine? Another approach would be to ask for a second opinion from a coach or trusted colleague. They can help you determine whether you have any issues with grammar, word choice, or vocabulary. Now you know what to work on for next time.

W is for Wording

If you want to speak with authority and gain the credibility of your listeners, check to be sure these weak wording habits are not a part of your everyday speaking.

Vague words: “soon, later, early, almost.” Example: “The report is almost done, and I will get it to you soon.” If you find you have this habit, begin to weed these out of your speech. If you catch yourself, restate.

Qualifier words: “kind of, sort of, hopefully, maybe, just, just a little.” Example: “If I could just have a little of your time, I will hopefully clarify my position.” These words minimize the importance of what you are saying. Watch for these and lose them. Or use them sparingly.

Fillers and non-words: “um, uh, ah, well, so, like, you know, and-um.” Example: “It’s like, you know, um, the meeting is going to be cancelled, so…” It is difficult to weed out all fillers, but watch out for too many and become more at ease with a pause instead of a filler. Also avoid thinking ahead or distracting yourself.

Lazy language: phrases like “pick your brain” are just plain ugly. For trainers, the phrase “I want you to” is terribly common but a little bossy. For service workers and all of us “no problem” is not a very elegant reply when someone thanks you. Better choices: “ask your advice,” “would you please…” and “my pleasure.” These are just as easy to say and convey a positive and professional tone.

A great way to check your wording habits is to review your voice mail messages periodically before sending them.

As speakers, trainers and leaders, effective communication relies to a large degree on the spoken word. Starting today, take stock of your words, word choice, vocabulary and fluency.

Bad Social Media Manners Cost NHL Mediator

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Thoughtless Twitter posts lead to rapid ejection from mediator role

It’s common to see Twitter profiles including comments like “opinions are my own and do not represent those of my employer,” but the fact is that whether you post a qualification or not, the things you do and say online can definitely have an impact on your professional career.

Look no further than Guy Serota. Guy has been a member of the Federal Mediation and Conciliation Service for fifteen years, and helped to end the 2004 NHL lockout, so it was an easy decision to bring him back to mediate this year’s lockout negotiations. The difference between today and 2004, however, is that in 2012, when you’re publicly appointed to a position of interest, those interested parties are going to dig up every bit of information that they can possibly find and share it with the world.

Unfortunately for Serota, he hasn’t been the nicest “guy” on Twitter (sorry folks, couldn’t resist that one!), and it was only minutes before hockey-starved fans began lining up to make cracks at the oddball mix of comments on his feed that included nasty racial remarks directed at Sarah Silverman, a masturbation reference, partisan political comments and prevalent use of the term “ass mode.”

In a hamfisted attempt at crisis management, Serota did shutter his Twitter account, only to bring it back up and post claiming that he had been hacked, but a web-savvy public found the idea of an undetected hack spanning several weeks and with no apparent focus to be a dubious explanation at best. Much of the offending material has now been deleted, but Serota’s words have been chronicled by countless sites and columnists across the ‘net. It took us about ten seconds to find a whole series of images depicting his reputation-damaging Twitter history.

Of course, all the hubbub also attracted the attention of both the NHL and the FMCS, and within the hour the following statement was released:

WASHINGTON, D.C. — Federal Mediation and Conciliation Service Director George H. Cohen has issued a follow-up statement today regarding a mediator assigned to the ongoing labor negotiations between the National Hockey League and the National Hockey League Players’ Association:

 

“Within one hour after I issued a press release announcing that further negotiations between the NHL and NHLPA would be conducted under the auspices of the FMCS, it has been called to my attention that there are issues involving an allegedly hacked Twitter account associated with Commissioner Guy Serota, one of the mediators I assigned. Accordingly, in order to immediately dispel any cloud on the mediation process, and without regard to the merits of the allegations, I have determined to take immediate action, namely to remove Commissioner Serota from this assignment.”

 

“There will be no further comment from the FMCS on this matter.”

What’s the point of all this?

Image is everything.

Do Serota’s personal views or potty mouth have anything to do with his ability as a moderator? Not at all. Does the fact that the public now believes him to be a loose cannon who makes poor decisions? You betcha. Not only that, but he also embarrassed his employer simply by association, and frankly once you do that most organizations will do anything they can to pull you out of the public eye, if not cut ties altogether.

In 2012, and surely moving into the future, putting something on social media is taken the same as if you stood up in the office and shouted it out loud. THINK before you post, it’s basic reputation management.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

The 10 Most Important Numbers in Facebook Insight

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Guest Author: Benji Hyam

When it comes to social media marketing, measuring effectiveness is key. Ultimately, the true measure of success for any such campaign is an increase in sales; however, it’s not always easy to attribute sales to specific marketing efforts.

So, we’re often left with looking at secondary data in order to measure just how effective our business’ social media presence is. In the case of Facebook, the company has provided businesses with a tremendous tool in the form of Facebook Insight.

Facebook Insight gives you all sorts of data about the activity on your business’ Facebook page, as well as information about how your page and posts are being shared. It helps you get a feel for how your brand is being discussed on Facebook and more.

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Significant Metrics

Let’s take a look at some of the most significant metrics Facebook Insight offers to businesses:

1. Monthly fan size

The number of fans on your company’s Facebook page doesn’t tell the whole story, but it is an important number nevertheless. What you’re really looking for here is organic month-to-month growth. If you’re hitting between 10 and 15% each month, you’re doing extremely well. Watch out for large spikes so you can try to figure out what caused them, too.

2. Average likes and comments

This tells you how well your Facebook content is engaging your audience. If there’s a significant drop or spike in this number, it can help you modify and hone your content strategy going forward. This allows you to identify those posts that seem to track well with your fans, and create more like it.

3. Rate of attrition

How many fans you’re losing is also important. You’re always going to have some unlikes. Here again, look for large spikes and major trends. See if you those trends correspond to specific kinds of content or page activity.

4. Mentions

This number reflects how many times your page is being tagged in someone else’s post. Mentions are good for your Facebook page, as they make it easy and intuitive for friends of the fan who’s mentioning your page to click through and then follow your page themselves.

5. Tab views

If you’re using multiple Facebook page tabs, this will tell you whether or not those tabs are getting any traffic, and which ones are getting the most. Tabs are more or less falling out of fashion, but if you’re still relying on them on your page you’ll want to pay attention to this number.

6. Demographics

Age and gender of your fans, as well as their geographic origin, are important numbers, too. They let you know whether you’re connecting with your business’ target audience.

7. Impressions

Whenever someone views your post, it counts as an impression. This is useful in determining how often a given post is viewed, and when combined with average likes and comments from #2 above can help you identify what sorts of posts really connect with your fans.

8. Referrers

Knowing where your Facebook traffic comes from is important, as well. If there are specific websites that are sending a lot of viewers to your Facebook page, you’ll want to be able to measure that. If you’re integrating your Facebook marketing with your overall web strategy (and you definitely should be) this number becomes especially important.

9. Check-ins

If your business has a brick-and-mortar presence, this number lets you know how often fans are checking in to your business. This is an especially useful piece of data, as it reflects a real-world result of your social media efforts. Check-ins don’t always mean a sale, but there is often a strong correlation.

10. Viral reach

One of the newer aspects of Facebook insights has to do with the “reach” view. This tells you how many people are accessing a given post. That reach is divided into organic reach, paid reach, and viral reach. Viral reach refers to views that are spreading quickly across Facebook, beyond simple friend-to-friend exposure as occurs with tagging or sharing a post.

Facebook is constantly improving the Insights system, as well, in order to make it more user-friendly and intuitive while offering deeper data to users. If you’re not currently including Facebook Insights as part of your system for measuring the ROI of your social media marketing efforts, it’s time to give it some serious thought. The numbers it provides can help shape your social media marketing strategy going forward.

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For more resources, see our Library topics Marketing and Social Networking.

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Author Bio:

Benji Hyam is Social Media Coordinator at Vistage International. Vistage business coaching groups help CEOs build successful companies. This executive coaching organization is membership-based only and provides high-level executive development programs.

Coaching vs. Consulting — “Consultants Give Advice” — Really?

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The following post was posted by Carter McNamara in the LinkedIn’s group, International Coach Federation. There are two responses following Carter’s post.

What do you think are the differences between coaching and consulting?

Carter’s Original Post

It seems that many coaches distinguish coaching from consulting by asserting that consultants “give advice” to clients and coaches “work from the inside-out” with clients.

That’s a misconception about consulting.

Peter Block’s book, “Flawless Consulting,” is the basis for several prominent consulting training programs. The book is considered a seminal writing about consulting.

He defines consulting as ““You are consulting any time you are trying to change or improve a situation, but have no direct control over the implementation (p. v). That definition fits coaching, too — so coaches are consultants, too.

Good consultants can use a variety of roles, depending on the nature and current needs of the client, including giving advice, training, facilitating, asking generative questions, etc.

Trainers, facilitators, advice-givers and coaches call all work with people “from the inside-out” — no one has to accept the advice from the “outside,” i.e., from anyone in these roles — you can’t teach someone something if they don’t want to learn.

I’m not trying to be contentious — I’m just trying to get us to question what might be an overly simplistic assertion about consulting.

Romain Bisseret’s Response to Carter

It’s not because a coach can fit in the definition of a consultant that the reverse is true. And as I read this definition, I’m not so sure it fits. As a coach, I’m not trying to change or improve anything, the client is. I’m here to support her/him to do so in her/his own way, tapping into her/his own resources.

In my book, indeed, a consultant cannot fit in the definition of a coach, because of many reasons. And amongst them, the fact that a consultant tells/shows/recommends how to do something. Another difference is, the consultant is most of the time hired for his knowledge of the field per se, and therefore act as an authority figure, whereas the coach is hired mainly because of her/his skills as a coach (of course, a good knowledge of the field, too), but is equal to the client in the relationship.

As for advices given by the consultant, that doesn’t mean the client then has to execute them, but the consultant would have done his job. In the last company I worked as a coach, that was very clear: they had consultants for guiding them through change, whereas I was there to coach employees finding their own solutions/places in the changing environment.

Romain can be reached at http://www.linkedin.com/company/in-excelsis .

Karen Kane’s Response to Carter

I agree that the distinction between coaching and consulting that you describe is overly simplistic. In the discussions I hear in the coaching world, I rarely hear a recognition of the distinction between the expert coaching model and the process coaching model. Yes, there are some consultants who give advice, or are hired for their technical knowledge, but there are also many consultants out there who work from a more process-oriented model, where collaboration with the client is paramount.

It seems to me that it’s less important to have opposing definitions of coaching and consulting, and more important to focus on clarity of roles at any given time with a particular client. Whether a client calls me a coach or a consultant, my job is to help them develop capacities that they don’t currently have, so that they can produce results that are currently unavailable to them. I don’t subscribe to the view that clients have all the answers that they need inside of them – none of us knows what we don’t know – so I see offering news ways of seeing and thinking about a situation as part of what good coaches do. Good consultants, too.

Karen can be reached at http://stillpointleadership.com .

For more resources, see the Library topic Personal and Professional Coaching.

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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my blogs: Boards, Consulting and OD, and Strategic Planning.

Gaining Clarity in What You Care About Most Deeply in Your OD Work

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(This post was written by co-host, John Dupre.)

I was recently talking to a group of students in a master’s program in OD. They were interested in pursuing OD consulting, whether it be internal or external. The problem with offering advice is that there are so many definitions of OD now. The profession has become filled with niche players……executive coaching, team building, process improvement, change management, etc. The days of listening to clients talk about what they are struggling with and coming up with an original proposal are over. We now have expert solutions often in search of problems.

Nonetheless, it’s critical to figure out what you care most deeply about in your work….. what gives you passion and what values you aren’t willing to violate. This can then serve as a compass to guide you through your career. I can still remember the exact moment I gained clarity for myself……

Years ago I was interviewing for a job in a large consulting firm in NYC. They put me through a long, exhaustive interviewing process before they finally offered me the job. I was excited about the offer. It paid quite well and I liked the consultants who I had met.

After they had offered me the position but before I had accepted, I was sitting in the Senior Partner’s office informally chatting. He wanted to get a sense of the type of work that I loved so he asked me to describe a project that I had enjoyed.

I thought about it and said, “ I love two types of projects. On one hand, I like projects that enable me to work with employees to figure out how to improve their business. For example, say I’m working with a team of people representing a bottling operation in a brewery, and the team has figured out how to redesign the bottling operation to reduce costs, simplify the process, and increase production. I love that type of project.”

“On the other hand, I love projects in which there are none of those types of breakthroughs. But, at the same time, several people come up to me, shake my hand and say, “ I just wanted to thank you. You have changed my life at work. You have pushed me to act with courage, you have helped me accept my own contribution to problems, and you have challenged me to take responsibility. I’ll never be the same.”

“ I also love that type of project.” And then I paused and said, “Actually, the projects that I love the most are those second types….. they are more personal and more sustaining.” The moment that I said this, I could see the Senior Partner kissing me off. Not in a cruel way. He just realized that it was not a good fit. So he said, “ I don’t think you should accept the offer, John. You are more interested in personal change, in having an impact on people. In many ways, you are more of a social activist. This is worthy, but it is not our intent. We focus on business results, your first type of project….. the project you did not choose.”

It hit me over the head. He was absolutely right. I had never really thought about it—the high salary and the glamour of the position had seduced me. I loved organizational change projects and had years of experience in leading them. But I was passionate about changing peoples’ lives at work. It’s what I cared most deeply about. They are both connected but are not the same thing. So, I turned down the offer and began to shift directions in my career.

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For more resources, see the Library topics Consulting and Organizational Development.

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John Dupre is an organization development consultant who designs innovative ways to involve people in building more productive and satisfying workplaces. He can be reached at http://www.johndupreconsulting.com/.