So what can we do in private to teach ourselves to slow down?

Here’s a presentation tip,  practice the following voice and speech training techniques every day:

Break your speech into breath-groups

A breath-group / is basically a phrase. /  For instance, / if I were to recite / the Gettysburg Address, / I would take a breath / at each of the following marks./

Four score and seven years ago / our fathers / brought forth / on this continent / a new nation, / conceived in liberty / and dedicated to the proposition / that all men / are created equal./

Start by whispering each phrase, and use up all your air on each phrase.  Take your time, (count at least to 3) when breathing in at the breath marks.

Don’t grab with the muscles of your throat when whispering.  Keep an open, relaxed throat so the air can stream out without any tension.

Honor every consonant

When whispering in short phrases, pronounce every syllable (every letter!) with care and love.  Lavish your attention on each little letter.   Hold the “n”s and the “m”s longer than you normally would.  If you whisper the word, “lavish,” you can stretch out the “L” the “V” and the “SH.”

Paying attention to each of the building blocks of speech will help you slow down, and will teach your tongue and lips to shape each and every element of the words you speak.

There are other voice and speech training techniques, but this is a good place to start.  Ten minutes a day is a good regimen and the beginning of your own public speaking course boot camp.   Mark a newspaper or magazine article into short phrases and whisper it, breathing at all the breath marks.

Let me know when you make progress, share the results of your next high stakes presentation, or call if you have any questions.

Sims Wyeth is an executive 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.

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You may be familiar with the data, which suggests that voice and body language carry much of the message spoken by a presenter, while the actual words used carry much less meaning.

I have spoken to Dr. Mehrabian, who is now retired and dealing in antique musical instruments.  He is powerless to do anything about this misunderstanding of the findings of his research. 

As a professor at Stanford, his research investigated how human beings communicate emotion.  His data do not suggest that the fine distinctions needed for strategic plans, legal arguments or scientific presentations are communicated predominately by voice tone and body language.

His data do suggest that humans communicate emotion primarily through tone of voice and body language, which confirms intuition and/or common sense.   They do not suggest that the entire meaning of your careful and thoroughly prepared presentation is carried by your voice and body. 

 How you feel about your content is important, but it’s not the whole story.  Of course your delivery is important, but it is in service to ideas made of words that delivery earns its value.

Sims Wyeth is an executive 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.

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Instead his answer was “investigation”—knowing the facts of your case up and down, forward and backward.

The same holds true for a successful speech or presentation.  The key is research: knowing everything about your audience, about the place where the remarks will be delivered, about everything that has led up to the planning of the event, and then tailoring a speech to those facts.

In his new book Speech*Less, Matt Latimer, a presidential speechwriter, tells the story of how he prepared a speech for President Bush to deliver on National Adoption Day.

The first thing I did [as a speech writer] was consider the audience.  I pictured the president standing before a large group of adoptive parents and their kids.  I thought about the portraits of presidents that people would see just outside the East Room, including a portrait of an adopted son named Gerald R. Ford and another of an adoptive father named Ronald Reagan.

And then I thought of the large pictures of George Washington that would be just to the president’s left as he spoke.  George Washington had been an adoptive father too, raising two children who weren’t his by birth.  (They were the children of his wife, Martha.)

Searching the internet, I found a letter that Washington wrote to his stepson while he was in college, complaining about his lack of attention to his studies.  (I had our researchers verify its existence.)  This led to a perfect joke for President Bush.  After reading the excerpt to the audience, the president said, “Come to think of it, my dad once said the same thing to me.”

I noted that Thanksgiving was approaching and so many new adoptive parents and children, including those in that room, would have the blessing of celebrating it together as a family for the first time.  That thought made people cry.  The president teared up.  Even Mrs. Bush, who usually stood motionless while the president delivered his speeches, took an interest.  She leaned forward and stole glances at the president’s note card, as if to see how this was happening. 

When writing a speech, or in working with a speech writer, spend plenty of time thinking about the occasion, the audience, the location, and anything else that might give you an “in” with the audience.

Do plenty of research, on line or in a library.  Ask your speech writer to do the same.  Knowing the facts makes your speech more original and gives you confidence.  And that feeling can make your delivery livelier, and your audience more engaged.

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.

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They got along just fine.

The remark points to the essential challenge of speech writing: it needs to be done in the voice of the speaker. 

This is important because the speaker will be more effective if the text of the speech is aligned, in style and substance, with the way he thinks and talks.

There are great speakers who can read anything from a page or a teleprompter and make it sound like them.  President Obama is good at this, as was President Reagan.

In fact, anyone continuously in front of crowds develops a knack for reading text. 

But most of us are not up at the lectern every day, and so we need a speech writer who has the ability to collaborate with us—who has a good ear for our speech patterns, and can get our thoughts into the right words.

A collaboration with a speech writer should begin with your thoughts about what you want to say and what you want your audience to think, feel, and do after hearing your speech. 

Your speech writer should also explore with you the problem that you are trying to solve for your audience.  Audiences like it when your speech is all about how they can solve a problem or capitalize on an opportunity.

Audiences like speeches that are short, humorous, and generously sprinkled with stories.  But make sure that the humor is your own, not offensive, and takes a back seat to the point you want to make.

Similarly, the stories in the speech should be your own.  A good speech writer should spend time with you talking about your life experience and pull some stories out of your memory.  Of course, if your speech writer offers you a story that you can make your own, use it.  Just make sure you practice enough so that it feels natural.

For some of us, the chance to speak is rare, and so it leads us to want to say everything.  Your speech writer should be firm.  You can only say a few things to an audience before they get dazed and confused.

Make sure your speech writer doesn’t use any big words that are undeliverable.  Undeliverable is one such word.  So is indomitable, which can come out as “indominabubble.”

William Safire, the great speech writer for President Nixon and columnist for the New York Times, was once asked for a synonym for indomitable and gave indefatigable.  He was fired on the spot when someone nearby suggested steadfast.  Safire says in retrospect that he now sees he was intransigent.

In plain language, your speaking style should never be fancier than you are.

Above all, when you deliver your speech that someone has helped you prepare, you must feel comfortable with it and sound natural.   The pleasure of listening to a good speech depends on the connections that can exist between the elements of the occasion.

First, there is the speaker and the speech.  They need to connect. 

Then, there is the speaker and the audience.  The speech should help the speaker create that connection, and not get in the way.

And within the speech, your own thought should connect with the writer’s language deployed to express it. 

Finally, the speaker needs to connect with his own feelings, and rehearse enough so he can bring to the occasion, with his voice, gestures, and the vivid words of his speech writer, a full-throated belief in what he is saying.

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.

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Presence is a powerful commodity, one that leaders, entertainers, and influencers of all types would like to have.  In fact, anyone who wants to be persuasive on the job or in social settings covets it.

Three questions.  First, admitting that it’s hard to define, can we sketch in its elements? Second, can we cultivate it? And if so, how?

What are the elements of presence?

Let’s start with what it’s not.  It’s not beauty or physical attractiveness.  There are lots of Barbies and Kens who look perfect and lack presence.

It’s not intelligence.  The socially inept genius is a cliché. 

It’s not talent, because some creative people are dull in person but vivid and electric in their work.

So what is it?  Here’s my attempt to describe it. Presence is confidence, composure, and responsiveness.  It is the capacity to communicate with others in an emotional, intellectual, and expressive manner.

Can presence be cultivated?

I believe it can be developed through deliberate practice, which is a term that has emerged over the last few years to describe how average people achieve extraordinary results.

Actors, singers, dancers, figure skaters and speakers all try to cultivate it. It’s part of their job.  For some, it’s a performance, for others it comes naturally.

Presence could include posture and a self-possessed quality of movement.  It could include an appealing voice, a sense of humor, the capacity for intimacy, and the ability to respond to the signals you pick up from others.

Presence can also derive from the perception that you don’t care whether people like you or not.  Since we are deeply social creatures, a person willing to walk away from the herd tends to get attention.

How can we cultivate presence?

Be curious.  Endlessly curious.  Be a good listener.  Ask a lot of questions.  Sit up straight.  Be expressive when listening.  Acknowledge what the other person has said so that they feel heard and recognized. 

Dress in order to dignify your encounters with others.  Have convictions and express them with care for the views of others.  Develop your voice so that it is resonant and musical.

Explain your point of view knowing what history and science have to say about organizing your thoughts for maximum persuasiveness.  Take such an interest in your audience that you care more about their understanding than you do about the outcomes. 

This is an important point.  If you have an objective you want to achieve, others sense it, and feel that you are talking at them, not with them or to them.  You have to start where they are, and lead them from that spot toward the spot on which you would like them to stand.

In other words, you must be highly empathetic, highly assertive and highly expressive.  None of us bats 1000 on all three, but presence is a journey not a destination.

It will come and go depending on the circumstances.  For some of us who are shy, or young, and surrounded by those with more power and experience, we will have to fake it ‘til we make it.

But the best way to change behavior is to practice changing behavior.  We can behave in a manner that is outside our comfort zone for short periods of time, and when we repeat those short periods for lengthier periods, we begin to find a new way of being.

And that can serve us well.

Sims Wyeth is a speech coach in Montclair, NJ specializing in presentation skills andpublic 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.

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Jonathan Lehrer is a Rhodes Scholar out of Columbia University, an editor at large for the science-focused Seed Magazine and the author of Proust was a Neuroscientist.  He has written for numerous publications, including his blogs at The Frontal Cortex and at his own website.    His new book is How we Decide. 

Lehrer says he is pathologically indecisive.  “It’s not uncommon for me to spend 20 minutes in the in the cereal aisle deciding between Honey Nut Cheerios and Apple Cinnamon Cheerios.”

He speaks about the assumption that human beings are rational creatures and that the “bad guys” in decision-making are the emotions. 

Apparently, when the decision is a complex one, it’s best to absorb as much information as possible and then let it seep into your unconscious for a period of time. Your intuition may be your best bet in a complicated situation.

Lehrer references case studies of people with damage to the emotional centers of their brains who become unable to make even trivial decisions.

“Rationality without emotion is a disease,” he says.

As speakers who seek to win the assent of our audiences, whether we’re in sales or leadership, research or product management,  Lehrer provides further proof that the ancient Greeks were right:  we need both intellectual and emotional appeal when trying to persuade our listeners.

Sims Wyeth is a private speech coach in Montclair, NJ specializing in executive speech coaching 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.

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Asked to describe a presentation, we would say, “It’s somebody standing in front of a room with a screen behind her, where she’s showing visuals to explain something to the audience.”

So what’s the difference? 

First, the similarities are pretty obvious.  Both involve one person talking to a group of people.  The people listening are sitting down, facing the speaker, and passively listening.  The person speaking is working hard to say something to the listeners, and has probably worked hard to prepare her thoughts and materials.

The first difference is that we don’t see visuals in a speech.  The speaker strives to paint a picture in the mind of the audience, but he’s doing it with words, not with images on a screen.

The next difference is the degree of formality.  Speeches are more formal than presentations.  They date back to 500 BCE and maybe even further, beyond our historical record.  Great speeches have rocked the world.  They are about (or should be) about big ideas, values, and concerns. 

Presentations are more informal than speeches.  We associate them with more technical, mundane circumstances.  They have their roots in education, the military, and the practical trades, such as building and engineering.  They tend to be about facts and figures.

Speeches are given to larger crowds, and therefore must to appeal to the emotions.  The larger the crowd, the less complex the material should be.

Presentations are generally given to smaller groups, and therefore can be more detail-oriented.  The smaller group should always be given a chance to discuss the material, ask questions, and engage with the speaker.  This is not possible when thousands are listening to a speech.

Speeches are made in suits and tuxedos,  presentations in shirtsleeves and slacks.   Speeches require broad vision, whereas presentations often require a deep, narrow focus.

Speeches can be made to persuade or entertain, but not to inform.  Presentations can do all three — inform, persuade, and entertain.  Occasionally, someone gives a presentation that accomplishes all those goals simultaneously. 

Just because you’re good at one, it doesn’t mean you’re good at the other.   Speechmaking is a different muscle, requiring development.   Likewise the informality and accessiblity of  presenting can be hard for those accustomed to the lectern and the teleprompter.

CEOs and thought leaders give speeches.  Managers and technical experts give presentations.  Of course this is an oversimplification, but it evokes the distinction I’m making. 

Someone once said ( I forget who) that the only reason to give a speech is to change the world.  That’s a tall order, requiring the speaker to ratchet up her degreee of intention. 

Presentations require clear thinking and organization, but do not often demand that the speaker light the world on fire–just throw a little light on the subject at hand.

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He speaks effectively to his peers and his direct reports, but said that he has trouble organizing his thoughts when speaking to his boss’s  bosses.

I did not meet him in person, and did not try to figure out what was bothering him over the phone.  I suggested he shop around.  But I am curious.  What’s going on and what can he do about it?

What’s Going On?

Let’s speculate.

1. He’s projecting an image of harsh,  judgmental authority onto the senior leaders, which is causing him to tense up with anxiety.
2. He knows that some senior leaders have a reputation for being tough on presenters–they may use presentations as a stress test for “separating the men from the boys.”
3. He is not taking possession of his own strengths and feels like a child standing before angry parents–in a word, powerless.
4. He knows he is comfortable talking about his accounts, but lacks the ability to speak in broader terms about long-range strategic issues.
5. He can speak about his accounts, but worries about the Q&A.
6. He simply hasn’t spoken to them often enough to get comfortable in their presence.
7. He’s over-reacting.  Everyone is nervous speaking to senior leadership.  There’s much at stake.

What Can He Do about It?

1. First of all, get a basic check-up on his presentation skills–how to organize his information to appeal to his audience, and how to project himself effectively.
2. Rehearse his presentation with simulated real-world pressure.  This means getting people to sit and listen to him stumble through his first efforts.
3. Rehearse enough so that he transfers his knowledge and delivery skills from his cerebral cortex (which is good at learning new stuff) to his cerebellum (which is good at orchestrating lightning fast physical and mental tasks.)
4. Get some support from his immediate boss.  If the company believes in him, they should help him break through this challenge.
5. Get to know some of the senior leaders.  This could be difficult, but who knows what would happen if he called up one or two of them and asked them for some career guidance on how to make the presentation most useful to them.  They might see it as enterprising and thoughtful. 
6. Do some visualizing of the senior leaders as normal, fun-loving folks–people who have his best interests at heart, and who want to see him succeed.
7. Develop his self-esteem and confidence.  Read this article on bnet.com for some insights on how to do this.

It’s hard for many of us to step in front of an unfamiliar audience that we imagine knows more than we do, has more money and education than we do, more power, and in fact, could make or break us (or at least it feels that way.)

This guy was up-front and honest with me, and I respect him for that.  He’s out there trying to solve his problem–to take his skills to another level.  Actually, this is one of those instances when the word “skill” may not be the right word.  This might be more about personal growth.

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According to Wyeth, “Obama is a master at grabbing and keeping his audience’s attention, which is the number one goal of any public speaker. “  In a recent article published by Sims Wyeth, Wyeth offers public speakers five key lessons from Obama’s rhetorical playbook, and tips to master his style. 

Sims Wyeth helps individuals and companies succeed by providing tools and training on the principles and practices of effective, persuasive communication – those approaches that have been proven to work across history and cultures.  His work is not only a collection of do’s and don’ts; his knowledge and teaching is based on the science and psychology of how audiences absorb information.

Sims Wyeth & Co. offers customized presentation skills and public speaking seminars, as well as executive speech coaching. Sims assists high stakes presenters with speech writing, effective use of PowerPoint, presenting data, increasing sales, relating to diverse or difficult audiences, improving personal style, confidence, and image.

 ”The greats all learn from other greats,” says Wyeth, “so don’t hesitate to study Obama’s repertoire, and use what you can to improve your own public speaking.”

To read the article, go to http://www.bnet.com/2403-13074_23-290100.html?tag=homeCar

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The squirrels were tame, and stood on their hind legs begging with their front paws hanging in front of their chests.

I see speakers with squirrel paws—limp-wristed hands devoid of life—and no matter how bright the speaker, I am not impressed.

A squirrel-paw speaker doesn’t look like a person who can get anything done.

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