Getting Real

We have become a society that values harsh truths and authenticity over comforting appearances. The opportunities created by the Internet and digital media have given us windows onto people and organizations that we did before. These windows make it easier to access and scrutinize all kinds of information. People can now find, opine about, or even fabricate “truths” online. More importantly, average people—your customers, employees, and peers—are always on the lookout for truth and authenticity, and, whether consciously or not, they’re running your words and your conduct through those filters.
 
There are two kinds of transparency: One deals with being open, honest, and forthright with information; the other means being open, honest, and forthright with feelings or reactions. Transparency calls for truth and authenticity in both cases. 
 

When you speak publicly, transparency applies to both your content and your delivery. Are you transparent in words and emotion? Do they match? What does your demeanor suggest about how authentic and trustworthy you are? Are you trying to spin the situation, are you holding back, or are you spilling it all out? And are you acknowledging your feelings? For example, would you say something like, “This situation is emotional for me, so bear with me while I get it all out” or “I wish I could say more, but I can’t at this time” or “I have tough news to share, but I’m going to try and put the best possible light on it so you see the bright side”?

You should. A show of transparency and authenticity builds credibility and trust in ways that are immeasurable.

[Excerpted from Jock Talk: 5 Communication Principles for Leaders as Exemplified by Legends of the Sports World, http://amzn.to/1vkcx]

The Thing About Transparency …

The thing about transparency is that it shows. Period. When you’re open and direct, it shows; when you’re obtuse or avoidant, it also shows.

The bottom line with transparency is this: If something is true and real and you’re thinking it, feeling it, or wanting it, then communicate it. When a batter squares to bunt, people know what’s coming. You might as well be the leader or speaker who also lets people know what’s coming. Be straight up with information as well as with your feelings and reactions.

[Excerpted from Jock Talk: 5 Communication Principles for Leaders as Exemplified by Legends of the Sports Worldhttp://amzn.to/1vkcxjz]

Audience-Centricity: Honor the Contract

When you get up to talk or take the microphone at an event, it is not, and should not, be all about you—not if you want to be effective, impressive, and memorable, that is. There is an unwritten, unspoken contract with your audience that you, the speaker, will entertain, enlighten, or energize them. Personal stories need to support a point. The time you take needs to be used to deliver something of value. An audience waits for something new, useful, beneficial, or fun. Audiences like to be acknowledged somehow. In order to deliver on any or all of this, you must prepare your remarks with your audience’s experience in mind. That is the essence of being audience-centric.

Audiences all have biases, self-interests, and expectations. They have a very basic “what’s in it for me?” thread running through their subconscious. They want something in exchange for their time and attention. As if that weren’t enough, they also don’t want to work hard. Unless you guide them and tell them where you’re taking them, they won’t make the connections and get there on their own. To make matters slightly more challenging, competition for people’s attention is tougher, and their devices—cell phones, laptops, tablets—are ubiquitous (although the presence of devices can also be a good thing, as increasingly people use them to take notes).

Finally, an audience sizes you up immediately and, within seconds, decides if you are worth their attention and engagement. There are studies showing that this happens in the first eight seconds. Think about that: In the first eight seconds, people decide whether to listen to you or not. This certainly puts some weight on how you open your talk.

All of this adds up to a tall order. It demands that you, the speaker, think about your audience more than just superficially. Your topic and your time allotment may be fixed, but your audience is a variable, and that should guide you in preparing what you deliver and how. The experience you give them will stay with them longer than any words or data you share.

Audience-Centricity is a Gift

Consider the word “present.” In communications coaching, I typically use it as a verb, but if you look at it as a noun, it’s present, as in gift. Think about audience-centricity as a gift to your audiences. As with birthday or holiday gifts, people love something they can use, enjoy, or learn from. You should plan to give a present every time you present! If you want to be that speaker who is memorable, then be extremely selective and targeted. Take a few extra minutes and identify a big idea, a “so what,” or a key takeaway for your audience, and then prioritize exactly what and how you’re going to present. Be audience-centric and don’t just present (v), deliver a present (n).

Slow it Down!

Slow it down, folks.

Take time to look at your audience, really see them (and gauge their engagement).

Take time to ask questions of your audience (and build rapport, gain understanding).

Talk to them, not at them.

Breathe, pause, relax. Seriously, breathe. Inhale. Exhale.

Be careful not to be so anxious to motor through your presentation and “just get through it” that you forget to connect with your audience and be yourself.

Just slow it down a little.