Intimidation, fear, anger, distrust . . . those emotions described state of his audience and, in truth, state of business.

The CEO gave a Leadership Talk that spoke to and answered needs of those emotions, a talk based on single idea that he was a person that they could trust.

That Leadership Talk marked beginning of a turnaround for that company.

The lesson: Analyze and speak to emotion of a situation, and you can become a dramatically more effective leader.

Make that analysis happen this way: * Know difference between a presentation/speech and Leadership Talk then view every speaking situation you encounter as either a presentation/speech situation or a Leadership Talk situation. * Know that you rarely give presentation/speeches and that The Leadership Talk should be your primary leadership communication tool.

* Analyze emotions of your audience by asking what they feel at time you speak, what they fear, what angers them, what inspires them.

* Structure your talk around emotional-talking points. For instance, list three things that angers your audience. Make those things main headings of your talk.

* Speak to them about their emotions. Tell them, for instance, that you realize they are angry and what they are angry about. Tell them what you realize they are feeling.

Speak thus, and you are revealed in powerful motivational ways. Furthermore, they are revealed to themselves.

These revelations can create strong bonds between speakers and audiences.

Understand speaking situation in terms of its emotional content, and you understand that situation in new ways. Understand it in new ways and you speak in new ways. And when you speak in new ways, your audience acts in new ways.

2004 © The Filson Leadership Group, Inc. All rights reserved.