Speak With E's Part 2

Written by Sandra Schrift


“Educate, Energize, Entertain, and provide an experience for your audience”

1. Userepparttar “Rule of 3.” The most successful speakers limit their remarks to three major points. Here is where you use your signature stories (your own personal stories) to support your points and help people visualize what you are saying.

2. Every five to seven minutes, back up your facts with signature stories (about you or others). Stories are out there everywhere. Find them in stores, at restaurants, on repparttar 104475 airplane, at home. People retain information better when they hear a story.

3. How quickly do you get torepparttar 104476 core of your audience’s problems and challenges? Skip what is between their ears and go straight to their hearts.

4. Practice pausing before and after important points. Don’t be afraid to leave open space. The use of silence is a key requirement to becoming an effective speaker.

5. People delineate their thoughts visually. Speakers are to words as an artist is to a painting.

6. A good storyteller memorizes his experience, not his words. Tell your story and then involverepparttar 104477 audience by reliving your experience with them. Then they are only a step away from their own experience. That’s connection!

Strategic Checklists

Written by Robert F. Abbott


I've been through a couple of checklists inrepparttar past few days, and it's reaffirmed my faith in their effectiveness as a communication tool.

Now, there are at least a couple of ways we can look at checklists in a communication context. First, inrepparttar 104474 strategic sense, and second inrepparttar 104475 tactical sense. You'll probably recognizerepparttar 104476 tactical advantages of using checklists: a clear and logical, as well as economical, way to write.

But, let's start withrepparttar 104477 strategic perspective today, and explore checklists as a tool for achieving our objectives.

Specifically, that means we'll think of using them to reinforce or changerepparttar 104478 perceptions of others. For example, if you write out information about something that has to be done, a checklist sends a couple of messages. First, that you're a well-organized person, and that your process is quite rational.

The creation of a checklist, in itself, should send a message that you've given more than cursory attention torepparttar 104479 message. It implies that you've thought aboutrepparttar 104480 process you're asking others to follow. It also implies that you've taken extra time to compose your message; you've added value by adding additional structure.

The recipient of your message, then, should haverepparttar 104481 sense that you takerepparttar 104482 message seriously, because you've taken extra trouble to develop it in an orderly way. And, that kind of perception, in turn should makerepparttar 104483 recipient more willing to follow your instructions.

Having said all that, we should step back and ask ourselves where we can use checklists effectively. As I've written this article, I've asked myself if it shouldn't be in a checklist format. But, apparently not; at least I can't see how it would add any value.

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