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As to you why you are there. There is only one answer to why you are there: They must know that you are there to help them solve problems of their needs.
Without communicating strong belief on both counts, who you are and why you are there, you cannot give a Leadership Talk to motivate them to be your cause leader.
(3) Action. It's not so much what you say that's important when giving a Leadership Talk, it's what audience does after you have had your say. The function of The Leadership Talk is to have people take action that gets results -- and more results than simply average results, more results faster, and "more faster" on a continual basis.
Once you begin to see your leadership interactions in terms of physical action, you'll see your leadership, and way you get results, in fresh ways. Challenge your cause leaders to take physical action by asking them, ‘What three or four leadership actions, PHYSICAL ACTIONS, will you take to achieve results we need?'
Having people move from simply saying they will do things to actually taking physical action to do them will dramatically increase effectiveness of your Talk.
I've been teaching Leadership Talk to thousands of leaders worldwide during past 21 years. Many of them have found that difference between Leadership Talk and presentations/speeches is difference between typewriters and wordprocessors. I remember using a typewriter. I was happy using it. I had no idea that I needed a wordprocessor. But when I bought a wordprocessor and went through trouble of learning how to use it, I saw how badly I had needed it all along. I saw that it was a quantum leap in terms of speed, efficiency, and productivity over a typewriter. So it is with Leadership Talk and presentations/speeches. Once you go through trouble of learning how to use Leadership Talks then applying them consistently on a daily basis, you will find they can transform your leadership effectiveness and boost your career in ways presentations and speeches could never do.
Such transformations won't happen immediately. It will take you awhile to learn processes and be comfortable using them. Since you're not in one of my seminars, where participants learn tested processes to create and deliver Leadership Talks in a relatively short period of time, you'll have to rely on putting them together piecemeal.
But in these initial stages of developing and delivering Leadership Talks, putting them together piecemeal is an effective way of beating learning curve. After all, leadership is long and careers are short. You are not learning to give Leadership Talks as a short term endeavor. It should be a career-endeavor. Step by step, be constantly aware of three triggers, Need, Belief, Action. Speak from and to those triggers. You may discover that giving Leadership Talks consistently is best thing that ever happened to your career.
2005 © 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. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com. For more on the Leadership Talk: http://www.theleadershiptalk.com