Author: Gail Zack Anderson

“Well, I guess that’s about all I have.”

“Well, I guess we are out of time.”

“That’s about it.”

How do you close your meetings and presentations? Hopefully not like these endings, which are common enough, but entirely ineffective. Closing your presentation can be challenging, especially if you have run out of time, taken a number of tough questions or failed to win approval for your ideas. But the close is so important for reinforcing your message that you shouldn’t just leave it to chance.

Take time to plan the next ending of your meeting or presentation, so no matter what happens, you can still end with finesse.

• Be careful not to use the words “in closing” or “in conclusion” until you are really ready to end. Once people hear those words they are mentally ready to move on.
• Don’t thank them for their time, but instead for their participation, feedback or comments. Even if the meeting was contentious, you can honestly thank them for being passionate about the subject matter.
• Remind people what they have learned or accomplished by listening to you. Keep it positive and forward-focused, even if there were areas of disagreement.
• If you want more questions, don’t ask, “are there any more questions?” Instead, ask “what questions do you have?” or “what other questions can I answer?”
• A brisk “thank you” will create closure after a question and answer period that just won’t end. So will an offer to answer any remaining questions offline, or after the meeting. Give your contact information if appropriate.
• Try to end after a positive question or on a positive note. Watch how comedians refuse to end after a joke that bombs; they will always try one more, hoping for an upbeat ending.
• Always end with a reminder of your key message or a call to action. Since people tend to remember what they hear first and last, select and reinforce what you want people to remember by repeating or restating it at the end.

Bottom line: Don’t let your presentation or meeting just wind down; instead plan ahead so you can end on a strong note that leaves a positive, lasting impression.

Are you prepared to introduce yourself in a way that builds credibility and trust? If you are uneasy or uncomfortable introducing yourself, or do it poorly, your presentation, meeting or training session can get off to a bad start. Take time to plan and rehearse your openings.

Guidelines:

• State your name clearly, maybe more than once.
• If it is unusual, hard to pronounce or remember, provide a memory device or write it on a flipchart.
• Briefly give your credentials, expertise or experience. You may wish to supply these in a handout so you can move through your introduction faster.
• Mention why you are the person conducting the session. What special skills or experience do you bring? How do you feel about the content?
• Mention the purpose of the training. Often people don’t know or don’t remember why they were asked to attend.
• Stress the WIIFM*. How will participants benefit from participating? Why is this important to them?
• Keep it simple and fairly brief. Once you are into the content you can tell more about your experiences.
• It is OK to use a little humor but don’t force it.
• Make it “all about them” not “all about you.”
• Do something that engages or surprises them (like asking a question, or for a show of hands.)

*What’s in it for me, the listener or learner

More tips:

Make your openings brief and positive. This is not the place to begin rambling, to provide a long description of your background and expertise. They don’t want to hear an apology or a description of your travel woes, unless you are really funny in describing them. Start our crisp and upbeat, getting to the point pretty fast.

Talk about listeners and their concerns more than about yourself. If you speak about them and show them you have something to offer, they will be more impressed than they will just hearing your credentials. If someone else is introducing you, they can mention your credentials and accomplishments, then you won’t have to. It is smart to bring a short bio for whoever is introducing you to use.

Encourage audience interaction whenever appropriate. Keep it simple, a show of hands in a large audience, a few simple questions, carefully planned, for a smaller group. Plan these questions carefully and be ready for any kind of response–the audience may surprise you.

Never apologize in your opening. Don’t tell them it is too long, the content is technical or boring, that your slides are going to be too busy, or that you are not an expert. Put on your game face and tell them you are so happy to be there and looking forward to sharing information with them.

Rehearse your opening out loud until you know it cold. Make it short and snappy so it is easy for you to remember. Better yet, rehearse this with a trusted colleague or record your voice and listen back until you have really nailed it.

Work on making the people connection first. Skip all the detailed information, facts, figures, research and technical jargon. Tell a story. Talk about why your ideas matter. Give them an informal quiz or test. Make them think. Make them feel something. Show them you care and you are going to provide something of value. Now they are ready to hear what you have to say!

Remember that listeners form a first impression in just seconds. Make the most of your openings with thorough planning and rehearsal so you can start off on the right foot with your audience.

Some meetings and training sessions seem to drag because you can’t get a good discussion going. Other times, people start talking and can’t seem to stop, or arguments and conflicts devour precious time. In order to facilitate effectively, you need to know both how to get a group started, and then how to manage the discussion.

Based on my experience as a seminar leader, these are my Top Ten Ways to manage interactivity:

1. Start with easy-to-answer questions. These questions should be closed ended and not sensitive in nature, so that your audience feels comfortable responding. As you continue to build trust, you can move into more sensitive issues, and ask more open-ended questions.
2. Call on the group at large, not an individual. Pose your question to everyone, then as you look around, select the person or persons you want to call on. Usually they are the ones who are making eye contact with you. This approach helps everyone stay engaged, and you are less likely to put someone on the spot.
3. Use the silence. Once you have asked a question, don’t jump in with your own answer. Count to ten, if you need to, before saying anything. Let the group have time to think and respond.
4. Ask participants to write down their ideas. Have paper or note cards handy. This is especially helpful with a quiet group, when time is short or when emotions are high.
5. Foster small-group discussions. With a quiet group, ask them to first have a discussion with the person sitting next to them or at tables, and then ask them to report on highlights of their discussions. Do this early in your meeting to set the expectation for engagement without having to state it outright.
6. Ask for a volunteer to write comments or answers on a flipchart. This will keep you from having to turn away from the group to write, allowing you to keep the group engaged, or to keep an eye on a talkative group.
7. Incorporate physical movement. Have individuals move into small groups, walk up to the front of the room to post their ideas, or stand beside a flipchart to deliver their findings to the large group. Use games and puzzles that get them physically engaged.
8. Manage side conversations. Make steady eye contact with those who tend to chat, stand closer to them, or use silence until the room becomes quiet. By using these “silent” techniques, you can usually maintain control without having to say anything.
9. Don’t shy away from conflict. Disagreement can be a sign of independent thinking, and can lead to better solutions in the long run. When conflict arises, try to disagree with the statement rather than with the person. If the emotional temperature gets too hot, you might suggest a short break before continuing.
10. Use courteous language. Words such as “please” and “thank you” and inclusive terms like “Let’s look at our next agenda item” or “Shall we check for consensus now?” foster a climate of respect and cooperation.

The next time you host a meeting or training session, try to increase engagement using these techniques or others you feel would be appropriate for the audience. Most likely everyone will benefit from a more engaging conversation.

Have you ever walked into a meeting or joined in on a phone conference that went the wrong direction? Maybe it could have gone better with just a little pre-planning, specifically to set your intentions for that particular communication transaction. The power of setting your intentions before communicating is that it helps you to focus on what you want to have happen instead of being buffeted every which way by feelings, random thoughts, distractions or even the reactions of your listeners.

For example, suppose you need to provide some information to your team about potential layoffs. You start to worry about how they will react. Suddenly you feel anxious and your words don’t flow right. You either become too blunt or too “soft” when sharing the news. Instead of slipping into this downward spiral, next time try setting your intention before you speak. In this case, you might decide your role is to be empathetic but straightforward about the news. This mindset helps you to focus on providing complete information while delivering it in a compassionate way. And it reminds you to stick to that style no matter how listeners react.

In other situations, your intention might be to speak with courtesy to an abrasive customer, or listen with patience to a long-winded relative. Or to listen to feedback without getting defensive. Or to listen logically as the doctor explains treatment options. See how it works? Once you set your intention about the communication, your behavior naturally follows. And if you do find yourself off-course, reminding yourself of your intention might be all you need to get back on track.

How do you set an intention? I simply take a few quiet moments, usually early in my day, to think about how I plan to show up for the commitments, conversations and meetings I have scheduled. A few minutes before each one, I take a moment to remind myself exactly what my intention is. I find I don’t need to script what I am going to say or worry about the words I need, as long as I am clear in my intention. And I definitely notice less confidence and clarity when I am not speaking with a clear intention.

Next time you have a challenging meeting, a difficult conversation or an important communication situation, try setting your intentions and see how it helps make you a more effective communicator.

Your organization is undergoing a significant change, and your team is worried. They want to know all the details about the change. Right now. Trouble is, all the details are not yet spelled out. Plus you have been asked to wait to talk about some aspects of the change until others have been notified.

No question about it; you are in a difficult situation. You want to be a caring leader and give the information your team members desperately crave. Yet you need to be a team player and time the news as you have been asked to do, for the good of the whole organization.

On top of it all, you need to be aware that your team members are analyzing everything you do and say regarding this change. They are reading your tone, your facial expressions, and your silences as well as your words. So be aware of the impact you are making by everything you say and do. Your non-verbals, your worries and fears all bleed through, especially when you are holding on to information that could be shared.

What to do? For now, it might be helpful to think about what your team members want to know, and then tell them all you can, stopping short of what you can’t say. It isn’t easy, but this checklist might help you sort it out.

Here is what your team members want to know:

They want more information. Actually they want all the information you can give them. The reasons, the changes, who will be impacted, but most of all, how will it impact them? It is difficult to live in a state of ambiguity, and when they get part of the information, they get frustrated, and they fill in the blanks with conjecture and rumor.

They want it sooner. They don’t want to wait, especially when everyone around them is asking about it, and wondering the same things. It’s the feeling of being out of control and helpless that makes waiting so difficult. You may not have the information they need yet, but if you have it and you are sitting on it, your team members will go wild with worry.

They want reassurance. Under change we often think the worst is about to happen. If you know there won’t be layoffs, or whatever it is they are concerned about, at least put that to rest. What can you reassure them about? Remember their imaginations and the rumor mill are probably painting a very negative picture. Can you honestly reassure them it won’t be that bad? If you can, you probably should.

They want to be heard. They are hurting and frightened. They want to be understood and will keep reminding you about their feelings until you get it. You can listen and empathize. You can say, “I know this is hard.” Or “I hear you.” Just talking about it can help process these feelings.

They want encouragement. Can they handle this change? Will they survive? It might not hurt to remind them they have resources, they are smart and competent, and they have handled change successfully before. If this is true, offer them these words of encouragement.

They want to know that you believe in the change. If you do, say so. If you have trust it will work out, say so. If you don’t understand it but have faith in your leaders, say that. If you don’t buy in to this change, your team members are going to know it, so be honest but be sure to tell them it is still happening, like it or not, and that we will get through it.

They want to understand the reasons. You may not know the reasons, or agree with them, but people want to know the reasons. It helps them to process.

They want to know how it will impact them directly. Remember they want to know, bottom line, will I keep my job? My hours? My benefits? This is going to be on their minds until they get answers, so your role might be getting that information and permission to share it as soon as possible.

Learning to handle organizational changes is a skill that we can build, and one we will use over and over. You can help your team members to process change, and teach yourself to communicate change effectively. Definitely a skill that will pay dividends every year of your career and life.

Whether you are training, leading a meeting, or giving a formal presentation, effective speaking is more than just “telling.” It is also about making sure your listeners get the message you intend.

To be sure your listeners understand and remember what you have said, select from these strategies, depending on the situation and your comfort level:

1. Ask rhetorical questions. This is attention-getting, often easy and non-threatening, and makes them think. You also have the advantage of being able to read the room.
2. Ask for a show of hands. Again, easy to do, easy to get involved, and gives you immediate feedback. There is also a certain power in seeing hands go up all around you in a room.
3. Ask open ended questions. These questions are designed to elicit discussion. Plan them ahead of time. Start with easy-to-answer questions before asking challenging ones.
4. Ask them to team up and summarize what they heard. Teams of two or tables of ten can use this technique. You could ask them to make a flipchart and present it to the rest of the listeners.
5. Begin a discussion. Ask them to tell their seat partner what they heard or what they think about what you just said. Quick and easy, this is also an energizer.
6. Walk and talk. Before a break, assign teams to take a walk during the break and discuss a question or problem you have posted by the door or on a slide. They can all work on the same issue, or you can assign them different discussion questions, then when they return, ask them to summarize their discussions.
7. Ask them a question or pose a problem that requires them to apply what you just said. This is particularly helpful when the subject matter is applied to their worlds, such as “What would you do if…..”
8. Ask them to solve a problem. Again, be sure it applies to their situation or their work. This is great when they are learning a new process, or when you want to keep them engaged.
9. Ask them to guess what happened, or what the solution was. This turns your example into a case study and is a great way to engage listeners in real learning. You can also find out if and where they get stuck, and then walk them through the solution.
10. Ask them to provide an example as a case study. Be specific about what you are asking so that you get an example that is illustrative of your content. Be sure to get the whole group brainstorming solutions.
11. Ask them to teach part of the content. Toward the end of a meeting or training session, assign parts of the content and have people teach it back or review it for the rest of the listeners. Again you will have a chance to correct misinformation or fill in any blanks as needed.
12. Give them a quick quiz or test. Letting listeners know there will be a quiz at the end is generally a great motivator for them to listen well. In addition, it is a chance to see how well they have learned the content, and can act as a review and reinforcement.

Do you ever get tongue-tied when you speak? Have trouble thinking of the right words to make your point? It’s frustrating when you can’t automatically find the right words. Let’s think about why that happens, and how you can build more fluency in your speech.

First, consider the redundancy in word choices. When you are planning to say “consider,” there are many similar words you could use instead. For example:

Ponder
Contemplate
Muse
Think about
Noodle
Imagine
Picture

The trouble is, which of these words will you use? After all, they mean almost the same thing. But since there are sight differences in tone and meaning, you might prefer to use one word more than another. When we are writing, we consider our words carefully, and then select the exact word that conveys our meaning, nuance and intent. We review it and edit if we discover a better way to say it.

It’s different when we speak. We can’t always capture the exact words we want at the exact moment we want them. We can’t always remember the words we rehearsed so carefully. The more we search for the right words, the more frustrated we become, which makes us struggle even more. We can’t edit like we do in writing, so whatever words come to mind will often have to do.

So how can we find the right words when we speak, and come up with them quickly enough? Here are some tips to help you build verbal fluency.

Slow down slightly. We think many times faster than we speak. This means you will have time to think of the words you want, as long as you don’t rush or panic.

Accept imperfection. Recognize that you won’t be as word-perfect when speaking as you might like. It just doesn’t work that way. Take the good-enough word rather than struggling for the best one. As long as the word is similar, and the meaning is clear, your listener won’t usually care which words you chose, and they won’t even necessarily know what words you planned to say.

Suspend judgment. If you feel foolish or embarrassed because you can’t think of the perfect word, you will lose focus and confidence. The best reaction is to move forward, forget your stumble, and focus on what you are saying instead of feeling uncomfortable.

Rehearse out loud. Rehearsing in your head is convenient, but it’s not the same as rehearsing out loud. Rehearsing out loud trains your brain in a different way, and it seems to help the words flow. As you rehearse, try stating the same content using different words, so that you don’t get too hung up on a particular word or phrase. If something trips you up, you have time to find a substitute words.

Focus. Often we are distracted when we speak by trying to remember the right words. Stay as focused as you can on the meaning you are conveying, not the words, and trust that the words will come as you need them—especially if you have rehearsed out loud. Focus on one thought at a time instead of thinking of what is coming next.

Pause. If you need to pause to gather your thoughts while you are speaking, so be it. The pause may seem inordinately long, but in most cases, it is not a problem.

That’s it. Take these steps starting today and see how quickly your fluency improves.

 

Ever dread the questions that come up during your presentation? Not sure what people will ask? Not sure how to answer under pressure? Before your next big presentation, prepare yourself for Q&A. Use these tips to ensure you are calm and focused:

Before the presentation:

1. Predict what questions your audience members might ask. Consider adding new content if needed or explain things so that you answer these questions before they arise.
2. Ask colleagues to review your content or slides, asking them to predict what questions might arise. Again, see if you can work some of the answers into your presentation before the fact.
3. Gather a live “test” audience to listen to your presentation and ask challenging questions. Or practice on your own, answer all the questions you can predict.

During the presentation:

1. When taking a question, maintain neutral body language and facial expression, whether you are comfortable or not. Take a breath if you feel anxious.
2. Restate the question briefly before answering. Instead of saying, “That’s a good question,” try a Neutral Bridge such as “The question is about our overtime policy.” In this way you bridge first, and then answer the question.
3. Bridge first, whether you know the answer to the question or not. It buys you enough time to decide whether you have the answer or not.
4. If you must say you don’t know the answer, say you will get back to the person with the answer. Make a note so you remember to get the answer to them.
5. Answer questions honestly and briefly. Then move on, to the next topic in your presentation or the next question. Use the word “Next” to move forward instead of “As I was saying,” or “Getting back to the presentation.”

Questions are inevitable but responding will come easier if you take time to prepare, train yourself to stay calm and focused, and use a Neutral Bridge before answering.

 

 

These days we all seem to be engaged in multi-tasking, running from one meeting to another without a moment’s reflection in between. There is barely a moment to catch our breath, let alone time to mentally prepare for the next meeting. It’s stressful and exhausting, especially when you need to speak or present. It should come as no surprise that we don’t perform at our best when we begin in a distracted state like this.

Effective communication requires us to be in a calm, focused state of mind. Our lifestyles make this difficult, but smart leaders have figured out strategies and habits to help them focus and speak well under any circumstance. Consider which of these might help you:

1. Schedule transition time between meetings, especially those in which you need to lead, speak or present. You might even schedule a short break in between critical meetings.
2. Pay attention to transit time. Are you driving to a different building or walking to a different meeting room? Be realistic about the time it will take to get there and settle in.
3. Plan ahead. The day before or the morning of your back to back meetings, get everything ready and in place. Folders? Files? Slides? Documents? Separate piles or desktop shortcuts for each meeting might be useful so you can see and grab what you need.
4. Eat and hydrate appropriately. If your tummy is growling and your blood sugar has crashed, it is going to be difficult to concentrate. Use a power bar and a glass of water if you need to so that your body is fueled for action even if you don’t have time to have a proper meal.
5. Prepare your body. Stand up and stretch. Take a little walk down the hall and back again. Roll your shoulders. Breathe deeply. Touch your toes or run up the stairs before getting back.
6. Eliminate distractions. Before each meeting, close out email and other distractions, turn away from the computer screen (unless you are on a video call) and set aside the files or documents you aren’t using for this meeting.
7. Breathe. Three nice deep breaths to remind your brain and body that something new is coming. Feel your body being present, your feet on the floor, your arms and shoulders relaxed.
8. Pay attention to your internal dialog. Instead of feeling dread and anxiety, remember why this is important. Remind yourself to be present and in the moment. Be open to whatever happens.
9. Think about your intentions. If you are speaking, take a moment to remember what you wanted to say. What is most important about this meeting or presentation? What do you want the listeners to remember about it?
10. Smile. Greet the people who are there with you in person and virtually. Make the human connection that can be missing in all these back to back meetings.

Hope this is helpful as you prepare for your next meeting. Bottom line: instead of just going through the motions, you can be fully relaxed, alert and present.

An accident happens in one of your plants. Your firm’s product is found faulty. A disgruntled employee brings a lawsuit against your firm. Suddenly, all eyes are on you, from the press to the public to your organization’s people. As a leader, how do you think clearly and communicate professionally and correctly under the gun? Here are some tips to help you plan ahead, execute on your plan, and keep your cool while doing it.

Plan ahead:

• Establish a crisis team responsible for decision making and communication. Be sure to include all key functions including exec management, council, HR, etc.
• Develop a crisis communication plan well before needed. Determine what emergencies could occur and put protocols in place.
• Have contact information for all stakeholders including suppliers, customers, media, and employees so you can get to it quickly. Include contact information for crisis team members. Get it all in one place easily accessed.
• Have generic messages ready to go, or “holding messages” you can use as information unfolds. Remember online messaging will be important as well.
• Have spokespeople identified and well prepared to respond in a timely and appropriate manner. Require statements come only from designated people. Have backup spokespersons ready as well.

If you are speaking:

• Take a moment to calm yourself; breathe, relax your body and your voice. Relax your face and your shoulders. Take a brief walk or move around your office to loosen up and work off excess adrenaline.
• Take a few minutes to draft a statement or outline of what you plan to say. Take time to run it by a second party; this also acts as your rehearsal. You might want to record your words as another form of capture and rehearsal.
• Take your time when speaking. Don’t let adrenaline cause you to speak too quickly. Pause periodically to regain calm. Make calm eye contact with the audience. Manage your face so it looks neutral rather than grim.

How prepared are you to handle a sudden crisis? Start today to put protocol and skills in place.