When she was a year old, I held my daughter Georgia at the closed window of our 30th floor New York City apartment so we could look out over Times Square.

Across the street, stretching the full length of a 40-floor building, was a painting of Dwight Gooden, the ace Met’s pitcher, coiled in his wind-up with his eyes staring straight at us from under his cap.

I had the habit of asking Georgia, “Is it a cloudy day or a sunny day?”  Soon enough, however, it got more complicated, and our conversation evolved.  In other words, sometimes it was not all cloudy or all sunny.  Sometimes, it was both.

So it is with effective communication.  Not in terms of sun and clouds, but in terms of assertiveness and empathy.  We need both—the will to assert and the sensibility to speak into the listeners’ capacity to hear. 

We do the audience a service to be assertive because we give them something to push against, to poke holes in, and thus create a dialogue between our experience and theirs. 

And we do ourselves a service to understand their capacity to listen—to see the world as they see it—so that we can clothe our assertions in terms that will help them see more clearly the validity of our view. 

Some of us lack empathy and find it hard to comprehend what the audience is able to hear. 

And some of us lack assertiveness and find it hard to engage constructively in intellectual combat. 

But those who can do both earn the respect and trust of followers and opponents alike.  We call these people leaders, movers and shakers, high potentials, charismatics, persuaders, influencers, top guns, visionaries, sales stars. 

My daughter and I thought Dwight Gooden was staring at us, but in reality he was staring at the catcher’s mitt, trying to hurl his pitch where the catcher could catch it.

Sims Wyeth is a speech coach in Montclair, NJ specializing in presentation skills and public speaking training in order to give accomplished people the knowledge and skill they need to become accomplished speakers. Learn more public speaking tips at www.SimsWyeth.com.

Suppose you work for a large pharma company that historically makes its profits from blockbuster primary care products, and you work in oncology.

When you present your plans to the senior people, it’s evident that they don’t understand your specialty, and what’s worse, they don’t seem to care.

They grew up in the company selling the old stuff. They still have their eyes on the big prize–the next big thing–and they hardly notice what’s going on in the more remote corners of the company.

How can you get them to pay attention, take an interest, and develop an understanding of the complexities and importance of the oncology market?

More selfishly, how can you preserve and grow the franchise within the company?

1. Develop a demographic and psychographic understanding of senior management. Who are they? What do they think and do now? And why do they think and do as they do?

2. Define your goals. Where do you want them to be when your campaign is over? Don’t assume you’re going to convert them to a drastically different point of view. Can you “de-activate” some of their attitudes and beliefs? Can you educate them? Can you raise the shadow of a doubt in their minds that they may be missing something?

3. Develop sticky messages. Sticky messages are messages that are simple, emotional, and filled with surprising specifics. They are also vivid–they paint pictures in the mind of the listener, and they most often come in the form of stories.

4. Develop your proof statements. Make sure that any claims you make about the value of the oncology franchise are credible.

5. And finally, seek out opportunities to get your points across in a powerful manner.

Presenting is the number one tool of influence and persuasion, because when you get people in one room at one time to think about one thing, you have the greatest chance you’ll ever get to change their minds and move them to action.

David slew Goliath, and small pharma franchises can earn the attention and respect large enterprises with the right combination of messaging and personal impact.