Tag Archives: Speeches

COMMUNICATING — 6 UNCONVENTIONAL NEW RULES FOR 2024

This piece is reproduced from Ted Gioia’s Honest Broker. The Dyingwords site gives full attribution to Ted Gioa and does not benefit in any way by sharing it.

Before they executed Socrates in the year 399 BC—on charges of impiety and corrupting youth—the philosopher was given a chance to defend himself before a jury. Socrates started his defense with an unusual plea. He told his listeners that he had no skill at making speeches. He just knew the everyday language of the common people.

Socrates explained that he had never studied rhetoric or oratory. He feared that he would embarrass himself by speaking so plainly in his trial defense. “I show myself to be not in the least a clever speaker,” Socrates told the jurors, “Unless indeed they call him a clever speaker who speaks the truth.”

He knew that others in his situation would give “speeches finely tricked out with words and phrases.” But Socrates only knew how to use “the same words with which I have been accustomed to speak” in the marketplace of Athens.

Socrates wasn’t exaggerating. His entire reputation was built on conversation. He never wrote a book—or anything else, as far as we can tell.

Spontaneous talking was the basis of his famous “Socratic method”—a simple back-and-forth dialogue. You might say it was the podcasting of its day. He aimed to speak plainly—seeking the truth through open and unfiltered conversation.

That might get you elected President in the year 2024. But it didn’t work very well in Athens, circa 400 BC. Socrates received the death penalty—and was executed by poisoning.

Is that shocking? Not really. Western culture was built on one-way communication. Leaders and experts speak—and the rest of us listen.

Socrates was the last major thinker to rely solely on conversation. After his death, his successors wrote books and gave lectures. That’s what powerful people do. They make decisions. They give orders. They deliver speeches.

But not anymore. In the aftermath of the election, the new wisdom is that giving speeches from a teleprompter doesn’t work in today’s culture. Citizens want their leaders to sit down and talk.

And not just in politics. You may have seen the same thing in your workplace—or in classrooms and other group settings. People now resist one-way orders from the top.

The word “scripted” is now an insult. Plainspoken dialogue is considered more trustworthy. This is part of the up-versus-down revolution I’ve written about elsewhere—a conflict that, I believe, may have even more impact on society than Left-versus-Right.

For better or worse, the hierarchies we’ve inherited from the past are toppling. To some extent, they are even reversing. The era of teleprompters and talking points has come to an end.

This is now impacting how leaders are expected to speak. Events of the last few days have raised awareness of this to a new level—but the ‘experts’ should have expected it. That’s especially true because the experts will be those most impacted by this shift.

Here are the six new rules of engagement—for politicians, broadcasters, and all aspiring experts, decision-makers, and leaders.

  1. You gain more trust when seated, not standing.
  2. Don’t speak at people—speak with them.
  3. An informal tone is more persuasive now. Even leaders must adjust to this.
  4. Conversations have more influence than speeches.
  5. Spontaneous communications delivered from a personal standpoint are considered more ‘real’ than a script created by a team or speechwriter.
  6. Soundbites and talking points are less impactful than storytelling, humor, and off-the-cuff comments.

We could debate endlessly whether this is good for society. For my part, I expect both costs and benefits from this new style of communication. But the more significant fact is that this is now inevitable.

The results may be clumsy and painful to watch. Institutional media will now try to prove that it can be edgy and alternative and freewheeling. This will often look like a dinosaur pretending that it’s a ballerina.

But they have no alternative. You might as well try to rebuild the Tower of Babel from a Lego set. The old hierarchies aren’t coming back anytime soon.

Back in March, I reflected on how my writing style has become more conversational during the last three years. I tried to explain why—but it just boiled down to that fact that it felt right to adopt this conversational tone.

What I wrote back then now seems a bit prophetic of this new style of public discourse. A few months after I launched on Substack, I noticed that my sentences and paragraphs were changing. And not in a small way.

This surprised me. I had been publishing in commercial media since I was a teen, and felt I really found my stride around the time I reached my forties. Ten books written since then validated this complacent confidence by attracting enthusiastic readers.

Why would I change now? What made it more unsettling was that I didn’t understand why I was writing differently….

I only gradually figured out that I was now writing the same way I spoke in private conversation. It was almost as if I’d let my guard down, and was talking off the record, or with a close friend. I didn’t know that could be a writing style. But it felt right, so I kept doing it.

I believe that a lot of people are coming to the same realization. The world has changed, and communication styles must adapt to the new reality.

Why is this happening now?

Here’s the reality—rhetorical skills and speechmaking got degraded during the last decade. This top-down approach works best when it is rigorous, logical, and organized. But in an age of insults, taunts, and denunciations, speechifying starts to feels like browbeating—a never-ending harangue.

Too much of public discourse, in recent years, has boiled down to powerful people (sometimes of limited intellect) screaming into a microphone from a bully pulpit. That’s not what oratory should be, but it’s what it has become.

These things feed on themselves. If you grasp the dominant Girardian mimicry in society today, you shouldn’t be surprised to see that screaming from one elite eventually causes others to scream back. And the conflicts thus escalate—getting angrier and more shrill with each passing year.

Don’t tell me that you haven’t noticed. Most of us are now burned out on this kind of hot oratory—whether from friends or enemies. A conversational style feels refreshing by comparison.

Rhetoric and speechifying won’t regain their influence until they get cleaned up. We need different leaders from the current crop before that will happen. Oratory won’t come back until genuine orators emerge as leaders.

Until then, get ready for the new era of rambling conversations. Not long ago, those endless three-hour Joe Rogan podcasts seemed bizarre. Even more to the point, they ran against the conventional wisdom. The audience wanted short soundbites—the ‘experts’ all agreed on this. Nobody had time to listen to a three-hour podcast.

But now every media outlet is shifting to conversational formats. Podcasting is thriving because of this approach. Many successful YouTubers are doing the exact same thing. Writers (on Substack and elsewhere) are also embracing a more conversational tone. Leaders will now have more authority when they speak while sitting—not standing.

TV news channels have grasped this new reality. Until quite recently, broadcast journalism was built on talking heads who could read a script with confidence. Those days are over—instead of the declamatory news anchor, expect to see more spontaneous interactive formats like The View or The Five.

Don’t say I didn’t warn you.

In 1921, President Warren Harding hired the first full-time presidential speechwriter. His predecessor, Woodrow Wilson was the last president who wrote his own speeches. In the aftermath, no serious candidate could afford to rely on spontaneous communicating in everyday words. A leader needed to be a powerful orator, and every word needed to be perfect.

Around that same time, the broadcasting industry was born with the rise of radio—and it followed the same rules. News reels and (later TV journalism) also adopted a polished rhetorical style.

Consider Walter Winchell—the most famous broadcaster in the United States during the 1940s. Does anybody speak in this declamatory way nowadays? It sounds grating to our ears today. It feels fake. But every broadcaster talked like this until the second half of the twentieth century.

TV softened this style—but only a tiny bit. Unscripted conversational styles got adopted in talk shows and game shows. But TV news journalists still sounded like orators delivering a carefully written speech.

Even the best of them—for example, Walter Cronkite, the most popular TV journalist of the 1960s—still sounded very staged and scripted and extremely unlike anybody having a conversation. Could you imagine Joe Rogan—or even Anderson Cooper or Oprah Winfrey—talking like this?

You can’t really do broadcasting like this anymore. Some people try—for example, NPR hosts still hold on to a variant of this scolding tone (even when conducting interviews!). But how’s that been working lately?

Yet, even back in the 1960s, if you stayed up late and watched The Tonight Show, you got introduced to an entirely different way of talking to an audience. This is the true forerunner of today’s new conversational tone.

The Walter Cronkite and Johnny Carson film clips come from the same year—and show the huge gap between professional discourse of politicians and journalists as compared with the more informal, unscripted approach of entertainers.

This gap is now disappearing in every communication forum. Social media is the most obvious place, but spontaneity is now the rule almost everywhere. The Age of the Talking Head is over.

Broadcasters will feel the pinch. But so will almost everybody else—politicians, educators, doctors, ministers, coaches, managers, and any other individual who needs to exercise leadership in any group setting whatsoever.

Many are not ready for this. Some will believe that they are immune to change and will keep bullying from the bully pulpit. Don’t be one of them—because their power and influence will erode very quickly.

 

GLOSSOPHOBIA – OVERCOME YOUR FEAR OF PUBLIC SPEAKING

If you’re like most people, you’re more afraid of public speaking than you are of death.

PS3I’m fine with death, though I’m in no rush to try it out. But there was a time that I was absolutely shit-scared of opening my yap in front of a group larger than four… maybe five at the most. And I bet that you get at least butterflies, maybe trembles, or probably the runs before making a presentation. Maybe you’ll even go to extreme lengths to avoid public speaking like I did such as faking illness, manipulating others to cover for you, and flat-out running away.

PS12I have no idea what the psychological cause of my glossophobia was (that’s the term for the fear of public speaking), because in high school I had no problem getting up in front of my friends. When I went to post-secondary education, things changed. It was triggered in my first class with strangers where I simply had to do an around-the-room read from a script.

Coming close to my turn, all the classic phobia signs of not being in my comfort zone materialized. Pulse pounding. Trembles. Shakes. Chills. Dry throat. Gut-cramp. Then a total breakdown in confidence and wide-eyed terror – visualizing that I was about to be publicly humiliated in front of all these strangers.

I froze. The instructor tried to prompt me, but all I could muster was some pathetic excuse that I didn’t have glasses and I couldn’t read the words. The class moved along but I regressed – spiraling down to a dismal lack of self-confidence. I left the room and didn’t come back.

PS11Five years later, after hiding from every chance of public speaking, I landed in the police academy with the same secret baggage. ‘Effective Presentation’ was part of the curriculum and I watched it approach on the syllabus with sleepless fear. I would’ve sooner stood-in for a range target than speak before thirty-one other recruits – even though they were now my friends.

I was so tense when speech-time came. I finally confided in my troop-counsellor who told me that pretty much everyone goes through this.

I thought I was the only one.

PS4He worked with me to make a ‘Fear of Public Speaking’ presentation to the troop and it was life-changing – not just for me – but for many other rookies who suffered from the same phobia and were thinking exactly as I was.

I wasn’t the only one.

Over the years I’ve had nervous setbacks but never a humiliating loss of control, though it’s come shakingly close.

PS5In my career as a homicide detective I’ve been on the witness stand in front of a jury and a crowded courtroom many times – once for five days straight. That’s public speaking on steroids – like being stripped naked and tied to the fountain-clock in a shopping mall. As a coroner I’ve done inquests and, as a writer, I’ve done radio and TV interviews reaching over a hundred thousand.

This afternoon, I’m doing an hour-long internet podcast on causes of death and, this September, I’m presenting the biggest in-person speech of my lifetime at the International Conference on Forensic Research and Technology in Atlanta on the evidence in the JFK Assassination. There’ll be three to four hundred in that crowd with far, far more forensic accreditations than I’ll ever have.

Am I nervous?

You bet.

How will I handle it?

First of all, I’ll be myself.

PS8That’s the number one ‘trick’ to public speaking. Just be yourself and say what you know. People inherently recognize genuineness. If you try to be someone you’re not, the audience will see right through you and you’ll bomb. Be yourself and you won’t fail.

Here’s more tips for building your public speaking confidence and effectiveness.

  • Prepare – Know your material and know your audience
  • Rehearse – Practice your presentation
  • Believe – Know that you’ll do fine
  • Re-live – Recall previous successes
  • Visualize – See yourself succeeding
  • Research – Again, know your material
  • Engage – Start your presentation by asking something
  • Humor – Don’t be too serious
  • Produce – Give them a take-away to remember
  • Collaborate – Bring a resource on-stage
  • Prompts – Use visual aids like PowerPoint, whiteboards, and flipcharts
  • Repeat – There’s nothing like experience to improve your skills

PS7Here’s one little trick that I learned about settling the physical jitters. Pressing on your solar plexus triggers a relaxation in the central nervous system and it looks totally natural. Trust me… this works. Only don’t press too hard or you’ll knock yourself out.

What are your thoughts about public speaking? Anyone else have some tips? I’m dying to hear your words.

HOW TO TELL GREAT STORIES IN THE WORKPLACE

This guest post is by Carolyn O’Hara and originally appeared in the Harvard Business Review. Thanks, Carolyn!

StorytellingThe power of story-telling is under appreciated and it’s effectiveness in a workplace environment is something that all leaders must know.

We tell stories to our coworkers and peers all the time — to persuade someone to support our project, to explain to an employee how he might improve, or to inspire a team that is facing challenges. It’s an essential skill, but what makes a compelling story in a business context? And how can you improve your ability to tell stories that persuade?

What the Experts Say

In our information-saturated age, business leaders “won’t be heard unless they’re telling stories,” says Nick Morgan, author of Power Cues and president and founder of Public Words, a communications consulting firm. “Facts and figures and all the rational things that we think are important in the business world actually don’t stick in our minds at all,” he says. But stories create “sticky” memories by attaching emotions to things that happen. That means leaders who can create and share good stories have a powerful advantage over others. And fortunately, everyone has the ability to become a better storyteller. We are programmed through our evolutionary biology to be both consumers and creators of story,” says Jonah Sachs, CEO of Free Range Studios and author of Winning the Story Wars. “It certainly can be taught and learned.” Here’s how to use storytelling to your benefit.

Start with a message 

AudienceEvery storytelling exercise should begin by asking: Who is my audience and what is the message I want to share with them? Each decision about your story should flow from those questions. Sachs says that leaders should ask, “What is the core moral that I’m trying to implant in my team?” and “How can I boil that down to a compelling single statement?” For instance, if your team is behaving as if failure is not an option, you might decide to impart the message that failure is actually the grandfather of success. Or if you are trying to convince senior leaders to take a risk by supporting your project, you could convey that most companies are built on taking smart chances. First settle on your ultimate message; then you can figure out the best way to illustrate it.

Mine your experiences

BarriersThe best storytellers look to their own memories and life experiences for ways to illustrate their message. What events in your life make you believe in the idea you are trying to share? “Think of a moment in which your own failures led to success in your career, or a lesson that a parent or mentor imparted,” says Sachs. “Any of these things can be interesting emotional entry points to a story.” There may be a tendency not to want to share personal details at work, but anecdotes that illustrate struggle, failure, and barriers overcome are what make leaders appear authentic and accessible. “The key is to show your vulnerability,” says Morgan.

Don’t make yourself the hero

HeroThat said, don’t make yourself the star of your own story. “A story about your chauffeured car and having millions in stock options is not going to move your employees,” says Morgan. You can be a central figure, but the ultimate focus should be on people you know, lessons you’ve learned, or events you’ve witnessed. And whenever possible, you should endeavor to “make the audience or employees the hero,” says Morgan. It increases their engagement and willingness to buy in to your message. “One of the main reasons we listen to stories is to create a deeper belief in ourselves,” says Sachs. “But when the storyteller talks about how great they are, the audience shuts down.” The more you celebrate your own decisions, the less likely your audience will connect with you and your message.

Highlight a struggle

ConflictA story without a challenge simply isn’t very interesting. “Good storytellers understand that a story needs conflict,” says Morgan. Is there a competitor that needs to be bested? A market challenge that needs to be overcome? A change-resistant industry that needs to be transformed? Don’t be afraid to suggest the road ahead will be difficult. “We actually like to be told it’s going to be hard,” says Morgan. “Smart leaders tell employees, ‘This is going to be tough. But if we all pull together and hang in there, we’ll achieve something amazing in the end.’” A well-crafted story embedded with that kind of a rallying cry means “you don’t have to demand change or effort,” says Sachs. “People will become your partners in change,” because they want to be part of the journey.

Keep it simple

SimpleNot every story you tell has to be a surprising, edge-of-your-seat epic. Some of the most successful and memorable stories are relatively simple and straightforward. Don’t let needless details to detract from your core message. Work from the principle that “less is more.” One of the biggest mistakes you can make is “putting in too much detail of the wrong kind,” says Morgan. Don’t tell your audience what day of the week it was, for instance, or what shoes you were wearing if it doesn’t advance the story in an artful way. But transporting your audience with a few interesting, well-placed details — how you felt, the expression on a face, the humble beginnings of a now-great company — can help immerse your listeners and drive home your message.

Practice makes perfect

PracticeStorytelling is a “real art form” that requires repeated effort to get right, says Morgan. Practice with friends, loved ones, and trusted colleagues to hone your message into the most effective and efficient story. And remember that the rewards can be immense. “Stories are the original viral tool,” says Sachs. “Once you tell a very compelling story, the first thing someone does is think, ‘Who can I can tell this story to?’ So, for the extra three minutes you spend encoding a leadership communication in a story, you’re going to see returns that last for months and maybe even years.”

Principles to Remember

Do CheckmarkDo:

  • Consider your audience — choose a framework and details that will best resonate with your listeners.
  • Identify the moral or message your want to impart.
  • Find inspiration in your life experiences.

Do Not SignDon’t:

  • Assume you don’t have storytelling chops — we all have it in us to tell memorable stories.
  • Give yourself the starring role.
  • Overwhelm your story with unnecessary details.

 

 

1Case Study #1: Embed conflict to motivate and inspire

Josh Linkner was worried his employees were becoming complacent. Then the CEO of ePrize, a Detroit-based interactive promotions company, Linkner had seen his company become the dominant leader in the online promotions industry almost overnight. In the mid 2000s, “we had double and triple growth every year,” he says. “I became worried that we would start clinging to our previous success instead of forging new success, and that our creativity would decline.”

Greatness is often achieved in the face of adversity,” he says, “but we didn’t have a competitor to gun against.”

So he made up a fake nemesis. At an all-company meeting, he stood up and announced that there was a brash new competitor named Slither. “I told everyone they were bigger than us, faster than us, and more profitable,” he says. “Their investors had deeper pockets. Their footprint was better, and they were innovating at a pace I’d never seen.”

The story was greeted with chuckles around the room (it was obvious the company was a ruse), but the idea soon became embedded within ePrize’s culture. Executives kept reinforcing the Slither story with fake press releases about their competitor’s impressive quarterly earnings or infusions of capital, and soon the urge to best the imaginary rival began to drive improved performance.

“It inspired creativity,” Linkner says. “In brainstorming sessions, we used Slither as the foil. Instead of saying, ‘OK, guys, we have to reduce our production time. How are we going to do that?’ I would say, ‘The folks over at Slither just shaved two days out of their cycle time. How do you think they did it?’ The white boards filled with ideas.”

2Case Study #2: Anchor the story in your personal experiences 

Vince Molinaro, managing director of the leadership practice at Knightsbridge Human Capital Solutions, Canada’s biggest HR advisory, tells clients he knows exactly when his career direction snapped into focus. It was at his first job out of college, with an organization that helped needy individuals get back on their feet. Vince loved the mission but found the atmosphere uninspiring. “Everyone just went through the motions,” he says. “I remember thinking, ‘Is this it? Is this what working in the real world is like?’”

A senior manager named Zinta sensed that Vince wanted to have a bigger impact, and asked him to join several likeminded colleagues on a committee to make their workplace a more positive environment. They began to make subtle changes, and coworkers’ attitudes started to improve. “I saw firsthand how a single manager can change the culture of a place,” he says.

Then Zinta was diagnosed with aggressive lung cancer. In her absence, the office culture began to revert back. On a visit to see Zinta in the hospital, Vince told her about the disappointing turn of events. She surprised him with a confession: Since she had never smoked and had no history of cancer in her family, she was convinced that her disease was a direct function of putting up with a toxic work environment for so long.

Shortly after, Zinta sent Vince a letter telling him he would be faced with an important choice throughout his life. He could allow the negative attitudes of others to influence his behavior, or pursue professional goals because of the sense of personal accomplishment they offered. “In her time of need she reached out to me,” he says. “She was a mentor to me even though she didn’t need to be.”

Two weeks later, Zinta passed away. But the letter changed Vince’s life, inspiring him to leave his job and start his own consulting business devoted to helping people be better leaders. “I’ve seen the kind of climate and culture that a great leader can create,” he says. “For the last 25 years, I’ve tried to emulate that.” He still has Zinta’s letter.

When Vince first began sharing this story with his leadership clients, he was taken aback by their reaction. “There was a connection they had to me that was really surprising, he says. “It’s like they got me in ways that I wasn’t able to directly communicate.”

“It also gets them thinking about their own story and the leaders that have influenced them. In my case, it was a great leader. Sometimes it’s the really bad ones you learn a lot from.” Whatever the case, he says, the power comes from sharing your story with the people you lead so they better understand what motivates you.

Carolyn O'Hara2This post originally appeared in the July 30, 2014 issue of Harvard Business Review. I  thought it was so good that I re-posted it here on DyingWords.net. The author, Carolyn O’Hara, is a writer and editor based in New York City. She’s worked at The Week, PBS News Hour, and Foreign Policy.

Thanks, Carolyn!