Written by Brent Filson

attribution is provided torepparttar author, and it appears withrepparttar 107958 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 600.

Summary: Most leaders communicate through speeches and presentations. But there is a much more effective means of communication: that's The Leadership Talk. The Leadership Talk not only communicates information as presentations/speeches do, but it does one thing more: It establishes an all-important deep, human, emotional connection withrepparttar 107959 audience.


The CEO of a worldwide business asked me to help him develop a talk he planned to give to several hundred of his top executives. He said, "I feel as if I'm Daniel going intorepparttar 107960 lion's den."

Indeed, it wasrepparttar 107961 business equivalent of a lion's den that he was entering. Hired from a competing firm, he was a stranger torepparttar 107962 company, a company hobbled by declining market share and bad morale caused byrepparttar 107963 arbitrary actions ofrepparttar 107964 previous CEO, an isolated dictator.

"This isrepparttar 107965 first time most of them will see and hear me," he said. "I'll give a presentation onrepparttar 107966 state ofrepparttar 107967 business."

"Hold on," I said. "Don't give a presentation. Give a Leadership Talk instead."

There is a difference, I explained, between a presentation/speech and a Leadership Talk. A presentation/speech communicates information, but a Leadership Talk not only communicates information but makes a deep, emotional, human connection withrepparttar 107968 audience.

Most leaders give presentations and speeches most ofrepparttar 107969 time when they should be giving Leadership Talks.

"You're facing an important leadership situation," I said. "The old saying, 'You never get a second chance to make a first impression' applies here in spades. You've got a great Leadership Talk opportunity. But to have people believe in you and follow you, they must be emotionally committed to you and what you say. So understand what their emotional needs are."

I went out intorepparttar 107970 field and talked to a number of his managers and found out that they were feeling intimidated byrepparttar 107971 demands of increasingly sophisticated customers. I found out that they feared not being supported inrepparttar 107972 decisions they made inrepparttar 107973 field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trustrepparttar 107974 top executives.

Turn Your Speech Into A Leadership Talk

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 107957 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 1949

Summary: Most leaders are sabotaging their careers because they are giving presentations and speeches rather than leadership talks. In terms of being a results-generator,repparttar 107958 leadership talk far surpassesrepparttar 107959 presentation or speech. Here are three questions you must ask and answer before you can give a leadership talk. If you answer "no" to any one ofrepparttar 107960 questions, you can't give one. ===================================================== ARE YOU SABOTAGING YOUR CAREER? by Brent Filson

My experience working with thousands of leaders world wide forrepparttar 107961 past two decades teaches me that most leaders are screwing up their careers.

On a daily basis, these leaders are gettingrepparttar 107962 wrong results orrepparttar 107963 right results inrepparttar 107964 wrong ways.

Interestingly, they themselves are choosing to fail. They're actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They makerepparttar 107965 fatal mistake of choosing to communicate with presentations and speeches -- not leadership talks.

In terms of boosting one's career,repparttar 107966 difference betweenrepparttar 107967 two methods of leadership communication isrepparttar 107968 difference between lightning andrepparttar 107969 lightning bug.

Speeches/presentations primarily communicate information. Leadership talks, onrepparttar 107970 other hand, not only communicate information, they do more: They establish a deep, human emotional connection withrepparttar 107971 audience.

Why isrepparttar 107972 later connection necessary in leadership?

Look at it this way: Leaders do nothing more important than get results. There are generally two ways that leaders get results: They can order people to go from point A to point B; or they can have people WANT TO go from A to B.

Clearly, leaders who can instill "want to" in people, who motivate those people, are much more effective than leaders who can't or won't.

Andrepparttar 107973 best way to instill "want to" is not simply to relate to people as if they are information receptacles but to relate to them on a deep, human, emotional way.

And you do it with leadership talks.

Here are a few examples of leadership talks.

When Churchill said, "We will fight onrepparttar 107974 beaches ... " That was a leadership talk.

When Kennedy said, "Ask not what your country can do for you ... " that was a leadership talk.

When Reagan said, "Mr. Gorbachev, tear down this wall!" That was a leadership talk.

You can come up with a lot of examples too. Go back to those moments whenrepparttar 107975 words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.

Mind you, I'm not just talking about great leaders of history. I'm also talking aboutrepparttar 107976 leaders in your organizations. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations,repparttar 107977 effectiveness of those leaders is dramatically increased. How do we put together leadership talks? It's not easy. Mastering leadership talks takes a rigorous application of many specific processes. As Clement Atlee said of that great master of leadership talks, Winston Churchill, "Winston spentrepparttar 107978 best years of his life preparing his impromptu talks." Churchill, Kennedy, Reagan and others who were masters at giving leadership talks didn't actually call their communications "leadership talks", but they must have been conscious to some degree ofrepparttar 107979 processes one must employ in putting a leadership talk together.

Here's how to start. If you plan to give a leadership talk, there are three questions you should ask. If you answer "no" to any one of those questions, you can't give one. You may be able to give a speech or presentation, but certainly not a leadership talk.

(1) DO YOU KNOW WHAT THE AUDIENCE NEEDS? Winston Churchill said, "We must facerepparttar 107980 facts or they'll stab us inrepparttar 107981 back."

When you are trying to motivate people,repparttar 107982 real facts are THEIR facts, their reality.

Their reality is composed of their needs. In many cases, their needs have nothing to do with your needs.

Most leaders don't get this. They think that their own needs, their organization's needs, are reality. That's okay if you're into ordering. As an order leader, you only need work with your reality. You simply have to tell people to getrepparttar 107983 job done. You don't have to know where they're coming from. But if you want to motivate them, you must work within their reality, not yours.

I call it "playingrepparttar 107984 game inrepparttar 107985 people's home park". There is no other way to motivate them consistently. If you insist on playingrepparttar 107986 game in your park, you'll be disappointed inrepparttar 107987 motivational outcome. (2) CAN YOU BRING DEEP BELIEF TO WHAT YOU'RE SAYING? Nobody wants to follow a leader who doesn't believerepparttar 107988 job can get done. If you can't feel it, they won't do it.

But though you yourself must "want to" when it comes torepparttar 107989 challenge you face, your motivation isn'trepparttar 107990 point. It's simply a given. If you're not motivated, you shouldn't be leading.

Here'srepparttar 107991 point: Can you TRANSFER your motivation torepparttar 107992 people so they become as motivated as you are?

I call it THE MOTIVATIONAL TRANSFER, and it is one ofrepparttar 107993 least understood and most important leadership determinants of all.

There are three ways you can makerepparttar 107994 transfer happen.

* CONVEY INFORMATION. Often, this is enough to get people motivated. For instance, many people have quit smoking because of information onrepparttar 107995 harmful effects ofrepparttar 107996 habit

* MAKE SENSE. To be motivated, people must understandrepparttar 107997 rationality behind your challenge. Re: smoking: People have been motivated to quit becauserepparttar 107998 information makes sense.

* TRANSMIT EXPERIENCE. This entails havingrepparttar 107999 leader's experience becomerepparttar 108000 people's experience. This can berepparttar 108001 most effective method of all, for whenrepparttar 108002 speaker's experience becomesrepparttar 108003 audience's experience, a deep sharing of emotions and ideas, a communing, can take place.

There are plenty of presentation and speech courses devoted torepparttar 108004 first two methods, so I won't talk about those.

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