Category: Advertising & PR

Sam didn’t know what a great business presentation looked like. He had joined his organization right after leaving school, and when he presented, he was alone with his clients. Other than all-hands meetings, he just hadn’t been exposed to many presentations, so it was hard for him to evaluate his own presentation skills.

Some of us learn what to do by observing great speakers, and seeing what they do well. If you are like Sam, and don’t really have positive role models, imagine how powerful it would be to have some great examples of what to do for presentation success! You would be able to focus on the positives, and build your own skills and confidence.

It’s a little bit like watching lots of home-improvement TV before tackling your own project. You will want to get lots of great ideas, decide which ones fit your house and your style, and then adapt them to your situation.

So, do your homework. See what great speakers do. Increase your level of self-awareness. Experiment. Get some feedback. Do lots of fine-tuning. In time, you will be the great speaker that others can learn from. Here are a few ways to get started.

Watch your boss. He or she may or may not be the ideal presenter, but this is the person you will probably see presenting most often, as well as the person who will likely be giving you feedback on your own presentations. What are this person’s strengths? What habits can you pick up from watching this person? How do you want to be like your boss as a speaker? And how would you like to be different. These could be great discussions for you both to have.

Watch your colleagues. They may be team members, or people from other functional areas. If you get a chance to sit in on their presentations, do it. Again, what do they do well? Observe their presentation structure, their slides, their delivery skills. How do they respond to the audience? Make note of 2-3 ideas you could “borrow” and adapt.

Watch your competitors. If you get a chance to go to trade shows or conferences, you may have a chance to sit in and watch your competitors in action. What do they do differently than you do? Where are their weaknesses that you could exploit by building corresponding strengths in your skills? For example, if they tend to have weak openings, you might be able to craft and rehearse stronger openings to capture audience attention faster.

Watch TED talks. If you haven’t seen any TED talks yet, I recommend highly that you scoot over to TED.com and start watching. The topics are associated with technology, education and design, and the speakers do vary, but generally you will have a chance to see some great speakers in action. How do they command the stage? How do they use humor? How do they convey a lot of technical detail in just a few minutes? What do their visual aids look like? As a rule, these talks are extremely well designed and executed, and you could learn a lot here about what to do.

Go to conferences. Whether the content is pertinent to your field or not, you can sit in on a large number of speakers and see how they are all different. Take a few notes about what appeals to you and what does not. For each speaker, look for at least one thing you like, and at least one thing that does not appeal to you. Keep notes, and look for trends. Remember, content, slides, delivery, and audience interaction are all great topics to evaluate.

Go to webinars. There is no reason NOT to see speakers in action when you can sit in on free webinars day or night. Listen to the voices. Focus on the content and how it is presented. See how they engage their audiences, or not. Some webinars are extremely well done, polished pitches. Others are home-spun and imperfect. But you can still learn from them without leaving your desk.

See yourself. It is very hard to “see” yourself as others do, and just as difficult to evaluate your own skills. Many of us are way too hard on ourselves, others think we are better than we really are. The best way to begin to understand your own strengths and weaknesses is to video yourself, either in rehearsal or in the actual presentation, and then watch it with an unbiased eye. This is not easy, and you may need to get someone to help you through it, but it is critical to building genuine confidence tempered with humility.

A few words of caution: if you have been learning how to give presentations by avoiding the mistakes others make, you may be overly focused on what NOT to do. With this mindset, it is easy for us to feel nervous or unsure of ourselves. So look for the good in your observations, as well as the not-so-good.

You might also fall into the trap of observing a great speaker and then wanting to be just like them. Not a good idea, as you will fall short every time, and end up being less sure of your own strengths and abilities. The goal is to adapt, not copy, what you are seeing.

That said, if we observe others who are good at public speaking, we can “try on” some of the behaviors that appeal to us and see what fits us and what doesn’t. By picking and choosing from a number of skilled speakers, you are more likely to find your own style. And that is something you can be confident about.

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

How do you create your training manual? We have all used training manuals. Some to our dismay and some we wish to keep and refer back to. What makes a good training manual is the relevant information that is supplied and how it is presented. The Technical Writers/Communicators will be the individuals assigned to create this reference as they are the knowledge holders or subject experts. To begin:

Determine Your Audience

What do they need to know? What tasks are relevant to them? Some learners do not need to know every detail of a product. What are the main objectives of the manual and the training? For example, if it’s for:

• Marketing or sales, – explain how the product works if it is new or how it now works if it has been revamped. Emphasize the selling points, ease of use, cost, quality, etc.
• Customer service personnel – provide more detail in its functionality and relate prior issues and what questions to ask and whom to contact.
• Developers – provide more technical detail and specialized units or modules.
• Users of technical programs – focus on functionality and exercises.

Those are just a few of the many different types of training manuals that are written.

Determine The Design

How the manual is designed will be determined by what you are training the audience for. In deciding on the look of the manual, tables and visuals are always suggested as they present a clearer picture of the product and what it does. Tables also present a clean definition for each relevant item. It is also suggested to use two column formatting only in special cases to break up a flow for interest. Following the above examples, if it’s for:

• Marketing or sales – use images followed by descriptions and apply bullets for ease of readability.
• Customer service personnel – provide images followed by additional detail in table formats to explain functionality and issues and resolutions.
• Developers – provide plenty of images, flowcharts, and tables for data locations and settings.
• Users of technical programs – include screenshots with pointers and tables for steps, explanations, and definitions.

Customizing the look and feel of a training manual will make it easier for the learner to follow.

Determine The Content

Content centers on the target audience. For example: if it’s for

• Marketing or sales – include sections compiled of background and purpose, how it was designed, the demonstration process, a complete view of the product with pointers indicating relevant parts of the item, a reference sheet (quick guide), etc.
• Customer service personnel – include sections compiled of functionality, descriptions, definitions, appendix, previous problems and solutions, reference sheets, etc.
• Developers – include sections compiled of objective, requirements, specifications, data, functionality, programs, software, diagrams of how it should look, mappings, etc.
• Users of technical programs – include sections compiled of the business process, ‘How to…’ perform a task, relevant images (figures, tables, screenshots), exercises, glossary, etc.

Ensuring the content is written well and pertinent to learners will instill within them confidence to perform a good job.

Add in suggestions from a previous post, ‘Tips To Get Your Document Read’ to produce an instructive and useful training manual.

Please leave a comment if you have other tips when creating a training manual.

Guest Author: Joyce Smith

In today’s saturated market, it’s becoming harder and harder to make your company stand out. Brands have become virtually indistinguishable from each other.

That’s why it’s so important to advertise outside the box. You have to think of innovative ways of reaching your target audience without inundating the consumer. Ads in traditional media like TV and print just don’t cut it any more.

Core Principles

To truly establish or expand your brand, your company needs to focus on these core principles:

• More community engagement
• Incorporating branding into daily logistics
• Creating brand ambassadors

If you would like to be established as an industry leader, follow these simple steps to cement your company’s public image and gain a competitive edge.

Swag

If you’re trying to make a lasting impression on a potential client, give that person a branded item that he or she won’t immediately throw away. Or recruit staff to become your “brand ambassadors” by wearing or using the swag in the community.

Affordable, fun ideas for potential company swag are hats, wristbands, temporary tattoos or cell phone cases. If you have the budget, you could also manufacture an extensive line of branded apparel (company swim trunks, anyone?).

Whatever swag you choose should be something your brand ambassador can use or wear and distribute to others. Avoid obnoxious branding and opt for a subtle logo instead. People are more inclined to ask questions if isn’t already spelt out for them.

Community Sponsorship

Building a public image is more than just throwing up a website and a few paid ads and commercials. It’s about molding the public’s perception of your business and what it represents.

Little league sports teams. Charity runs or walks. Fundraising concerts. If your company sponsors any of the above, you’re guaranteed to boost your public image. And all those involved – the baseball players, run organizers, etc. – become your brand ambassadors by sporting your logo.

With whatever cause you attach your company’s name to, encourage your staff to volunteer in record numbers. A team show of support will cement your reputation as a company who cares.

Branded Shipping

Like many business logistics, outsourcing your transportation needs has made shipping product a lot more convenient and manageable. Most fleet management companies will pick up the supply, warehouse it and make sure it’s delivered according to your schedule.

Trucking companies can also benefit your business in a way that most people wouldn’t think about – creative branding. Fleet companies adopt their clients’ branding while they ship their product from point A to point B. They plaster their trucks with your logos, and outfit their drivers in colors that match your branding.

Branded transportation (be it trucks, hot air balloons or trains) is like mobile billboard advertising – difficult to quantify, but guaranteed to be seen by many.

Guerilla Advertising

Guerilla advertising is a strategy that uses unconventional methods (flash mobs, street art, interactive demonstrations, etc.) to promote a brand. It can be highly effective and even newsworthy, but it has to be done right.

In homage to street artists like Banksy, you can use guerilla advertising to infiltrate city streets, public parks, zoos, aquariums, etc. The backdrop of your street “ad” should be relevant to your business in order to truly make a statement.

Your ad should include limited contact information, like your company’s name and website. A little mystery will help to intrigue passer-bys, who are essentially your target consumer audience.

If you implement the above tactics, you’re guaranteed to build a name for your company. Or, if your brand’s already entrenched in the consumer psyche, than you’ll generate buzz that will elevate you far above the competition.

Author Bio:

Joyce Smith has over 10 years of work experience in PR and marketing. She’s a part time yoga instructor and full time Leafs fan. Joyce also does consulting for Canada Cartage Systems, a leading trucking company in Canada.

The day of your big presentation is fast approaching. You have been amassing plenty of facts, thoughts, photos, charts and graphs, enough to fill a large file. Now the big question is how do you organize it?

One great way to proceed is to start from a big-picture viewpoint. What is the point of this presentation? What does the audience need to hear? What do you want them to remember, think, feel or do? Write this down. Yes, really. You might have a sense that you know the answer, but until you capture it in words, you can’t be sure you really have it. If you would like, try saying it out loud. Once you have it, write it down, quickly, before you forget what you said.

Here are versions of a theme or message you might use to begin a presentation.

Version One: “Today’s topic is blogging.”

Version Two: “By creating and contributing regularly to a blog, you will be able to connect with your customers in real time, provide them incentives to purchase, and establish yourself as a responsive partner.”

Which one did you like better? If you are interested in blogging in the first place, the first version told you that you were in the right room, but not much more. The second one gave you reasons to listen, and clearly spelled out some of the benefits you might enjoy from starting a blog.

How could you make it better? If you know your audience well, you can make your message more specific. If you don’t know them as well, or if there is a mix of attendees, you might need to make your message broader. But don’t forget to always give reasons to listen, and benefits of doing the action you are recommending.

Version Three (Broader): “Blogging is an easy, simple way to connect with more people and share your knowledge.”

Version Four (Narrower): “As brand-new bloggers, today you will learn how to avoid some of the pitfalls new bloggers often fall into and how set yourself up for success.”

We could go on all day creating different versions of the message, but you know your audience and your material best, so create the message that fits the situation and compels your specific audience to want to hear more. Starting with your message will definitely inform your organization.

So now on to organizing all the supporting data you have been collecting. The next step is likely to be narrowing it down. Take a look at your content and see how each piece of information supports the message you have created. If it does not, put it aside; it isn’t needed for this presentation. Save it for another day, perhaps, but don’t squeeze it in just because it is “nice to know.”

Step two will be sorting through all the data that remains, and organizing it into chunks or buckets of information. Which of these methods appeal to you?

Mind map. I like to draw a “picture” of my presentation in the form of a modified mind map. I use an oversized sheet of paper and in the middle write out my theme or message. I then start to branch out from the middle, thinking about the important topics rather than individual facts. (If I am creating a training program or interactive presentation, I also write what learning methods will be used for each topic. You might think about what stories or examples you would use for each section.)

Story board. To create a story board, create a series of boxes that look like a comic book or comic strip. You can use oversized sheets of paper or flip chart paper if you like, or draw it on a large whiteboard. Start your story with your message. End it with your message. Now, think about how you are going to get your audience from where they are starting to where you want them to be at the end of your presentation. You might even select headings such as, “the current state of blogging, benefits of blogging, steps to setting up your blog, and what you might expect as a new blogger.” Once you have your headings, fill in your facts and date under each heading. Voila! You are not only organized, you are also moving your audience logically from Point A to Point B, a key component of storytelling.

Sticky notes. Many speakers put each fact on a sticky note, and then arrange the notes on a wall or whiteboard. With this method, you can easily move things around until you get them into the right category. You might be able to see that you have too much information in some areas and not enough in others. Or that you have way too much data and will have to streamline even further. This method also allows you to visualize the whole presentation, and play with it over a few days or longer, if you can leave your notes on a wall to keep referring to.

3×5 card sort. A more hands-on variation is to write the information on a number of 3×5 cards. You can move them around on a table until the main chunks are sorted out and you like the sequence. This could be a good method if you are creating the presentation with others, as they can each add to the stack of 3×5 cards. And again, you can easily discard cards that aren’t going to be used.

Outline. If I am “writing” the presentation on the computer or my tablet, I might use an outline format. This is very convenient when you want to draft a presentation at a coffee shop, on the train, or on your patio. Just be aware that outlining isn’t quite as “whole brain” as some of the other methods discussed above, because it relies so heavily on sequencing rather than free-form thinking. That said, one advantage of outlining this way is that you can dump your outline onto PowerPoint and have more or less an instant slide show. I would recommend this method only if you are very familiar with your content and need to create your presentation rapidly.

Organizing your presentation doesn’t have to be a drag, but be sure to allow yourself enough time to do it well. Experiment with different methods. Think about how your audience likes to have information presented, and go from there.

Please let me know which methods you have tried and how they have worked for you. Are there others you would recommend? And all best wishes organizing your next presentations.

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

How do you handle change? Changes are not predictable. What happens when changes occur on a project and you have just been notified at the last minute that documents have to be revised, revamped, and need to be transformed to have a different format?

Panic sets in. What happened to the change request process? Why weren’t you notified that changes might be coming? This scenario can occur:

• when a project manager and\or a client demands changes at the last minute,
• when updates and requirements were misinterpreted, or
• when other changes occur such as when product parts have suddenly been discontinued.

This can easily happen within an organization or global organization’s environment.

Project Plan

To ensure that the proper documents will be written, updated, or revamped, give yourself plenty of extra time within your initial project plan. If stakeholders do not agree to the expanded time frame, explain to them about the what-ifs. What

• if the client demands a change,
• if the budget was estimated incorrectly and a resource has to be eliminated, or
• if the whole scope has to change because of unforeseen circumstances.

Your schedule has to account for these situations.

Staffing

If there is a history of late changes within projects, assign backup technical writers, and just to be on the safe side, assign more than one to assist in emergencies. Make sure each writer is well versed and acquainted with the particular project topic and more importantly, that the writers also work well together. Staffing conflicts are not needed in situations where tight deadlines have to be made.

Back Up

Take a step back, especially if you are the only technical writer. You can ask what happened to being kept in the loop of change requests, but no matter what the reason behind this new agenda, you now have to move on and make all the revisions and create new documents, formats, and/or images to get the project completed on schedule.

• Get a complete list of prioritized changes.
• Then find out what format updates are required. Do it in that order. This way, at least you know what revisions have to be written, what text and data have to be replaced or amended.
• Simultaneously, focus on having the correct images redone or replaced. Formatting can be the final step.

Getting The New Data

Revisit your subject matter experts, developers, stakeholders, etc. to ensure that all the new information you have been given is correct and accurate. If they also have to adjust their plans as well, make sure that they keep you in the loop and provide you with all the information you need as the project moves on.

Post Morten

Here is where you discuss the ups and downs of the project. What went well and what went wrong and how to make it better the next time around. Do not dismiss these end of project meetings. They are relevant and help in making the next project run more smoothly.

A quality document has to communicate effectively to the target audience. If quality documents are to be produced, allow for flux and flexibility within every project.

How have you been able to handle sudden changes? Please leave a comment and share your experiences with us.

A client told me recently how he begins preparing for a future presentation. “When I know I am going to give a presentation in the future,” he says, “I place a yellow pad on my desk, right where I see it every day. Whenever I have an idea, or come across a piece of information that relates, I jot it down there. By the time I am ready to put my presentation together, everything I need is already there.”

Good tip, yes? What is so great about this method is its simplicity, and its visibility. Once you made a conscious decision to start gathering information on a given topic, you will likely come across many ideas that relate. Making it easy to capture them is key.

A variation of this method is making some kind of mind map. I often take an oversized sheet of paper and draw my map so I can begin to see the whole presentation at a glance. The oversized paper gives me plenty of space to sketch, doodle, and write. I can see how much time to devote to each section of the presentation before any final decisions about content are made.

If you prefer a slightly more high-tech version of the yellow pad, try another thing I like to do. Use a notes program on your computer, smart phone, and tablet, storing them in the cloud. This way, if you inspiration strikes on your commute, or at the gym, you can add it to your electronic note pad, and find it there when you arrive at the office and log in. (Personally, I find these notes a little tidier than my hand-written notes, but that is another story.)

Another colleague gathers her notes on OneNote, organized by task or project. Some people love Evernote, where they can clip and add photos, graphics, and clippings found anywhere online. Some people are starting to use Flipboard or PInterest in similar ways. Just be sure to select the appropriate level of privacy before compiling all your notes on these sites.

If you are a tactile learner, you might even use a simple file folder, in which you can stash hand-written notes, clippings, or other printed material. Some speakers keep notebooks or folders with stories, metaphors, and quotes they could add to a presentation — a folder would be a great place to keep them handy.

No matter which method you choose, planning ahead for your presentation and beginning to collect ideas and data makes a lot of sense. Choose one or more of these and give it a try. Anything is probably better than avoiding the matter until the last minute and then scrambling for ideas.

What do you do to gather ideas for your presentations? One of these, a combination, or something else altogether? I would love to hear what works for you.

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

 

Question – Is reviewing your document clear and concise? – How do you know? Has it been written for your target audience? Most importantly, is all the information correct? We can write and write, but when do we stop and how much is enough? Here are some checks to ensure that you’ve written and checked all aspects of the document you’re delivering so that it is ready for your audience.

Plan it out

For specific documents, make sure that the most important items have been included. Prepare a list of must haves for each document you are preparing. Here are some simple examples:

• • For requirements documents, did you insert the project scope and essential items outlined and prioritized?
  • For user guides, did you review each step, provide enough images,, and did it meet stakeholder’s needs?
  • For specifications, did you provide all necessary data and figures/images and ensure that all pointers refer to the correct items?
  • For test plans, did you include location of objects and every scenario to be tested?
  • For marketing, was there enough data and information for sales engagement and revenue generation?
  • For RFPs did you include all the correct figures and terms?

From your research, you will know what has to be included in your work. Use the examples above and customize and create your own personal list of checks for each document Once each item on your list has been checked off and validated, then move on to the next steps below for reviewing the document further.

Check for Clarity

Make sure that you have included every description and explanation that is necessary. Did you use your simplest words to be as precise as possible without ambiguity? That is, make sure you have included all the right steps and diagrams and that all instructions, explanations, and relationships are in the right order thereby validating your content. Double check and make sure you have an answer for every possible question.

Check the Flow of Words

Once you have included all the key factors in your document, you have to make sure that it is readable. Take a break and then read the material as if it’s the first time you are reading and seeing it. Make sure there’s a natural flow or rhythm in the words as you read. Reading as if you are speaking is a good indication of whether or not the sentences are readable and clear.

Do Your Editing

• For spelling, the best method I use for checking is to read the text backwards.
• For grammar, check sentence structures.
• For repeating words, use your thesaurus to use another phrase

End Goal

A few weeks ago I had the opportunity to work with a terrific, bright group of administrators in a law firm. Most of them don’t deliver presentations often, but they are instrumental in helping create them for others in the firm, and they wanted to be better at both creating and delivering presentations.

As we worked together that day, we talked about speaking with authority and confidence, creating strategic messages, and then, we began a discussion about creating slide decks. Rather than turning to their computers, I asked them to draw a picture of what their slides would look like. They got to work, and in just a few minutes they were ready. They did a show-and-tell presentation, speaking directly from their drawings, rather than from slides. The result? They absolutely floored me with their creativity and with their energetic, committed delivery.

What I learned that day is that when we create first on paper, we intuitively move away from boring bullet points, naturally envisioning more visual slides. And that we can tell our stories with much more conviction when we don’t rely so much on the slides. It worked incredibly well for this group of admins, and I bet it would work for you.

That said, and with thanks to this amazing group of women, here are some reminders to help you create and deliver more effectively with slides.

1. Create content first. Who is your audience? Why are you speaking with them? What do you want them to do or think? Use your answers to create a theme or key message for your talk. One that sets the context, talks about them, and shows benefits to them if they do or think what you want them to. This is the foundation of your presentation. Do this first, before you even think about data, facts or slides.

2. Storyboard for better visuals. Think of a blank comic strip; as you fill in the blank boxes your story emerges. It doesn’t matter if you can draw or not. Each box moves the story forward in some way. There is connection and flow between the boxes. Probably you also have a beginning and ending in mind. All elements of great storytelling, and better presentations.

Use a large sheet of flip chart paper or a white board to create your storyboard. Or use separate sheets of paper, and move them around until you get them in the best sequence. You could even print out a sheet of blank squares like a comic strip, then start filling them in. Use key words, drawings, stick figures, simple graphs. If you can, explain it to someone else, and see how the flow works.

3. Create slides last. Only when you have the theme and the storyline will you begin to create the slides you imagined. Keep them just as simple and uncluttered as your originals. Remember a title slide and a closing slide. Rehearse once or twice with the slides, and you should be good to go.

As a result of this method, you will probably have fewer slides, fewer word slides, more graphical thinking, best of all; the slides will likely show a natural progression that will create momentum when you deliver your talk. All this makes your presentation more interesting and compelling.

So paper first can be a useful technique. Try it. Let me know how it works for you.

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

 

We’ve all faced similar problems where we can’t get answers to questions we have for a project. What do we do when it comes to road blocks? One solution is to gather your knowledge base and hold a meeting and communicate to all project members and stakeholders that you have hit a wall. But prior to the meeting, be sure to create a plan and email an agenda.

Communicating In A Meeting

Break up the meeting by agendas, groups or one-on-one, level of expertise, or departments. Present the reason for the meeting and define the problem. Let them know your concerns, status, and what information you need from them. Let them know that the project will be in jeopardy or that deliverables will be late. Present a list and let them know what you have and what is missing. Review the list and see if they can assist in any way or give you some leads. Just as you would deliver your documentation in a presentable manner, do the same for your plan. Simultaneously, find out why you cannot get the information or the help that you need. Maybe your associates are overloaded as well. Find out their issues and concerns and see if you can assist them in some way. Teamwork plus collaboration always equals a positive outcome.

Asking Questions

These gatherings are your key to finding answers. Ask all the questions you can as part of your plan. You could make a list of assumptions and ask people if your assumptions are correct. For example, describe what a process does or what job someone performs and see if they agree and follow through on the subject with more questions. Once people begin to talk, they’ll keep talking and it is a painless way to get information. It is, however, dependent on the individual. Some personalities will need coaxing, and others might give too much information. Sometimes you get direct answers and sometimes you go in circles, i.e., when trying to find the exact solution to a trouble-shooting issue. For cases like these where you have no control over getting a reply, just put it aside, and make note of it. But be persistent and return to the subject when there’s a possibility for an answer.

External Help

Sometimes you need to go outside the group to find some answers and in so doing, be able to ask the right questions. The more you know, the better questions you can ask. There is nothing wrong with finding some outside help to get to the root of a problem.

Respect

Just as you need to respect the knowledge holders, they need to respect you In other words, you have to not only know the audience you write for, or answer to, but you also need to know the audience you are gathering information from. Is what they’re working on impacting your priority? Can you help them so that they can help you? Find out at these meetings, what the issues are and work with them on analyzing and resolving them. As always, two heads are better than one.

If you have had similar experiences and other solutions, please leave a comment.

A few weeks ago I received a voice message from a client, asking to talk to me right away. I dropped what I was doing and as I returned the call I prepared myself for the worst. Was she cancelling a session? All our scheduled sessions? But then I thought, maybe she is adding new sessions. Either way, it must be really important.

These days, so much of our communication is accomplished through email and text messaging that a phone call or voice message can definitely get our attention. Some of us have forgotten the art of leaving effective voice messages, and a refresher could be in order. For others, we may have grown up with text and email, so this might be a new skillset to master.

So here are tips for better voice messaging:

1. Know when to use the phone. Routine check-ins, factual content, detailed instructions, and documentation can often be handled best through email. When the content is more conceptual or sensitive, or when you need to focus on feelings or relationships, those are times when you might consider picking up the phone. I find the phone rings most often with new clients calling to get a feel for the type of coaching I do, and when several emails have gone back and forth and clarity is elusive. I like to use the phone for anything I don’t consider routine.

2. Leave a reason for your call. In the above-named scenario, I started to think it was bad news. It wasn’t; instead it was to talk through some information that was getting a bit complicated. It would have saved me worry to hear, “just to go over some of the details of our project.” That way I could also prepare for the conversation. When you leave a reason, try to strike a balance between too much detail and too much mystery. Consider these two messages:

Not enough information: “I need to talk to you about your performance.”

Better: “I want to commend you on the great job you did with the Maxwell account.”

I think most of us would much rather hear the second one, if that is the situation. Even if it is bad news, you can keep it neutral. For example:

Not neutral: “I want to get to the bottom of your dismal performance on the Maxwell account.”

More neutral: “We need to discuss your performance with the Maxwell account.”

3. Sit up to speak. Sit or stand up to record your message — your voice will sound stronger and clearer. Open your mouth a little wider, enunciate and speak directly into the phone. Remember the listener won’t be able to receive cues from your body language or face, all they have is your voice, so make it count.

4. Avoid distractions. Avoid leaving messages when you are calling from a noisy environment, such as a busy airport, or when you are driving. Maybe you can wait to leave this message until you are at a quieter, less distracting place. At your office, turn away from the computer screen or the documents on your desk, and don’t try to leave a message while you are doing something else.

5. Write out key points. If the message is complex, take a moment to write out a few bullets before you place your call. You will send a clearer message whether you reach voice mail or the person your message is intended for.

6. Be brief. Don’t ramble on; say what you have to say, then hang up.

7. Leave your number and a good time to return the call. Even when the recipient knows your number, s/he may be picking up messages on the run. Slow down, and say it twice.

8. Review your message before sending. Check for brevity, clarity, and voice habits. If you don’t think your message is effective, erase it and start over.

9. Be ready to connect with the person directly. These days it almost comes as a surprise when someone is actually there to receive our calls. Be ready for that, and move smoothly into your reason for calling.

Following these tips is sure to help you leave better messages. But, you may have noticed I ended up on only nine tips. Do you have another so we can make it a top ten list? I would love to hear from you.

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