DUMP YOUR SPEECHES FOR LEADERSHIP TALKS!

Written by Brent Filson


Continued from page 1

Intimidation, fear, anger, distrust . . . those emotions describedrepparttar state of his audience and, in truth,repparttar 107958 state ofrepparttar 107959 business.

The CEO gave a Leadership Talk that spoke to and answeredrepparttar 107960 needs of those emotions, a talk based onrepparttar 107961 single idea that he was a person that they could trust.

That Leadership Talk markedrepparttar 107962 beginning of a turnaround for that company.

The lesson: Analyze and speak torepparttar 107963 emotion of a situation, and you can become a dramatically more effective leader.

Make that analysis happen this way: * Knowrepparttar 107964 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.

* Analyzerepparttar 107965 emotions of your audience by asking what they feel atrepparttar 107966 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 thingsrepparttar 107967 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.

Understandrepparttar 107968 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.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com


Turn Your Speech Into A Leadership Talk

Written by Brent Filson


Continued from page 1

Here's a few thoughts onrepparttar third method. Generally speaking, humans learn in two ways: by acquiring intellectual understanding and through experience. In our schooling,repparttar 107957 former predominates, but it isrepparttar 107958 latter which is most powerful in terms of inducing a deep sharing of emotions and ideas; for our experiences, which can be life's teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling. Was it your book learning or your experiences, your interactions with teachers and students, that you remember most? In most cases, your experiences maderepparttar 107959 most telling impressions upon you.

To transfer your motivation to others, use what I call my "defining moment" technique, which I describe fully in my book, DEFINING MOMENT: MOTIVATING PEOPLE TO TAKE ACTION.

In brief,repparttar 107960 technique is this: Put into sharp focus a particular experience of yours then communicate that focused experience torepparttar 107961 people by describingrepparttar 107962 physical facts that gave yourepparttar 107963 emotion.

Now, here'srepparttar 107964 secret torepparttar 107965 defining moment. That experience of yours must provide a lesson and that lesson is a solution torepparttar 107966 needs ofrepparttar 107967 people. Otherwise, they'll think you're just talking about yourself.

Forrepparttar 107968 defining moment to work (i.e., for it to transfer your motivation to them),repparttar 107969 experience must be about them. The experience happened to you, of course. But that experience becomes their experience whenrepparttar 107970 lesson it communicates is a solution to their needs.

(3) CAN YOU HAVE THE AUDIENCE TAKE RIGHT ACTION? Results don't happen unless people take action. After all, it's not what you say that's important in your leadership communications, it's whatrepparttar 107971 people do after you have had your say.

Yetrepparttar 107972 vast majority of leaders don't have a clue as to what action truly is.

They get people takingrepparttar 107973 wrong action atrepparttar 107974 wrong time inrepparttar 107975 wrong way forrepparttar 107976 wrong results.

A key reason for this failure is they don't know how to deliverrepparttar 107977 all-important "leadership talk Call-to-action".

"Call" comes from an Old English word meaning "to shout." A Call-to-Action is a "shout for action." Implicit inrepparttar 107978 concept is urgency and forcefulness. But most leaders don't deliverrepparttar 107979 most effective Calls-to-action because they make three errors regarding it.

First, they err by mistakingrepparttar 107980 Call-to-Action as an order. Withinrepparttar 107981 context of The Leadership Talk, a Call-to-action is not an order. Leaverepparttar 107982 order forrepparttar 107983 order leader.

Second, leaders err by mistakingrepparttar 107984 Call as theirs to give. The best Call-to-action is notrepparttar 107985 leader's to give. It'srepparttar 107986 people's to give. It'srepparttar 107987 people's to give to themselves. A true Call-to-action prompts people to motivate themselves to take action.

The most effective Call-to-action then is not fromrepparttar 107988 leader torepparttar 107989 people but fromrepparttar 107990 people torepparttar 107991 people themselves!

Third, they error by not priming their Call. There are two parts torepparttar 107992 Call-to-Action,repparttar 107993 primer andrepparttar 107994 Call itself. Most leaders omitrepparttar 107995 all-important primer.

The primer sets uprepparttar 107996 Call, which is to prompt people to motivate themselves to take action. You yourself controlrepparttar 107997 primer. The people controlrepparttar 107998 Call.

The primer/Call is critical because every leadership communication situation is in essence a problem situation. There isrepparttar 107999 problemrepparttar 108000 leader has. And there isrepparttar 108001 problemrepparttar 108002 people have. In many cases, they are two different problems. But leaders get into trouble regardingrepparttar 108003 Call-to-action when they think it's only one problem, mainly theirs.

For instance, a leader might be talking aboutrepparttar 108004 organization needing to be more productive. So,repparttar 108005 leader talks PRODUCTIVITY.

Onrepparttar 108006 other hand,repparttar 108007 people, hearing PRODUCTIVITY, think, YOU'RE GOING TO GIVE ME MORE WORK!

Ifrepparttar 108008 leader thinks that productivity isrepparttar 108009 people's problem and ignoresrepparttar 108010 "more work" aspect, h/she's Call-to-action will probably be a bust, resulting inrepparttar 108011 people avoiding committed action.

Let's applyrepparttar 108012 primer/Call dynamic torepparttar 108013 productivity case. The leader talks PRODUCTIVITY: but this time uses a PRIMER. The primer's purpose is to establish a "critical confluence" repparttar 108014 union of your problem withrepparttar 108015 problem ofrepparttar 108016 people.

In this case,repparttar 108017 leader creates a critical confluence by couching productivity withinrepparttar 108018 framework of MORE MEANINGFUL WORK.

The primer may be: LET'S GET TOGETHER AND SEE IF YOU CAN COME UP WITH AN ACTION PLAN THAT WILL ENSURE THAT THE PRODUCTIVITY GAINS YOU IDENTIFY AND EXECUTE WILL ENABLE YOU TO WORK AT WHAT'S REALLY MEANINGFUL TO YOU.

Note what we've done: The primer is LET'S GET TOGETHER AND SEE IF YOU CAN COME UP WITH AN ACTION PLAN.

The actual Call is fromrepparttar 108019 people to themselves: LET'S INCREASE PRODUCTIVITY BY WORKING AT WHAT'S MEANINGFUL.

With that Call,repparttar 108020 leader moves from just getting average results (YOU MUST BE MORE PRODUCTIVE: i.e., you're going to solve MY problem) to getting great results (YOU COME UP WITH WAYS TO TIE PRODUCTIVITY INTO MEANINGFUL WORK: i.e., you're also going to solve your problem.) So, here's whatrepparttar 108021 leadership talk Call-to-action is truly about: It's not an order; it's best manifested whenrepparttar 108022 people give themselvesrepparttar 108023 Call; and it is always primed by your creatingrepparttar 108024 "critical confluence" -- they'll be solving their problem as well as yours.

The vast majority of leaders I've worked with are hampering their careers for one simple reason: They're giving presentations and speeches -- not leadership talks.

You have a great opportunity to turbo charge your career by recognizingrepparttar 108025 power of leadership talks. Before you give a leadership talk, ask three basic questions. Do you know whatrepparttar 108026 people need? Can you bring deep belief to what you're saying? Can you haverepparttar 108027 people takerepparttar 108028 right take action?

If you say "no" to any one of those questions you cannot give a leadership talk. Butrepparttar 108029 questions aren't meant to be stumbling blocks to your leadership but stepping stones. If you answer "no", work onrepparttar 108030 questions until you can say, "yes". In that way, you'll start gettingrepparttar 108031 right results inrepparttar 108032 right way on a consistent basis.

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

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com


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