Most of us need training because: 

1. We are unaware.
2. We don’t do what we want, or know how, to do.
3. We don’t practice.

We are not aware of how we come across.  We have blind spots.  Blind areas.  Our education is incomplete.  We have not read the great books on the subject of effective speech.  We have not trained under masters of the art.   We need to expand our awareness.

Even when we know what we should do, or want to do, we don’t do it.  Doing it a new way is hard.  It takes time.  It feels weird.  We experience a drop in our abilities before we see a rise. 

We need a teacher, mentor, trainer, guru, or coach to keep a tab on us.  We need that coach to give us the right tools—the right suggestions—convince us that his or her ideas are the right ones, and then attend to us, patiently, until we are able to make use of the optimal techniques he or she is offering.

We need greater awareness of ourselves and of the inherited traditions of highly effective speech, and we need a chance to practice those techniques under the watchful eye of a coach. 

All top performers have coaches.  They used to be called Dutch Uncles—guys you went to for advice.  Now the uncles specialize in narrow little areas of life, and get paid for their knowledge and their ability to help you implement that knowledge.

You need Dutch Uncles and coaches because this stuff is important, it doesn’t come naturally, and it takes time and effort to make it real.

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.

I recently had the privilege of sitting through four investigator meetings, two in the United States and two in Europe. 

They comprised speaker after speaker with slide after slide.  Topics included the disease, the drug, the PK, the efficacy and safety, statistical modeling, and then the process by which patients were to be enrolled and cared for throughout the study.

Occasionally, at the end of a presentation, the speaker would ask multiple choice questions about the topic just covered, and the audience could select an answer using a remote control response device.  The percentage of correct answers ranged from a high of 70% to a low of 35%.

One of the key scientific presentations was delivered by a young doctor with a foreign accent, her hair in her face, and a specialty in another disease state.  She was hesitant, focused primarily on her notes, and unsuccessful in creating any excitement or passion for the long and arduous assignment the investigators had in front of them.

Another similar problem occurred with the presentation delivered by the statistician who had devised the null hypothesis and necessary endpoints for the study.  He had a severe foreign accent, spoke extremely quickly, and although he was appealing and expressive, was for the most part unintelligible.  I surveyed about five people after his talk and they all complained that they could not understand a word he said.

Some of the other speakers were quite effective, in that they stated their objective at the start, showed an agenda slide, and then marched the audience through a slide deck with varying degrees of energy, volume, and personality. 

Each meeting lasted two days, even though the investigators themselves only needed to be there for the first day, while their assistants did in fact need to be there for both days.

The sponsor is no doubt obliged to document that a meeting was held, and that thorough and precise instruction was given.  But might the sponsor accomplish more than checking the regulatory “tick box” and actually create real learning, while at the same time creating a strong attachment to their company within a community of influential doctors?

We all know that a process such as the one described above is not optimal for teaching adults how to do something.  Adults actually need to “do” what they are being asked to learn, in addition to listening to instruction and reading slides. 

Adults need to practice active problem solving, engage in role plays and case studies, and participate in debate.  Hands-on learning gets better results and better reviews.

It’s time to get creative with investigator meetings. 

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.

As I said in another recent blog on complexity, most knowledge workers have to find the signal within the noise.  In other words, we have to gather information, sift through it, and decide what is important and what is not, draw some conclusions, make recommendations, and defend them.
 
We often have to do this quickly, or late at night, or on top of other duties.  We need a method or a tool to help us think about complex issues, and organize our thoughts and words, so that we can get the work done, save time, look good, feel good, and have a life.
 
Here’s one way to approach the challenge.  After you’ve gathered your information, and contemplated it for a time, and you’re getting ready to put pen to paper, the first thing to do is craft the introduction.  And believe it or not the introduction should state the obvious so that everyone is on the same page when you begin.
 
Think about the broadest possible statement you could make to describe the situation you’re addressing.  Abraham Lincoln, contemplating the big picture before he had to give a pretty complicated speech, wrote, “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.”
 
That’s a 30,000 ft. view of the situation: 87 years of time and a continent’s worth of space in one sentence.   It’s obvious, but it sets the stage and makes everyone curious about where he’s going with his talk.  
 
Now that you’ve gotten them all on the same page, see if you can pinpoint the problem  that needs to be solved, or the opportunity that needs to be capitalized on.  Problems and opportunities are two things that get our attention, and excite the emotional part of our brains.  
 
Lincoln’s second sentence did just that.  “Now we are engaged in a great civil war,” he wrote.  You might not have such drama to report, but you should attempt to focus the mind of your listener/reader on a problem or opportunity that is meaningful to them.  Define the problem as you see it, but then go beyond problem definition to explore the possible negative consequences should the problem not be addressed.
 
Good.  Now you’ve set the stage, introduced the problem and brought to their minds the importance of the problem (or opportunity.)  Now you must ask the questions that need to be asked, and answered.  
 
The questions you ask will frame the body of your report or presentation.  You do not have to ask them overtly, or aloud, but you should always ask yourself, “What are the questions that my information answers?”  Usually, the questions you craft will be answered by one of the Six Brothers: Who, what, why, when, where or how.
 
If you’ve asked the right questions, and used the right words in asking them, then you are off to the races.  Answer the questions, and select the evidence you will mention in support of your ideas.
 
Lincoln asked the implied question, “What can we possibly say or do here to honor these men who gave their last full measure of devotion to our country?”  He answers that question by saying that there’s nothing we can say or do.  Instead, he asked this audience to re-dedicate themselves to “government of the people, by the people, for the people,” so that it will not perish from the earth.
 
Of course, since you are a professional knowledge worker, using PowerPoint, you will be more long-winded than our only “poet president.”  You may frame your presentation around a number of questions that require detailed responses lasting an hour or two, and well over one hundred PowerPoint slides.
 
Nevertheless, you can keep your audience on track by reminding them of where they are on the march of a hundred slides.  You can say, for instance, “Now that we’ve covered what to do in response to the law suit, let’s look at how we should execute the plan, and then who should be responsible for each phase.”
 
Finally, when you’ve gotten to the end of the last answer to your last question, you must remind them, readers and listeners, of the problem or opportunity that they have. Then you must remind them of the answers you have provided to the question, only use different words this time.  It makes them pay more attention.
 
Then urge them to do something: to take action, change their attitude, or take a first step. Lincoln asked his audience to re-dedicate themselves to the cause of our democratic system of government. People like strong leadership, and listeners like speakers who know what they want.  
 
Tell them what you want them to do, then remind them why they should do it, and/or what will happen if they don’t.   
 
Then bow and get ready to bask in the roar of your standing ovation.

Presenting for Results^SM Update:

We have scheduled our 2nd public seminar called Presenting for Results^SM. If you are so inclined, please join us on Nov 18 & 19, 2010, at the Upper Montclair Country Club in Clifton, NJ, which is on Rte. 3 East, just east of the Garden State Parkway.  The program is fun, eye-opening, highly experiential and beneficial to your confidence and career, and thus good for your company as well.  Or let somebody who could benefit know about the program. There is very limited enrollment to keep it practical and interactive.  Click here to learn more.

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.