“We are in an age of unprecedented change, it’s a ‘revolutionary’ time to be alive! The question we need to be asking ourselves is - ‘Am I leading that change?’ I believe we all have a choice to step up into personal, professional and social leadership. We have a choice to become agents for change, amplifiers, thought leaders to upgrade our thinking and lead our very own revolutions.”

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Entries in public speaking (60)

Tuesday
Mar182014

Speak On

When preparing for a big audience presentation, there are several things that can be done to give your speech a bit of "wow".

Here are 3 ideas you can use:

  • Obsess about your message
  • Design a process for the speech
  • Create a conversation
Let me explain...
 

Obsess about your message  
Anyone can tell you about the person who impressed them on stage but broke all the rules. They didn’t move from the lectern, they didn’t have a modulated voice and they jingled keys in their pocket whilst they spoke. They broke all the rules! AND YET, they were totally compelling…. Why? It's because they had something to say that you wanted to hear. Do not get up to speak until you have first spent some time thinking. Obviously this is what THOUGHT LEADERS is all about. Forgive me for the plug but we know how to teach you how to do that better than anyone on the planet.

Design a process for the speech  
Once you are clear about WHAT you want to say then start thinking through HOW you will say it. Don’t think about techniques like where you will stand and how loud you will speak but rather "What is the emotional or story journey that the audience will travel along?" Make sure that at least every 7 minutes there is a major energy shift. Highs and lows, ups and downs, fast and slow.

Create a conversation  
The best public speakers make you feel like they wrote the speech just for you. The key to making this happen is to be in conversation with your audience. Three ways you can do this:

  • Interview a few people before you turn up to understand what they are going through and use these examples in your speech
  • Ask rhetorical questions that demonstrate an understanding of their world
  • Start you presentation in the room and walk into the audience throughout your presentation

Work harder on speaking better in public and take your message to a new level.

M@

Tuesday
Feb182014

5410x

When preparing for a recent keynote, I was thinking... "What five things can I do to be 10 times 'more betterer' for this presentation?"
 
This is what I came up with... 

1. Start with 'Why'
  • It's rude not to
  • You get more of what you want if you do
  • It’s what leaders do

2. Move around a bit

  • You are your message
  • Bring more of you to the stage
  • It’s live, so live it up!

3. Repeat yourself

  • Nobody is listening
  • They don’t care
  • You don’t matter

4. Draw a picture

  • Context is powerful
  • A picture is the ultimate frame 
  • Creates a Halo effect on rest of your material

5. Turn it up

  • Meet and match
  • We want to be inspired
  • If nothing changes, why did you bother?

 

Think about these five things when preparing for your next presentation to really amplify your speech, ten times over!

Tuesday
Sep032013

Complimentary Download | White Paper: Amplifiers eSampler

Amplifiers: The Power of Motivational Leadership to Inspire and Influence by Matt Church

Leaders today need to go ‘old-school’ – they need to get back to those original base actions of meeting, talking and inspiring the people around them. They need to get out from behind their strategy and bring leadership to life. 

In a media-dominated social-networked world, leaders can no longer lead from behind a desk or strategy. They need do much more than just make decisions; they need to inspire those around them to excellence and form the vital link between strategy and execution.

In Amplifiers, Australia’s foremost authority on Thought Leadership, Matt Church, explains how great leaders use the art and practice of motivational leadership to light the path to success and inspire others to take that journey with them. Amplifiers are the masters of maximising human potential and developing other great leaders.

According to Church, “motivational leadership is not a ‘nice to do’: it’s a necessity, and one that becomes increasingly needed as we move further into the technological age where we find ourselves time poor and information rich. We need leaders who can take this data deluge and provide meaning, engagement and relevance around all the stuff that matters.”

Using lessons from leaders as Julius Caesar, Winston Churchill, Bobby Kennedy, and Barack Obama, Church explains how great leaders use the art and practice of motivational leadership to light the path to success and inspire others to take that journey with them. Likewise, readers will also learn how successful companies such as Apple and Nike have discovered and profited from the power of motivational leadership. 

In Amplifiers, Church guides readers through the essential skills and strategies of motivational leadership, from effective communication frameworks and roles to proven guidance on choosing high-impact words when speaking to others.

Great leaders aren't born; they're made. For anyone who leads people, motivational leadership is the key to turning strategy into success.

Read Amplifiers and boost your leadership skills to a higher level.

M@

Tuesday
May072013

Amplifiers

Leaders today need to go “old school”. They need to get out from behind their strategy and bring leadership to life. They need to be able to make a difference personally. Their very role as leaders, the purpose of their existence, is to make a difference and the difference they make is one of amplification.

They need to be able to make more out of what is going on. They amplify the messages that matter, they amplify the commitment to getting things done, they amplify the positive mood in a culture and they amplify the results we get.

Amplifiers are those leaders who make a difference at all levels within a business, a community or a family.

The challenge is that being an Amplifier is a choice you make, more so than a promotion you get or a set of capabilities you develop.

We desperately need leaders who can lead. We need Amplifiers - those leaders who can reduce fear and replace it with confidence, reduce confusion and replace it with clarity, mobilising us all in pursuit of a better future. It's not a “nice to do”, it's a necessity, and one that becomes increasingly so as we move further into a technological age where we find ourselves time poor and information rich. We need leaders who can take this data deluge and provide meaning, engagement and relevance around all the stuff that matters.

Amplifiers are a new level in the leadership ladder, distinguishable from other levels by their ability to develop motivators and inspirers and not just be one themselves. In tech terms they are the new operating system. They take all the best bits of the previous five positive stages on the leadership ladder and add a final quality multiplication. They are not only motivating - they create motivators; they are not only inspiring - they inspire inspirers. They go from being the smartest and most inspiring in the room, and actually breed those qualities in others. As a result their effect is exponential. If one motivator can reach 150 people and an amplifier creates 150 motivators -  they then reach 22,500 people indirectly. They become 150n. They have exponential and immeasurable impacts on communities and businesses.

Learn how to use motivational leadership to get things done in and around you. Get really good at being an Amplifier, it's not just talk and you do make a difference! We need Amplifiers!

M@

Tuesday
Apr232013

15 Questions

When speaking in public, there are 15 questions in the minds of your audience members that need to be answered before you deliver the content of your message. These questions are often unconscious, but answering them in advance means that people are more receptive to what you have to say and more likely to remember what you said.


The first set of questions are all about making your message a priority:
1. Why this message? I read a piece recently that suggested that there are 3,500 books being written every day, and the question is not "How will I find time to read them all?", but rather, "Of those I choose to read, which ones are worth my attention?" Sharing information any other way is much the same; the audience gives me an hour of their time, so I had better give them something worth listening to. (IMPORTANCE)
2. Why this message now? Almost every audience you will address will feel that they have a lot on, and that all of it is all-important. This is something you need to navigate every time you are attempting to gather people's attention around your idea or cause. They must give it a sense of urgency! (URGENCY)
3. Why are you the person to tell me this message? This is where you begin to build credibility around who you are and your message. If you get a great response to your first two pieces around the message and the urgency of it, you can spend less time on the third credibility piece. (CREDIBILITY)

The second set of questions are all about positioning who you are and what you do:
4. Who are you? The critical thing whenever you talk about yourself is to do so humbly. Make sure you own your success but be quick to share how you have learnt from mistakes and failures. (DISCLOSURE)
5. What do you do? Think like an engineer as you talk through what it is you do and how you go about doing it. See if you can elevate others. State the fact that you are surrounded by some seriously smart technical cookies. Then proceed to explain how person X's genius allows you to get Y done better than others. (PROCESS)
6. Why should I care? You need to link what you know to what people want. If you can link how what you propose helps the audience get what they are in business for - people get that you are delivering a message just for them - that addresses their real work challenges. This makes you super relevant. (BENEFIT)

The third set of questions are all about knocking down barriers and subconscious objections:
7. What's wrong with you? At some time in your life you will be the odd one - maybe you are short, maybe you are bald, maybe you are white and the audience is not. Be careful that you don't come from insecurity when framing out a what’s-wrong-with-you concern. (PERSONAL)
8. What’s wrong with them? Think through your audience and see if they have a professional bias or some such. Eg. Engineers over specify things (like bridges so they don't fall down), accountants analyse things. Frame their bias in a complimentary way and position the disruption or change that is instructing your thinking. Ask for thoughts - then position your message. (AUDIENCE)
9. What's wrong with your message? If a message is hard to swallow or you know something might be poorly received it’s useful to get that elephant out the front of the room and name it. (MESSAGE)

The fourth set of questions switch the smart cookies on to your talk:
10. What's it like? This question is basically addressing the need for referencing. This helps people to see that you are not passing off ideas as your own. Quote others, hold up books, references, shared experiences and use analogies to start your conversation. (ABSTRACT)
11. What's it about? This is a question that positions your message into a primary overarching context. Basically pick a word that sums up what you want to discuss and share it at the outset. Then, what you want to do is build a memorable phrase that anchors that word in a way that's easy to recall. (EXISTENTIAL)
12. What's in it for me? The ‘me’ in this case may be 'my group' or 'my division' or 'my family' and it’s not an unreasonable question for someone to ask. Take time to get really clear what the pay off is for your desired audience. (INTRAPERSONAL)

The last three questions are about action and driving change:
13. What's your point? Make sure that your point is clear and well articulated. Your three or so great points nest under your primary context, (question 11) and make it real. (CLARITY)
14. How is it unique? Make sure you can explain how your idea is unique - look for a point of difference. (DIFFERENTIATION)
15. So what should I do? Our final frame is the action frame. Pick three, five or seven simple actions that people can take. Make them practical as well as conceptual. (PRESCRIPTION)

If the message you deliver is relevant, thorough, elegant and unique - then they just might act on it.

M@

Sunday
Mar172013

When you speak we are waiting for you to get to your point. 

When you speak we are waiting for you to get to your point. 

So get there faster, stay on it and don’t mess around with meandering message or little thought tributaries.

  1. Have an overarching context when you speak and use it as a filter for omission. Its never that you don't have enough to say but rather that you say too much that is not on point. A single word context helps.
  2. Remind  yourself and the audience often, what you are talking about and stay on task.
  3. Shut down the need to express your inner dialogue, you may think its cute to express that doubtful little voice when you speak but its actually self indulgent and distracting. So shush up the unnecessary comments that flash through your brain as a function of your nerves.
  4. Always realize that you have more than one speech in you so you don't have to share everything you know as if its your last lecture ever...think of having  series of talks not a singular talk and all shall be wonderful.
  5. Answer the ‘so what?’ question and people are more likely to get your point.

Stay on task, no one is listening, you don’t matter and no one cares...until you help them to! 

Stay on message!

Saturday
Nov242012

Speak to influence  

Great Leaders are Great Speakers.

Public speaking is a critical leadership tool. We invented a word to kind of make this point 'Speakership', its our strong belief that leaders who can't effectively communicate their vision are running with both legs shackled. 

Essentially its about two things, one is horizontal and one is vertical. 

The horizontal skill:

Great leaders can communicate to any team member regardless of their world view. They can communicate to the guy making ends meet through to the spiritual leader in their community. Being able to adapt a core message so that it has the flexibility of different world views is speakership. 

This is primarily about being able to shift the values filter through which your message is being communicated.

The vertical skill: 

Great leaders can adjust their message so that it appeals to all the different frames of reference. Some people engage with an idea when it is presented logically and in great detail, others would prefer to hear a message in its emotional form with strong attachment to the big picture.  

This is primarily about being able to prepare and deliver your messages so that they are full spectrum ideas. Complete and not half baked.

Great Leaders are Great Communicators.  

 

If you would like help deploying the speakership capability through your senior leadership team drop us a note, info@mattchurch.com.

 

Friday
Sep212012

Here is a webinar that helps people discover what their expertise is

Thursday
Sep132012

Divide and conquer  

If you want to create a more interactive presentation, use a simple 4 part segmenting tool like DISC with the room and the ‘Gang Belonging Effect’ will create a more social and responsive conversation. People who feel they belong are happy to take risks and share. Divide and conquer.

If you have a huge task you need to accomplish break it down into it’s component parts and get to work knocking off the stages. Next time your daunted by the mammoth task ahead of you its simply because you didn’t divide and conquer.

Finally, if you need to engage a community or enroll a list of people, break them down into segments and develop specific campaigns that engage these segments around what they care about.  It might be efficient to send one message to all people but its not likely to enroll them effectively. Segmenting lists is an example of divide and conquer.

Its an idea that’s as old as time but its really the key to making anything large project a reality.

 

 

 

 

Monday
Aug202012

Mantra Message for Speakers:

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