Like beauty, the difference between confidence and arrogance is a matter of perspective. It's important to know the difference, because customers love confidence, but punish an arrogant sales professional.
According to Dictionary.com, confidence is defined as "belief in oneself and one’s powers and abilities". Arrogance defined as "an offensive display of superiority or self-importance".
The key word is "self". If you're crowing about you or your product's superiority, and not mentioning the customer, odds are you're on the wrong side of that line.
When conducting conference calls, it's easy to wonder if anyone's at the other end of the line, or if they're all too busy checking email to really follow your point. Build "check-ins" into your presentation.
When putting your presentation together, build in opportunities to ask for feedback of some kind. It's important that you plan these interactions, because once you're busy presenting, it's tempting to put yourself on auto-pilot to finish your presentation.
By intentionally checking in with participants, you'll be able to judge your progress, keep their attention longer, and achieve better results.
I recently attended a memorial service for the mother of a friend. You don't usually think of a memorial service as an occasion for exercising presentation skills, but something happened there that impressed me. After the formal part of the service was over, members of the audience were invited to make remarks about my friend's late mother, whose name was Marybeth. One person stood up and talked about her for 10 minutes. A second person then stood up and talked for 15 minutes. I really can't remember what either of the first two people said. But a third person came forward, and I can remember his entire speech, for it was only nine words: "Marybeth was the adult we all hope to be."
The moment was electrifying, and at this somber occasion of a memorial service, the audience burst into spontaneous applause. Most of us can count ourselves fortunate if our presentation skills elicit polite applause when it’s expected. But we rarely inspire an audience to spontaneous, unexpected applause. I think that’s because we rarely speak as briefly as we might.
Did you see what I did there? I dramatized an important point with a brief narrative. In other words, I told a story. This is a technique we now include in Communispond’s Executive Presentation Skills® program. The images and emotions I tried to invoke are far more memorable than any number of jargon-laden charts. I tried to do for the concept of brevity what Marybeth’s friend did with the impact of her life on those around her: reduce it to its essence.
There are lots of principled reasons for being brief when exercising your presentation skills: respecting the time of your listeners, improving the efficiency of communication, increasing productivity in the workplace. But the real impact of brevity is in what it does for those who master it. It makes you memorable, it increases your impact, it clarifies and dramatizes what you are trying to say. And, as the case of Marybeth’s friend shows, it makes you stand out among those who haven’t been brief.
The French mathematician and philosopher Blaise Pascal is credited with the first expression of the famous aphorism about letter writing in 1657: “I have made this longer than usual because I have not had time to make it shorter.” But you can find the same quotation, or a variation of it, identified with Mark Twain, George Bernard Shaw, Voltaire, Johann Wolfgang von Goethe, Winston Churchill, Pliny the Younger, Cato, Cicero, Bill Clinton, and Benjamin Franklin. It is, in other words, such a powerful sentiment that people want to attribute it to anyone they admire.
Pascal’s quotation reminds us of what it takes to be brief: a lot of work. Just think how much effort Marybeth’s friend must have put into his nine-word speech. You can be certain his audience realized it and appreciated it. A new book by Joseph McCormack, Brief: Making a Bigger Impact by Saying Less, offers a program to making brevity second nature. I recommend it if you care about developing your presentation skills. The book is fairly brief.
The Roman poet Ovid had this to say: Take rest, a field that has been rested gives a beautiful crop.
This has two applications to sales people, depending on your situation:
- Give your clients a rest at some point. While you want to prospect every available opportunity, you don’t want to wear your best customers out or appear too needy
- Give yourself a break; exhausted sales people make mistakes.
Take a step back, get some rest and call them again tomorrow.
When you were a kid, did you ever tap out a song on the table with your fingers and have people guess what song you were tapping? Studies show that people guess the correct song less than 25% of the time, even when the tapper was convinced the song was the easiest thing imaginable. What accounted for the difference?
The tappers are singing the song in their heads as they tapped; they had critical information the listener didn't have. The beat made perfect sense. Without that information, it was just one note tapped out in 3/4 or 4/4 time.
Rehearse critical presentations with someone who doesn't know your subject matter as well as you, to ensure you're not leaving out critical information that will help them understand your message.
At Communispond, we train business professionals in effective communication, and we are always on the lookout for ways to improve your chances of persuasion. We ran across one last week, thanks to a blog posting at Influence at Work.
The posting led us to an article in Psychological Science. The article, "Staying the Course: The Option of Doing Nothing and Its Impact on Postchoice Persistence," by Rom Y. Schrift and Jeffrey R. Parker, reported on three experiments that showed people seem to be more thoroughly persuaded in a decision when the original choice includes the option of doing nothing. (Note: the link is to the journal’s table of contents; the article itself is behind a paywall.) This may have implications for effective communication.
The researchers were not investigating effective communication. They were investigating decision making, but I think we can apply their findings to many persuasion situations. In the first experiment, subjects were asked to find words in a word matrix. There were three groups of participants. The first group had the choice of finding the names of capital cities or the names of famous actors. The second group had the choice of finding the names of capital cities, the names of famous actors, or a third option – to not participate. The third group had the choice of finding the names of capital cities or the names of famous actors, plus a third, presumably more difficult, choice: the names of ballet dancers.
The researchers then logged the amount of time participants spent on the task. They found no difference in the time applied by the first group and the third group. But the second group, the one that had the option of not participating (which none of them chose, by the way), worked on the task for considerably longer. So the inclusion of a more difficult choice (i.e., the third group) made no difference in participants’ persistence, but the option to not participate at all did make a difference.
In the second experiment, there were also three groups. The first group had the choice between two tasks, the second group had the choice between two tasks with the additional choice of not participating, and the third group had the choice between two tasks, but before seeing the tasks, they were given the choice to opt in or opt out. The researchers found that the second group was more persistent, and they concluded that the option to not participate is effective in the presence of the other choices. When participants had the chance to opt out before making their choice, it made no difference.
A third experiment generated the same sort of finding. The researchers concluded that self-perception is a major force in determining persistence in a task. “The results suggest that persistence can be increased simply by introducing or highlighting the no-choice option,” wrote the authors.
What does this say about effective communication? The next time you are trying to make a sale or achieve persuasion, offer the other party three choices: choose this, choose that, or do nothing at all. This framework will not help them decide, but it will increase their commitment to whatever choice they make.
When sending radio messages to guided missiles and airplanes, engineers have to account for three kinds of signals—information, data, and noise. Failure to sort one from the other can mean disaster.
What's the difference?
- Information - instructions and other information relevant to the success of the flight
- Data - numbers and raw information without context that has to be translated before it's useful and turned into information
- Noise - electronic signals of no value or relevance to the flight, which can get in the way of clear interpretation of necessary signals
When you communicate with your customers, are you sending noise, data or information?
When you give the same presentation over and over, it's easy to speak too quickly for your audience, and not explain key concepts. After all, you know your material cold. Here’s an important warning: while you've given this presentation dozens of times, your audience is hearing it for the first time.
Keep your presentation fresh by slowing down, making a note of jargon or acronyms that will require explanation, and offer plenty of opportunities for questions. It’s all about the audience’s understanding, not yours.
At Communispond, we do executive coaching, and we are often called upon to coach people on the best way to deliver bad news. This coaching is usually done under intense pressure, because an organization’s leadership is faced with delivering this news, and they are concerned about how the news can affect the business.
If you are in a position of leadership in an organization, large or small, here’s the best advice I can give you delivering bad news: seek executive coaching and learn how to do it when you don’t have any bad news to deliver. That way, you’ll already know how to do it, and you won’t have to learn it under pressure. You’ll be able to focus your time on your strategy for delivering it (and we can help with that strategy, too).
While bad news usually comes upon you like a fire you need to put out, good news brings very little pressure. Consequently, most leaders don’t devote much effort to it, and that’s a shame. Good news can mean a great deal, in terms of organizational morale, stock price, and market expectations. But more than that, doing a good job of delivering good news will energize you. So consider executive coaching to learn how to deliver good news for maximum effect, and it will make your business more profitable, your employees happier and more productive, and yourself more positive and focused.
My first executive coaching tip for delivering good news is to ask yourself, “So what?” What seems to be self-evidently good news to you may not be to your audience. Take some time and figure out the implications for the people in the audience. What does the news mean, in concrete terms, for their wallets, their work lives, their families, their job satisfaction? In other words, find the benefit in your good news. Does it mean the people in the audience have a higher net worth than they had before the news? Does it mean they will be able to go home earlier every day? Does it strengthen their job security? Reduce distractions on the job? Figure out the benefits and lead with them.
My second executive coaching tip is be discriminating when you choose supporting data. Don’t assume that a more important message requires more data. Use only your best data. For the meaning of “best,” I refer you again to the first tip. Choose the data that most directly affects your audience.
My third executive coaching tip is give your audience a reason to care about the news. Appeal to their emotions, and let your own passion shine through. We often say that true leaders communicate with passion and enthusiasm, but what does that mean? Here's what an audience perceives as passion:
What they see
What they hear
In all our executive coaching, we point out that concentrating on data or the content of your message can drain concentration from your delivery of the message. Practice, practice, practice so that the content and media are second nature; then work on what the audience sees and hears to create the same passion in them that you feel. For advice in delivering good news (or bad news!), ask about our Executive Coaching. We have a great deal of experience in this, and we’ll help you maximize the impact of good news and minimize the impact of bad.
Before going on an important first sales call, ask yourself, "What has the customer heard about us?" Just as you've done research on-line before the call, so has your customer. A growing number of customers are checking you out before you even get there.
Before setting out to that first meeting, check the search engines (Yahoo, Google, and the like) and put in your company’s name. Look at the first two pages of results to see what they're likely to discover, including any press you may not know exists.
Remember that our customers have never been so educated; we need to keep up.