Content Trumps Charisma?

Over the years, I’ve learnt that, whilst gimmicks, analogies, presentation styles and approach (amongst other things) are key to good publicly delivered speeches, nothing - absolutely nothing beats having good content. If your ideas are meaningful, well thought out and liberating, then people will learn to absorb the goodness of it, whilst ignoring and or forgiving your presentation skills or lack of it.

Even though this is aimed at those in need of developing their confidence, it is important to note that, the very best communicators have learnt how to cleverly present their ideas in easily digestible chunks, that were also easy to refer to, to be appropriately implemented in times of need.

From my observation, the biggest hindrance that continues to act as a gulf between life changing thoughts and their public delivery, is the fear of the perceived versus the actual. In the sense that, the perceived fears of how badly a speech might go versus how well people might actually receive it, is big enough to deter the average person from sharing.

As someone who has been privileged to speak for over a decade, I find it important to mention that, this feeling of fear arises for everyone-no matter how good or how experienced, and at the most inconvenient moments too! Despite this, one of the major tools that the best communicators have utilised to combat this, time and time again is, a POSITIVE MINDSET!

Having an initial “Can do…This makes sense…This is good…This will be well received” attitude might sound simple to some, but has proven to be paramount and foundational towards the preparation, delivery and reception of any speech. In other words, if you don’t believe that what you have to say will be well received, why should anyone else?

Because energies and beliefs can be perceived by others, it is important to exude positivity, even within one’s self prior to the delivery of the speech itself.

If you find that coordinating your thoughts in speech like manner is still something you struggle with, be rest assured that all hope is not lost! As long as your content is true, easy to follow and presents basic levels of cohesion, then your ideas will be well received.

Always remember though, that there is a next level. It’s one thing for your ideas to be received, it’s another thing for those same ideas to be portrayed in such a manner that they excite, push an individual to want to make change and remain relevant in the mind of said individual till the time of need.

As I conclude, below are some of the things I believe all communicators (regardless of experience) should always consider when preparing a speech.

• The central thrust/idea to be shared. (So that we don’t stray unnecessarily from this theme as we build a case during the speech).

• The length of time allocated. (It is imperative that we don’t attempt to cram all we know into the little time allocated. No matter how much ones tries, or how much time one has, it will never be possible to say it all. Highlight the most important points, choose the very best highlights and then stick to time!).

• The application of each point listed (as it applies to the lives of the listeners). This is important for the aid of visualisation. “If they can see it, they can do it”. This means including occasional stories, biographies, analogies, diagrams, videos, live demonstrations...anything that helps bring each point to life.

There is a lot more that can be said and or considered, but the fact remains...If you have to deliver publicly by choice or find yourself in a non-negotiable situation either through work or by means of relationship (weddings for example) the best thing to do is to know your stuff thoroughly, practise sufficiently, and deliver confidently.

Sometimes the audience don’t react immediately, but once the truth of one’s content and the passion and enthusiasm of delivery is perceived from the audience, then the people will opt for the change that you advocate for.

Don’t let the fear of your skill level, hold back the quality of your content.

Share. Speak. Deliver!

On the 1st of September, I’ll be sharing some more practical methods which will deal with overcoming fear, nerves and the negative mindset that has hindered many from delivering the best of themselves when speaking.

LEADERSHIP & NON-MONETARY INCENTIVES

As someone who is keen on Thought Leadership, I very recently decided to start publishing my own based on knowledge acquired; from previous experience in various leadership roles, accounts I’ve read on leadership and meticulous observation of other leadership regimes.

It was in that light I wrote the following…

“The brain is the only organ that science has not been able to recreate. In its uniqueness lies the capacity for long-term innovative success. This is why leaders must focus on developing their people first. Competent people will always be capable of surmounting challenges.”

When I put that out, I was shocked at the number of positive interactions the post received after only a short period of time. Whilst still taking it all in, I received a question from a LinkedIn member, who wanted to know the area(s) leaders should focus on to achieve maximum buy-in from team members and if it is compulsory to use financial incentives as motivational stimulus.

My response to that was quite expansive in itself but concluded with the fact that, motivating a team of individuals within the non-profit sector (where people are involved because of a particular cause and not necessarily because of the financial rewards they seek to gain) has proven to require the more advanced levels of leadership. I even went on to state that any leader that can hold their own within a non-profit organisation and ‘do well’ can and should be classed as a good leader.

This mode of thinking helped formulate the following question on leadership and non-monetary methods of motivation.

What can leaders do to prolong a culture of motivation amongst team members without solely relying on financial impetus to achieve maximum efficiency?

Three key points came to mind which I have decided to briefly elaborate on.

• Valued

Over time, I’ve discovered that motivated people feel valued. It is very encouraging when you know that your work is being acknowledged by senior management and is part of the reason for your firm’s success. However, two issues arise when considering this point. Firstly, employees take offense when their work isn’t always pushed upwards or considered. Secondly, a lot of leaders are insecure and as a result, are receiving the praise alone for a solution that was a combination of different individuals or departments.

Solution: Employees should accept that the strategic direction of any organisation lies in the hands of those who must also take responsibility, should that organisation fail. The leaders of such establishments are under immense pressure to consistently deliver and so might not always make the ‘best’ decisions (in your eyes) but are where they are (in most cases) because of their ability to prioritise and say ’No’ and so deserve to be cut some slack.

Furthermore, leaders must understand the invisible power of soothing words such as; “Well-done…Thank you…You made the difference…We achieved this because you…”. And how all team members seek the verbal recognition that far too many leaders fail to provide frequently enough. In addition, all insecure leaders should be made aware of the law of harvest and how what you reap is always far more than what you sow. As the popular proverb says, everyday is for the thief but one day is for the owner. Any leader that fails to restitute their ways, will be exposed one day and could risk losing the trust of key stakeholders.

• Broken down

Secondly, motivated people operate in environments where goals are outlined, broken down into smaller steps and supplemented with the perception that the big goals can and will be achieved when the conventional everyday tasks are completed. On the contrary, however, most occupations require employees to ‘go out’, find solutions and ‘deliver’. For a lot of people, the lack of motivation arises from lack of direction; not always knowing what to do next.

Solution: Senior management need to better engage team members by providing more transparent direction. Depending on the nature of the organisation or level of leadership, it might not always be possible to completely describe and analyse each step but in helping all parties see how their current activities fit in with the fulfilment of the ultimate goal, you keep all parties motivated.

• Multiple Delegation

Finally, motivated people are people and so will need occasional breaks. Over reliance on one person or department can lead to them burning out. There is a popular saying from the good book, “The spirit is willing but the flesh is weak”. At times, senior management (in their desperation to hit targets or please stakeholders) overwork their staff to the point where any mention of the said project or deadline becomes distasteful.

A good leader is someone who finds the equilibrium between overworking and maximising the efficiency of team members.

I must admit, this is something I am still learning. As someone who is a great believer in “When something is working why change it”…I have come to understand that you change it because nothing is everlasting. No matter how good something or someone is, they are not immune to maintenance. According to the google dictionary, to maintain is to cause or enable (a condition or situation) to continue.

Several leaders can not afford to allow for maintenance breaks because they failed to allow for good succession plans.

The truth of the matter is, the best way to alleviate the feeling of burn-out and keep your team consistently motivated, is to apply a combination of financial and non-financial incentives. Where most leaders get it wrong is thinking that offering more money will always result in maintained motivation amongst team members. As far as non-monetary methods of motivation are involved, a working succession plan allows for the ‘main group’ to recuperate and possibly regain any lost interest without losing the process at hand.

It must be said that there are additional points that could be added to this list, so please feel free to mention (in the comments section below) any you find have worked for you; either as leader or beneficiary.

I leave you with these questions to ponder on: Is it cost effective/a wise allocation of already scarce resources to have two departments that do the same thing?

How does one effectively initiate succession?