Your Presentation is in Your Head

My friend told me that when she was growing up she would pass a dilapidated house on the road. As they drove by she would envision a white picket fence among other embellishments. She saw the house refurbished in her mind. Her family would make fun of her. When they passed the next fixer upper on the road they'd say "What do you see now?" This was before the house improvement shows and even before Martha Stewart was on the scene. My friend could see a beautiful presentation when nobody else could.

When you give a presentation, do you see yourself as that dilapidated house or do you see the beautiful finished product? Do you see yourself with limitations or do you see yourself as you can be?

People fear public speaking because they have limited vision.

They see an image of themselves as ineffective and the audience as the adversary that keeps them stuck. It's time to change the picture! Public speaking is a skill anyone can learn. I've coached C-level executives and I've coached 7th graders to succeed. Not everybody is a visionary like my friend. But everybody can benefit from a champion. Whether it's a coach, a friend, a support group, an internal advocate, reach out and borrow someone's positive vision of you. The secret to a knockout presentation is the vision in your head!

To learn how to Speak Confidently and Effectively check out my LinkedIn learning course. It ranked on the Top 20 Most Popular courses for 2 years.

To learn techniques to overcome fear of speaking, read chapter 3 of Knockout Presentations.

To work with me contact DiResta Communications, Inc.

3 Mistakes That Derail Your Elevator Speech

If you’re a networker you’re going to give an elevator speech. The name comes from the idea that if you got into an elevator and your ideal decision maker was there, you would have about 30 seconds to introduce yourself before arriving at the next floor. Too often business owners show up without preparing for a networking meeting. If you’ve ever scratched your head with confusion after hearing an introduction, that presenter was unprepared.  Three common elevator pitch mistakes are:

1.       Too long

2.       Not clear

3.       All about them

Nobody wants to listen to a person drone on for three minutes when there’s a roomful of people. Save that for one-on-one meetings and get to the point. Prepare a 15-second, 30-second- and one minute version. Then take your cue from the facilitator. Even more effective, is to have a one sentence elevator pitch. Some one-liners include: I help speakers book more business. I help companies sell more in less time. I work with people who want to start a business and grow a business.

If your message is unclear, you will not attract prospects. People won’t refer you and you won’t be memorable. Brevity enhances clarity. Don’t mention everything you do. Keep the message high level. Start with one stand alone sentence. Then add more details. Test it with people you don’t know and then ask them to explain what you do. You may be surprised by the feedback. An elevator speech is a presentation. As a public speaker, be clear, be brief and be listener-centered.

To learn how to Speak Confidently and Effectively check out my LinkedIn learning course. It ranked #5 on the Top 20 Most Popular courses.

To learn techniques to overcome fear of speaking, read chapter 3 of Knockout Presentations.

To work with me contact DiResta Communications, Inc.

#publicspeaking #elevatorspeech

The Missing Link in Presentations

Are you wondering why your audience isn’t excited? Or why they’re not sold on your ideas at meetings? Most presenters work hard to craft and deliver their sales presentations. So why don’t they get the results they desire?

They know the content backwards and forwards. They reveal what they think is great about their ideas or products. There’s no question they can’t answer. These presenters bring their A game with dynamic delivery. On the surface, it’s a good presentation. Yet, there’s no momentum. Too often public speakers think from their own point of view. 

These presenters forgot to connect the head and heart!

Consider these two acronyms. WIIFM and WSIC.

The first step is to answer the question, What’s In It For Me, meaning the audience. What’s important to them? It doesn’t matter if you have the most clever idea or the best product unless it meets their needs. And that’s where most presenters stop. The challenge is that you’re addressing needs but not tapping into why. WSIC means Why Should I Care? This is the dream or outcome of receiving those benefits. We’re talking about emotions. There is motion in the word emotion. The audience will take action when your message taps into their emotions.

It’s about connecting what they’ll gain with the impact of the benefits.

Benefit  (Head)                       Impact (Heart)

Save time                                More family events

Save money                           Buy the vacation property

Lose weight                            Look good and fit into your new clothes

Everybody wants to save time, money and be healthy. But their reasons may vary. Recall the last time you were excited about a purchase. Was your excitement about the product or how it made you feel? We’re more easily convinced by emotion than by logic but we need both.

A friend told a story about his trip to the car dealership. He was interested in a sports car. He loved the car but it came with a high price tag. The sales person told him to sit behind the wheel. He then said, “It makes you feel cool, doesn’t it?” My friend bought the car. He tapped into his emotions.

By translating what they’ll learn from you to why it’s important to them, you’ll connect the head and heart. And that is the missing link.

 Anybody can give a Knockout Presentation. Avoid these 6 mistakes and take your presentation from dull to dynamic!

My presentations, training , coaching and books are available virtually. It’s easy to find me to discuss your needs. Email diane@diresta.com. Subscribe to my youtube channel Or call: 917 803-8663

1 Likes Share

Stop Saying Um in 6 Steps

Clients ask me all the time, “How do I get rid of my ums? Why do they care? We all use a few ums. I certainly do. But when you consistently say um and ah it can have negative effects.

I heard an Ivy League professor give a lecture online. It was an interesting topic except that he continually punctuated his talk with um. I lost interest.

Here’s the negative impact of using too many ums.

Loss of credibility. The audience expects a credentialed speaker to be effective.  Too many ums can make a seasoned speaker sound like an amateur.

Loss of attention. People will listen for just so long before they get bored and tune out.

Loss of message. If the audience checks out mentally, your message doesn’t get through. They lose information and you lose influence.

The good news is you can change all that. You’re not sentenced to a life of vocal tics. Here is a roadmap for eliminating ums.

Awareness. Why do people keep repeating the same habits and patterns? Because they lack self awareness. Change happens once people hear themselves. When I echo back a non-word or filler, clients will ask “Did I just say um?” They don’t hear it!!! Record yourself and tally the number of ums in your 1 to 3 minute talk. Now you have a baseline.

Negative practice. Next, choose a topic and deliberately say a lot of ums. Why? The natural inclination is to avoid saying um and that creates more hesitations, stops and starts, and nervousness. Don’t resist. Say as many ums as you can.

Look for patterns.  Identify the types of fillers or nonwords you use. Is it  um, ah, you know, okay like, basically? Some people start every sentence with um. If that’s you, cancel the sentence. Stop, count to three and say it again without an um. Do you say um right before a difficult word? If that’s your pattern, during your rehearsal, substitute a simpler word

Master the pause. Practice the same topic but this time, stop and pause. Why is so hard to pause? Most people are afraid of silence. When you finish a sentence come to a complete stop and don’t say anything. Allow for a silence. Exaggerate the silence. It takes practice to tolerate silence. Don’t speak until you can start the next sentence without saying um. Remember, the power is in the pause.

Rehearse. After working with thousands of presenters, I’ve seen a decrease in ums after rehearsals. The more you practice and the more you know your message, the more fluent you’ll become.

Accountability. Changing behavior requires continual practice and monitoring. Find an accountability partner or hire a coach. They can tally the number of ums during your meetings and presentations.  Instead of guessing you’ll have real time data.

Slipping up with an occasional filler or nonword in your presentations will barely be noticeable. But if your audience starts counting them, that’s an issue. Practice these 6 steps and you’ll be fluent in no time. For more tips, read Knockout Presentations.

My presentations, training and coaching are available virtually. It’s easy to find me to discuss your needs. Email diane@diresta.com.   DM me at twitter @speakingpro. Or call: 917 803-8663

How to Deliver Bad News-Lessons from Marriott's CEO

It was a message that no CEO or business owner wants to deliver. Arne Sorenson, CEO of Marriott International, had to inform his employees of the impact that Corona virus would have on them and the company. He started out on the right foot with the title of the talk. It simply said, A Message from Arne. Not a Town Hall, not a Message from the CEO, but a message from Arne. He established a personal connection before he spoke his first word with his informal title.

Striking a serous tone, he began with a direct statement. “I”m here to give you an update on the effects of Covid-19 on our business and the steps we are taking to respond to it. Direct and to the point is the best way to deliver bad news. People are feeling anxious and want to know the topic and agenda of the talk. He also said “This is the most difficult video message we have ever pulled together.” The CEO established his humanity and authenticity with this statement. In other words, this would not be corporate speak.

Mr. Sorenson then injected some mild, appropriate humor to relax the audience. “Our team was a bit concerned about using video because of my new bald look. Let me say my bald look is exactly what we expected because of my medical treatments.” He acknowledged his changed appearance to assure people he was all right. Again, this humanized him as a leader and speaker and the personal reference created a connection with the audience. And he assured them that he was healthy and able to lead. He let it be known that he was focused on the Covid-19 crisis.

After establishing the purpose and establishing rapport, he delivered an excellent transition- “Now let’s talk about that crisis.” As a public speaker he got right to the point. He talked about how he felt, Next, he acknowledged the elephant in the room-his baldness and let people know he was ready to lead them through the crisis. Only then would the audience be ready to hear his strategy. He stayed away from abstractions and made the impact of the virus concrete. Effective leaders and public speakers create a picture for the audience and he did so with the next statement. “Covid 19 has had greater financial impact than 911 and the economic crisis combined.” He followed up with numbers. We’ve seen a 90% decrease in our business in China.”

He moved on to list the strategies and cost containment approaches that would occur, as well as the salary cuts he and his executive team would be taking. This decision demonstrated his leadership once again. He was not above the fray and would personally experience a temporary financial loss along with his employees.

Mr. Sorenson mentioned the positive signs of China’s recovery and once again relayed how it felt to give this news to valued employees. He talked about his eight years as CEO and the highs and lows of his tenure. There was a slight quiver in his voice as he was feeling the pain of this message. Mr. Sorenson assured his employees that “Together we can and we will overcome this and we’ll thrive once again.” And while he didn’t minimize the crisis, he ended with a message of hope and confidence. His entire speech was five minutes and 48 seconds. It was long enough to present the full picture and short enough to maintain attention. It was an exercise in executive presence. And that’s how to deliver bad news.