Reason makes us think, but emotion makes us act.  So how can we build emotional arguments into our presentations?

When we consult Maslow’s Theory, we learn that people have a hierarchy of needs.  At the bottom of the pyramid are physiological needs—the need for air, water, food and excretion.  Most business arguments cannot invoke these as rewards for compliance, or as punishments to be feared if the listener fails to do what the speaker suggests.

Next up on the list are the emotional needs for safety. These include the needs for security of body, employment, and property.  Politicians often claim that certain ideas, programs or “isms” threaten our security.  Healthcare companies appeal to our deep need for well-being.  And business arguments can invoke the loss (and the possible increase) of employment security as emotional reasons to endorse a particular initiative.

The need for love in the business world is the need for social connections and a sense of belonging.  Since we spend more hours with our colleagues at work than we do with our families, this need provides a strong lever for a business speaker seeking to sway an audience.

The workplace is even more significant for us as a forum in which we can earn distinction and status.  Our need for esteem is profound, both self-esteem and the need to be respected and acknowledged by our peers.  It is often said that pay is not the greatest motivator.  The greatest motivator is recognition and acknowledgement.

If we are lucky enough to satisfy all the needs mentioned above, then we will work for self-actualization. This will include our desire to make a difference, to develop our deepest human abilities for feeling, imagination, caring, and spontaneity.  It seems that Apple Computer and Google have marketed themselves as employers where self-actualization is possible—where creativity and “changing the world” are part of the business culture.

All persuasive arguments have an emotional component.   But it requires a deft touch.  If you overplay your point, you lose credibility.  Subtlety and indirectness are essential.

For instance, you cannot say,  “You are a small and vulnerable outsider dealing with a vast, deceptive insurance industry.  Work with us.  We’re friendly.”

Much better to hire a little talking gecko with an Australian accent and get him to personify your company.  He’ll reduce your audience’s anxiety, and build customer loyalty, even while he’s making a simple rational argument that he can save you money.

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.

Henry Higgins was right.  The moment we open our mouths to speak, people judge us.  If we have New York accents, we get stereotyped.  If we speak with a southern drawl, same thing, different stereotype.  And if we speak like a professor, I would bet that many people avoid us like the plague.

Of course, we can overcome these stereotypes with the positive qualities of our character.  We can sound like Tony Soprano and act like Mr. Rogers.  But the lingering effect of the stereotype remains.

In our practice at Sims Wyeth & Co.  we are asked to improve the voice and speech of employees whose are having trouble being heard.  This takes several different forms.

First, there are those who have difficulty getting to the point.  This is most likely a thinking problem and a habit with obscure roots, not a voice and speech problem.

Then there are those who speak English as a second language.  We are a country of immigrants, but when 12 individuals in one department come from 10 different countries, there are many accents and many sets of ears trying to listen to many different pronunciations of English.  If the conversations are crucial to strategic business issues, it’s a problem.

Then we have some good old American mumblers.  These people need to learn how to use their articulators.

And then there are fast talkers, slow talkers, close talkers, soft talkers, and too-loud talkers.  And up-talkers, nose-talkers, and talkers who sound like they have marbles in their mouths.

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.

Browsing the web recently, I ran into a video teaching the purpose and structure of 3-minute elevator speeches.

The advice was sound for structuring a formal talk, but I couldn’t conceive of an elevator speech lasting three minutes.

I could see an elevator dialogue being three minutes long, but not an elevator speech!

Three minutes in an elevator listening to someone trying to sell me on her business sounds like an eternity.  Three minutes at the water cooler would be half an eternity. And three minutes at a networking event would be long enough to make me look for the guy passing the little crab cakes. 

We all recognize the increasing value of brevity and concision, but three minutes does not feel brief and concise in an elevator, or any other social or public setting.  

I recommend an elevator dialogue that starts with an elevator question.

How about this for a starter after you’ve rubbed elbows with (and introduced yourself to) a VP of Marketing.  You ask each other questions, he finds out you’re an expert in the principles and practices of persuasion, and then you ask him if you can give him your value proposition.

“How long is it?” he’s bound to ask.  If you say three minutes, you’re dead in the water. 

You say, “Short,” and begin. 

“What is the value of your Brand Directors being able to make their plans clear and exciting to the organization?”

The answer should be, ” Uh…that’s important.”

You say, “Why is it important?”

And he says, “Because it saves time and money, reduces indecision, and gets the whole machine humming — it improves the vitality and energy of corporate life.”

Then you ask, “How are your Brand Director’s doing?”

He says, “Okay.”

“What if they were doing great?  What if you could take time and cost out of the marketing process, and at the same time electrify the brand teams?”

He might look at you a little skeptically at that point, but admire you for your enthusiasm.

“I’m not sure that’s possible,” he might say.

And you, taking the bull by the horns, say, “Listen.  Every day, information is sneaking off to make babies with other information.  The world is overrun with information, and it’s only getting worse.  The most valuable thing on this planet is a person who can create a sense of clarity and alignment out of the tsunami of information that demands our attention.  The ability to communicate well is a hard corporate asset masquerading as a soft skill.  It’s the ultimate competitive weapon.  And that weapon can only be developed through training.”

He looks at you, and says, “You really believe this, don’t you?”

You say, “Yes, I do.  I’d like to schedule an appointment with you to show you how my company can save you time, money, and frustration, and give you the one competitive advantage that is hard to replicate overnight.”

And more than likely, he’ll say, “Okay, give my assistant a call and get it on the books.”

How long was that?  A minute and 10 seconds.  And it wasn’t a monologue.  Yes, it had a speechy part, but it was based on asking questions, listening, and asking follow up questions.  And only once, when he tried to dismiss the argument, did you get on your high horse and get salesy. 

The world has hype-fatigue.  Engage in dialogue.  Don’t make speeches in elevators.