That Leadership Talk marked the beginning of a turnaround for that company.

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

Make that analysis happen this way:

• Know the 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 Whole Point of Entrepreneurship
  In my opinion, being an entrepreneur is about ‘writing my own ticket’. I want to to be able to exploit my own ideas, create and sell my own products, and provide my own definition of services.It’s about being a leader; making my own action plan and working it.Looking around the net marketing niche, I see that most people are following instead of leading. Everyone is pushing a business opportunity or affiliate product/service which they do not own.I
  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 into the lion's den.'

  Indeed, it was the business equivalent of a lion's den that he was entering. Hired from a competing firm, he was a stranger to the company, a company hobbled by declining market share and bad morale caused by the arbitrary actions of the previous CEO, an isolated dictator.

  'This is the first time most of them will see and hear me,' he said. 'I'll give a presentation on the state of the 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 with the audience.

  Most leaders give presentations and speeches most of the 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 into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.

  Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.

  The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.

  That Leadership Talk marked the beginning of a turnaround for that company.

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

  Make that analysis happen this way:

  • Know the 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 T
    Maximizing Profit in the Trucking Industry
    The trucking industry is no longer as simple as it once was. Because of deregulation and changes in the marketplace, companies now experience tremendous operating pressure. Revenue may be growing rapidly without a corresponding increase in profitability. Senior management wonders, “What is wrong and what can I do about it?”All companies reach a point where they can either move forward to profitability or wallow in stagnation. If a company’s performance is sta
    said. 'I'll give a presentation on the state of the 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 with the audience.

    Most leaders give presentations and speeches most of the 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 into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.

    Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.

    The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.

    That Leadership Talk marked the beginning of a turnaround for that company.

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

    Make that analysis happen this way:

    • Know the 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
      When Does PR Help Managers Manage?
      The quick answer is, PR helps managers manage when it (1) moves business, non-profit, government agency and association managers away from a preoccupation with simple tactics like press releases, special events, broadcast plugs and brochures. Then (2), moves them on to PR that creates the kind of external stakeholder behavior change that leads directly to achieving their managerial objectives.But it does beget a question: how do those managers shak
      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 into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.

      Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.

      The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.

      That Leadership Talk marked the beginning of a turnaround for that company.

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

      Make that analysis happen this way:

      • Know the 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
        Grow Your Financial Planning Practice by Taking Your Publicity National
        Think that you aren't big enough for national media coverage? Says who? Certainly not the USA Today. In one recent two-week period, they quoted financial planners in Southfield (Michigan), Dublin (Ohio) and Clearwater (Florida). These are not exactly metropolitan hubs.When your media confidence and experience grow, consider branching out to a larger audience than just your hometown or targeted industry.To go national, you may want to consider using lists
        out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn't trust the top executives.

        Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.

        The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.

        That Leadership Talk marked the beginning of a turnaround for that company.

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

        Make that analysis happen this way:

        • Know the 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 Top 10 Ultra-Low Risk Ways To Market Your Business
          1. Use Only Direct MarketingCost: Cost of Direct Marketing Education, Upside Potential: UnlimitedDirect marketing is marketing that is testable and therefore accountable for your money. Put a code on all your ads, coupons etc. so that you know where they come from and can measure the response. Then you can use spreadsheets to calculate exactly what you need to be profitable. It’s vital to crunch the numbers to see if a particular marketing idea you hav
          uld trust.

          That Leadership Talk marked the beginning of a turnaround for that company.

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

          Make that analysis happen this way:

          • Know the 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.

          • Analyze the emotions of your audience by asking what they feel at the 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 things the 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.

          Understand the 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.