Category: Advertising & PR

You have to terminate a project. You have to tell a job candidate she didn’t get the job. You have to tell your boss—or a client—you are unable to take on a new initiative. Whew! These may not be crucial conversations, but if they leave you feeling uncomfortable or if they place stress on key relationships, it is important that you learn how to handle them well. At the same time, it will cut down on the stress these discussions can create.

Here is a strategy and a format you can follow when you are faced with an unpleasant discussion:

Take care of it promptly. It is easy to put difficult tasks or conversations on the bottom of your to-do list. But the longer it sits there, the more of your mental or emotional energy it can drain. At the same time, people are waiting for your answer, or the same behavior continues that you want to change, so things are either on hold or getting worse. The sooner you tackle this conversation and put it to rest, the sooner you can move on to more productive endeavors.

But not too soon. If you are in the heat of the moment, feeling emotional or angry, it might be best to wait until you cool off. Be sure you have all the facts. Be sure you have considered all options. Take a little time to think it through and plan your approach. If it is a really sticky situation, you could talk it over with a trusted colleague, jot down a few talking points, or rehearse what you plan to say.

Choose the right medium, time, and place. We have all heard of texted break-ups or pink slips on Friday afternoons. When the message and the medium are mismatched, we can add insult to injury. Hurt or angry feelings get ignored, people can feel disrespected and the whole conversations spirals out of control. If the situation is a business one, email might be fine. But ask yourself if a phone conversation wouldn’t be better. And if it involves strong feelings or an important relationship, try to arrange a face to face meeting. Pick a time when all parties will be fresh and relatively less stressed. Choose a neutral spot if possible, and definitely a place where privacy is possible.

Start with a positive intent. Take a moment to connect with the person you are giving bad news or a concern to. You can thank them for taking time to talk with you. You can express appreciation or liking for the person or the relationship you have shared. You can let them know you will continue to value them (if that is true.) Keep this part brief, but make sure you start with some kind of positive intent if you do value the relationship.

Give fair warning. A neutral phrase that bad news is coming can be helpful, as a transition and a warning. Something like, “I’m afraid I have some bad news…” or “I’ve hesitated to bring this up, but now I really need to let you know how I feel” can at least give the person some indication that the conversation is taking a turn toward the serious. It’s the equivalent of “Are you sitting down?”

State the facts plainly and neutrally. Generally I would advise stating the bottom line first, then giving 2 or 3 reasons or facts about it. You could reverse the order and start with the facts that lead to the bottom line, but I think people are just waiting for that bottom line so why not start with it? “We won’t be able to publish your book, and these are the reasons….” Give one, two or three reasons, but no more. Your listener won’t be ready for a long list of reasons, and after three they start to feel like excuses anyway.

Restate the decision firmly but politely. Restate the bottom line to be sure it is clear, “So let’s be clear that this project will be terminated, effective today.” People tend to remember what they hear last, so be sure your last words are clear and definite. Some of us have a hard time saying no, but you will feel better for having been straightforward, and ultimately it’s so much better than waffling.

Reinforce your positive intentions. If possible, end the discussion on a positive note. If there is hope for a different outcome in the future, say so but be aware the person will remember you said it “might” be possible, so don’t promise something unrealistic. Instead, thank the person for their understanding and end with a hope for a continued relationship. Something like, “While I understand you are disappointed, I appreciate your dedication to this project and hope we will have other opportunites to work together in the future.”

If you care about people and key relationships, it will be worth your effort to learn how to ace these unpleasant discussions, making yourself clear, but offering the news in a neutral, professional way. Best of all, you will become known as a strong communicator who does not shy away from tough discussions.

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Author Gail Zack Anderson, founder of Applause, Inc. is a Twin Cities-based consultant who provides coaching and workshops for effective presentations, facilitation skills for trainers and subject matter experts, and positive communication skills for everyone. She can be reached at gza@applauseinc.net.

Web site: www.applauseinc.net

Blog: www.managementhelp.org/blogs

twitter: @ApplauseInc

Planning can mean anticipating, preparing, and being able to predict or forecast possible events. It’s being able to schedule ahead. Some people set up blocks of time for work and availability and move them around to be able to handle situations. But how do you plan ahead for documentation projects?

Here are some suggestions:

• If there are pre-written plans, use them as a starting guide.
• Create a check list to establish what information is needed up front for any document.
• Make sure that your gathered requirements are accurate and valid.
• To maintain control of a project, prepare ahead of time by asking a lot of questions, such as who the SME’s and stakeholders are, and who your target audience is. Identify the types of documents required up front and make sure resources are available for writing and gathering data.
• Set your milestones and make sure you have the right tools available and the budget.
• Make sure you understand the architecture of the system you are documenting; include procedures, methodology, events, actions, etc. This will also help you to build better test plans as well.
• Stay focused and monitor the workload and schedule. If your work load or information load is too heavy, break it down into charts, figures, or diagrams for easier understanding and analysis. If either of them are out of line, then be prepared for unforeseen events to occur.
• Research before a meeting and study previous project timelines in order to provide good estimates of the time needed for your documentation. Also, keep a separate project plan of your own in order to maintain control of the project. You may have items in there that are not mentioned in the overall project plan, such as editing.
• For setting up CMS tools for documentation, make sure that they are not only the right fit for you and the organization, but that they are also user friendly.
• Make sure you have a style guide to follow. This will make the documentation easier for maintaining uniformity in writing, formatting, and styling.
• For security issues, check with your managers and IT personnel and question them about confidentiality, maintenance, issues, protocols, archives, contingency plans, etc.
• Stay organized and begin your documents as soon as you can to stay ahead.

Plan with the future in mind:

• Maintain a directory or chart of all the documents, their content, and associated references. Changes to content that is reused elsewhere should occur across the board, so make sure you note any associated references within a directory.
• Give yourself plenty of extra time within the initial project plan for what-if scenarios, such as sudden client demands or budget and resource changes.
• Make sure that the document is reusable. This is especially important for organizations where modular content is repeatedly reused.
• To ensure the documentation schedule is working well, set up a tracking system and always get some feedback on its status.
• As a final statement, create contingency plans for any unexpected delays and bottlenecks.

How have you planned ahead for your documentation practices?

Mary got nervous every time her manager started a conversation with her. She was worried she would forget some critical piece of information. That anxiety interfered with her ability to focus and remember what was said. As a result, she tried to write down everything that was said during every conversation. Since we speak much faster than we can write, she fell behind and her attention was divided. Her anxiety increased, and her listening became even more ineffective. It became a real issue between them, until she learned how to be a more effective listener. You can learn what Mary did, and improve your listening skills today.

Before the conversation. Take a moment to think about the purpose of your listening. Are you listening for facts, feelings, or both? If you are listening to directions for your sales meeting, you really need to attend to the facts of the matter and get them right. If you are listening to a friend talk about her weekend you may be attending mainly to the emotional aspects of her talk. Sometimes you need to attend to both, for example, when speaking with a job candidate you will want to attend to both the interpersonal connection and the details being shared.

During the conversation. Pay attention—without judging—to the delivery of the speaker. Consciously notice the expressions on his face, the tone of her voice, the set of his shoulders. If all of these seem to match what he or she is saying, there is a good chance the message is straightforward. If you see signs of a mismatch (she says she is not angry but her voice sounds angry) be a little more cautious; these are mixed signals and you would be wise to keep the conversation going until the real issues surface.

Throughout the conversation. Keep your eye contact and mental attention directed at the speaker. We probably wouldn’t check our watch when someone is speaking, but we can easily be distracted by a ping from our phone, someone walking by, or that TV screen overhead at the restaurant. If you truly intend to be a good listener, keep your attention focused, or admit that it is not. “I’m sorry, but I was distracted just a moment ago. Where we’re we?” It isn’t pretty, but it is a whole lot more honest than nodding while trying to sneak a peek at your messages.

After the conversation. If this communication was important, take a few moments right afterward to jot down your observations and impressions. Make note of facts, feelings and agreements or follow-up actions. Try to take these notes as soon after the meeting as you can, before other imperatives and distractions cloud your memory. But don’t try to write too many notes during the conversation, as this can hinder your ability to focus and listen.

Listening is one of the most important yet least understood communication skills. Test your own listening skills here, and try these four tips for more effective listening.

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Author Gail Zack Anderson, founder of Applause, Inc. is a Twin Cities-based consultant who provides coaching and workshops for effective presentations, facilitation skills for trainers and subject matter experts, and positive communication skills for everyone. She can be reached at gza@applauseinc.net.

Web site: www.applauseinc.net

Blog: www.managementhelp.org/blogs

twitter: @ApplauseInc

You have inherited a document that no one is happy with. How do you find out not only what is wrong with it, but also how it should be changed to satisfy everyone? Revising documents require excellent communications skills. You need to also think about:

• What questions should be asked and who should be approached to get your answers?
• Should you just verify the content or should you reorganize and rewrite the content?

How should the writer begin? Finding out what is wrong with the existing document is not an easy task. The best approach recommended is to reach out to others to validate what has to be done. Ask these questions:

• Who is not satisfied with the document and why? –Ask because it could have been written for the wrong audience.
• Who is currently using this document and has copies of it and why? – Ask because they might not have the latest version; verify it.

Next, review the document and gather specific reasons for needed changes. Don’t just find out why it is wrong, find out what was needed or is missing. Then get that information by holding meetings, working across departments, researching and querying all those involved in the original project.

Ask does this document:

• need a rewrite (or reworded) due to a lack of clarity?
• need to be revamped (or overhauled, a real face lift ) due to a lack of organization?
• need to be pitched and revised (corrected) due to its objective not being reached?

If the document needs to be rewritten, find out what is wrong with the verbiage. Ask further questions such as:

• Do they want a briefer, more concise document, or was it too short?
• Was language usage incorrect?
• Was the presentation and the written tone wrong? In other words, was the text too informal or too formal?
• Were the words too technical or not technical enough?
• Did they want more images or less?

If the content needs to be corrected, ask further questions such as:

• Where can you get the correct information? It could just be, for example, that new procedures or policies were put into place and the document just needs to be updated.
• Where are the SME (subject matter experts)? Find all your knowledgeable experts in order to gather all your correct information.
• Why and when were, e.g., policies, procedures, workflows, etc., changed? This way, your readers will see why a revised document was needed.

If the document needs to be revamped, ask all of the above questions as well as:

• In what manner should the document to be altered? Find out exactly how they want it to be changed. If you do not get them to explain what they want, then they will not be happy with your finished product.
• Does it just need reorganization and restructuring or is it all wrong? This is the difficult part, especially if you do not easily see anything wrong with how the document was organized.

If you have had experience in rewriting a document, please share your experience.

John was a great manager, good at his job and easy to get along with. But every now and then, he had days when his patience was thin, and he seemed distracted. His team knew when he was having a bad day, even before interacting with him. How did they know? Chances are, they noticed his non-verbals.

Can you tell whether someone is having a good or a bad day – before they have even said a word? If yes, chances are you are tuned into their non-verbals. And just as you notice these signals in others, others can tell a lot about you by reading your non-verbals.

As a successful communicator, you will want to pay close attention to the non-verbal messages you are sending to be sure the right message is getting across.

For example:

• If your non-verbal behavior matches, emphasizes or even replaces your words or feelings (i.e. you smile and nod your head while stating agreement) it is likely to enhance your communication.

• If your non-verbal behavior is in disagreement with your words (you say “yes” while crossing your arms across your chest and frowning) it is likely to confuse your listeners.

• If your non-verbal behavior has no meaning (you wring your hands or twist your ring as you speak) it is most likely a mannerism, which could be distracting or confusing, and should be eliminated.

When we are confident and sure of what we are saying, we tend to display a strong match between what we say and how we say it. Our body language is more open. Our gestures are more emphatic and descriptive. Our faces are relaxed and expressive. When we are less sure of ourselves, there is more likely to be a mismatch between our words and our non-verbals. So we want to be aware especially of habits such as a frown or hand-wringing that can send a mixed or wrong signal.

How can you be sure your non-verbals are helping you to communicate? Try video recording a presentation or rehearsal, and see for yourself what your audience sees when you speak.

After all, as a successful communicator, you know that it is not only what you say but how you say it.

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Author Gail Zack Anderson, founder of Applause, Inc. is a Twin Cities-based consultant who provides coaching and workshops for effective presentations, facilitation skills for trainers and subject matter experts, and positive communication skills for everyone. She can be reached at gza@applauseinc.net.

Web site: www.applauseinc.net

Blog: www.managementhelp.org/blogs

twitter: @ApplauseInc

Is there such a thing as being able to minimize documentation? There is if you are creating reference sheets or so-called cheat sheets. These are quick reference guides. They are especially useful for referencing material such as scripts, codes, or shortcuts within science, games, writing, etc. They exist for any topic or any field. They will present basic or core information that is relevant to the user. See more about ready reference sheets at: https://staging.management.org/blogs/communications/2011/09/21/what-are-ready-reference-sheets/#sthash.HTLvhQVi.dpuf

Recently, however, I’ve noticed that when the topic of documentation minimization appears, it’s more about reusing documentation so that you end up writing only once. Here are some questions to ask yourself when deciding to reuse content or not.

• Where and when is this piece of information repeated for your stakeholders? (Example: warning sections existing inside user manuals or on detachable user cards.)
• Is this information required in a variety of documentation needed by your stakeholders? (Example: equipment requirements noted within functional, test, analytical, or release documents.)
• What type of information is required by your stakeholders? (Example: detailed business process flows, general facts, quick notes, or illustrated graphics or video data, etc.)

Here are some ideas on how to maintain reused content.

• Separate reusable content into categories. This will also make locating information more quickly. Create a directory or a chart for this listing.
• List content locations. For content fitting into more than one category, list all locations so that updates will be made across the board.
• Rename or create a new content category. For customized content changes, you may need to rename or create a new category. Keeping track of updates is very important. Therefore, make note of the date and time the change was made and make sure all related references are also updated.
• Plan it out. You may plan out your content thinking that the content is valid and accurate, but at the same time, be mindful that last minute changes might occur. If changes have to be made, look at the directory or chart you made and make the change in all associated places.
• Learn from your experiences. If you see a trend, create a style guide for the reuse of content. This will save you time and effort down the line when it comes to not only creating the content, but in also categorizing it.
• Create your spreadsheet. Keep a spreadsheet of all your documents. Include a section for categories if needed, followed by a description of the content, location, the date of the last change, and by whom. It wouldn’t hurt to also add a comment field as well if extra information is needed especially if a particular request was made or if the content is reused in other places.

There are software applications available that can help you keep track of content, paragraph, by paragraph, segment by segment, etc. Explore and find which works best for you if the reuse of content becomes too challenging. But remember to always write for your target audience simply, clearly, accurately, and to the point.

Please leave a comment if you have other suggestions on reusing documentation.

 

Early Release of Sunday’s Super Bowl Advertising

Thanks to Mae Anderson, AP business writer, we have a sneak preview of this coming Sunday’s Super Bowl ads. She gives us the scoop:

“Advertisers are in the game to win. The Super Bowl is advertising’s biggest showcase, with more than 108 million people expected to tune into the game. And companies are paying an estimated $4 million to have their ads be a part of the action

Here are 10 ads to watch for on Sunday:

Anheuser-Busch:

The biggest Super Bowl advertiser’s ad in the fourth quarter shows an adorable Golden Labrador becoming enamored with one of the beermaker’s iconic Clydesdales to the tune of “Let Her Go” by Passenger.

Online: http://youtu.be/uQB7QRyF4p4

General Mill’s Cheerios:

The cereal maker brings back an interracial family that starred in a prior spot. This one shows a father telling his daughter that they’re going to have an addition to the family, a baby boy. Then, the little girl strongly suggests they also get a puppy. The ad airs during the first unscheduled time-out of the game.

Online: http://youtu.be/LKuQrKeGe6g

Bank of America:

The bank will promote its partnership with AIDS nonprofit (RED) by having music group U2 sing their new single “Invisible.” between the first and second quarter. The song will be a free download on iTunes during the game and for the following 24 hours. Bank of America will donate $1 each time it is downloaded to the Global Fund to Fight AIDS.

SodaStream:

The Israeli at-home soda maker company has stirred up controversy on two fronts. Their ad features “Her” actress Scarlett Johansson touting the health and environmental benefits of the soda maker and will run in the fourth quarter. The ad first made waves when the company said it would delete its last line, “Sorry, Coke and Pepsi,” at a request by Fox. Then on Thursday, Johansson resigned her Oxfam ambassadorship. The nonprofit was unhappy she was linked with SodaStream, which operates in Israeli settlements in the West Bank of Palestine. Oxfam is opposed to that.

Online: https://www.youtube.com/watch?v=zxq4ziu-wrI

H&M:

The clothing maker’s ad in the second quarter features nifty technology that will allow people with some Samsung Smart TVs to order soccer star David Beckham’s Bodywear products with their remote control in real time.

Online: https://www.youtube.com/watch?v=LHxCELegDz4

Nestle’s Butterfinger:

A suggestive teaser ad showed a couple, “Chocolate” and “Peanut Butter,” in ’70s-style couple’s therapy talking about the need for “change” and “excitement.” The actual ad in the third quarter will have a related theme and Butterfinger is expected to introduce its Peanut Butter Cups with some tongue-in-cheek double entendres.

Online: https://www.youtube.com/watch?v=u1ZCl-NkQuU

Beats Music:

Ellen DeGeneres reimagines the Goldilocks and The Three Bears fairytale in this ad running in the third quarter that introduces Beats Music, a streaming music service.

Online: http://youtu.be/jJR6YV4WAnM

Wonderful Pistachios:

The snack producer showcases comedian Stephen Colbert running amok in two 15-second ads in the second quarter.

Online: https://www.youtube.com/watch?v=oKAG7UJ-NWk

Kia:

In the carmaker’s third-quarter ad to introduce its K900 luxury sedan, Laurence Fishburne reprises his “Matrix” role as Morpheus and displays some surprising operatic skills.

Online: https://www.youtube.com/watch?v=Ob-wn52Dkmk

Chrysler:

The automaker is bound to surprise. Always mum ahead of the game, Chrysler has produced some of the best loved and most remembered spots during the big game, from Eminem’s “Imported from Detroit” ad in 2011 to last year’s “Farmer” ad featuring scenes of American farmland and a voiceover by conservative radio broadcaster Paul Harvey. Look for another surprising spot or two this year.”

There are others – saved for the surprise factor. Game on!

For more resources, see the Free Management Library topic: Marketing and Social Media.

.. _____ ..

ABOUT Lisa M. Chapman:

Ms. Chapman’s new book, The WebPowered Entrepreneur – A Step-by-Step Guide is now available at:

• Amazon.com: http://bit.ly/AmazonTheWebPoweredEntrepreneur
• Barnes & Noble: http://bit.ly/BNTheWebPoweredEntrepreneur

Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. She helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com

Whether you are presenting or training, long lectures can be a drag. To engage your audience, to add life to your presentations, and to increase recall, consider these ways to get information across without lecturing.

1. Demonstration. Show, don’t tell, or show and tell. Bring in the item you are discussing and pass it around. Have audience members get involved in the demonstration.
2. Hands on practice. Don’t call it a role play, but that’s what it is. Get people to try out new behaviors on the spot. Make it fun and light, and never put someone on the spot or embarrass them.
3. Fill in the blanks handouts. This can help learners engage with the content in another way besides listening.
4. Quiz, test or problem to be solved. Make it challenging but not frustrating. Put a little competition into it. Award fun prizes.
5. Silent brainstorming or silent voting. Use a show of hands, ideas written on sticky notes, or votes written on a postcard.
6. Guest speaker or panel discussion. These can be live or on video, but it can be helpful to hear someone else speaking. A video can play a similar role, but be sure it is relevant and up-to-date.
7. Contest or scavenger hunt. Healthy competition can create fun and engagement. Great for information-heavy content, new employee orientation, team building.
8. Gallery crawl. You post several flipcharts and audience moves from flip chart to flip chart, capturing their ideas. Gets them out of their chairs. A good way to gather and record a lot of information quickly. You can even play music while they work. At the end, snap pictures of the flipcharts to record the ideas.
9. Breakout session. Periodically have pairs or small groups discuss what they have heard, how it will impact them, or have them answer a question. Mix up the groups frequently. You can even have them “walk and talk,” especially late in a long day.

Be creative! How many ways can you discover to get information across without long lectures?

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Author Gail Zack Anderson, founder of Applause, Inc. is a Twin Cities-based consultant who provides coaching and workshops for effective presentations, facilitation skills for trainers and subject matter experts, and positive communication skills for everyone. She can be reached at gza@applauseinc.net.

Web site: www.applauseinc.net

Blog: www.managementhelp.org/blogs

twitter: @ApplauseInc

Technical Writers wear many hats (traits Interviewer, Researcher, Analyst, Editor, Tester, etc.) and possess many interpersonal qualities. Usually, technical writers have some familiarity with their industry terminology because they either have been educated in the industry, or they have had prior experience in the field. For recent graduates and those in transition, how do you determine if the technical writing field is for you? If you are one of those people, test yourself to see if the technical writing field is for you by answering ‘yes’ to the following questions:

Basic Characteristics

• Do you enjoy writing? – do you enjoy writing about any subject?
• Are you a good listener? – can you understand all that you hear?
• Do you enjoy learning? – are you open to continuously learning any subject?
• Are you a good communicator? – can you get your message across?

Practical Characteristics

• Do you have a sense of curiosity?
• Do you enjoy sharing information with others?
• Are you detail oriented?
• Are you analytical?

Work Characteristics

• Can you work with any type of personality (aggressive, impatient, argumentative, etc.)?
• Are you a team player?
• Are you adaptable to work schedule changes?
• Can you work under pressure?
• Can you handle criticism?
• Do you enjoy performing research?

Personal Characteristics

• Are you organized?
• Are you curious?
• Are you focused?
• Are you reasonable?
• Are you organized?
• Are you accurate?
• Are you persistent?
• Are you logical?
• Are you reasonable?
• Are you patient?
• Are you flexible?
• Are you creative?

Rate your communication skills

• Are your writings providing the right information?
• Are your writings addressing the right audience?
• Are you asking the right questions to get your information?

Writing Exercises

• Can you write a summary of your current functions?
• Can you write a detailed list of your functions?
• Can you create a flowchart of your functions?
• Can you prioritize your functions?
• Can you create a diagram of your functions?
• Are your writings clear, concise, accurate?
• Can you write a set of rules for yourself for, e.g., studying?
• Create a bullet list of the above rules.
• Create a table for the rules.
• Create a diagram and flowchart of the process for studying.

Technical writing is a challenging field, but a very enjoyable one if you are passionate about it. You are not just writing. You are conveying important information that everyone within an organization needs in order to maintain productivity. You will become the knowledge manager of your organizations information. It is a coveted and a very important position and is highly regarded in many organizations from pharmaceutical to manufacturing, from any technical to any educational field. Technical writers can be found working within any industry, e.g., software, manufacturing, financial, automobile, pharmaceutical, publishing company, etc.

The skills for a successful technical writing career are similar to those for success in any career. Be focused, logical, organized, creative, and know the product. And one more important note. Use your interpersonal skills to gather your information and to work well with your clients, users, or SMEs (subject matter experts). Doing so will make you a successful technical writer.

Tired of the same old-same old training session or presentation? If you are, you can bet your audience will be too. So start thinking creatively about ways to change it up, break it up and shake it up…for your benefit and that of your audience. Here are a few ideas just to get you started.
1. Change your visuals. If you have boring, detailed slides, get rid of some of the text and add appealing photos, especially if you can take pictures of your team, your product or your facility and use them.
2. Ditch your slides. Try presenting with no slides at all, or just a title slide and maybe one other. Use a flip chart, use handouts, or just have a discussion with your audience.
3. Turn the lecture into a discussion. Ask them real questions. What do they think? How would they react if….? Have them solve a problem or do a case study. Have them create a plan.
4. Get them on their feet. Have them come up to the front of the room for an impromptu skit relating to the material. Ask them to cover part of the meeting or the training. Have them take turns writing on the flip chart so you can keep your focus on the group.
5. Start with sharing. As soon as you begin, ask them to write down, speak up, or record the questions they have about the topic. Often by the time you have answered all their questions you have covered the material you had planned.
6. Don’t give handouts. Keep the focus on the discussion, not notetaking. If they ask for them, you can always send them by email and save a tree while you are at it. Or have them available at the end of your session.
7. Take a field trip. Don’t just sit there: get out of the meeting room and take a tour of the plant, have a field trip or a scavenger hunt. Take a nature hike, or go check out the competition. The change in scenery can be far more stimulating than looking at four walls.

What else can you do to keep it fresh? The sky is the limit, if you make smart choices, do it with confidence, and use your creative thinking to shake up your next training session or presentation.

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Author Gail Zack Anderson, founder of Applause, Inc. is a Twin Cities-based consultant who provides coaching and workshops for effective presentations, facilitation skills for trainers and subject matter experts, and positive communication skills for everyone. She can be reached at gza@applauseinc.net.

Web site: www.applauseinc.net

Blog: www.managementhelp.org/blogs

twitter: @ApplauseInc