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THIS MOMENT COUNTS · 16 Look closely enough at the audience you’re about to speak to and it’s no longer one audience. It becomes groups. The ones who already agree and the ones who need convincing. The people who were in the last meeting and the people who weren’t. The ones who want detail and the ones who want direction. And the closer the talk gets, the more of these you see. More often than not that’s a distraction. Because what happens when you’ve identified the groups? You’ll try to cover them of course. Something for this group, something for the others, a line to reassure the nervous, a proof point for the doubters. The result is a talk that’s actually three talks in one, feels somehow heavy and complex and speaks only to a fraction of the audience at any moment in time. The more people you try to speak to at once, the less you can say to any of them. The way out is not to pick a faction and abandon the rest. It’s to notice that the split you’re seeing is almost never a split in what the audience needs. Here’s what I mean by that. Your situation might look different. But the underlying principle will be identical. A director is promoted. Shortly after the announcement, she starts to prepare for her first all-hands. Of course she studies the team. What she finds is what you have certainly already guessed: half of them are anxious, the other half are skeptical. So what does she do? She writes something for both. Except. She stops and asks a different question: Not who is in the audience. But why are they in it together? And there's only one answer to that. She’s in charge now and nobody yet knows what that means for them. Anxious and skeptical were never two groups with two different needs. They share one question, asked in two tones of voice: what happens to me now that you’re here? Fear asks it one way. Doubt asks it another. Your audience is split too. Along different lines, for different reasons, with different people in it. But maybe they, too, are asking the same question, just in a different voice. The question that’s worth asking now is why are they there together? In this room? At the same time? Find that and the groups unite again to form one audience. But beware: it might lead you to giving a completely different talk than the one you set out to give. That’s usually the one worth giving. Keep lighting the path, |
How exceptional leaders communicate when the message has to land. Plus bi-weekly premium essays on “What the Best Leaders Say” in those moments.
THIS MOMENT COUNTS · 18 As I said last week, I’m still on vacation. I thought that I’d gift you an essay from the premium “What the Best Leaders Say” series. It explains the difference between a talk that makes sense and one that actually changes things. Here it is:→ Read “A Talk that actually changes things” If you ever doubted whether facts still count for anything, this issue is for you. Facts count. They’re just not doing the job you think they're doing. And if you enjoyed that piece,...
What the Best Leaders Say Issue 20 You know that your talk is too long. So you make it shorter. Cut some slides. And it does get better, up to a point. Then you hit the point where everything that’s left is genuinely good. The chart with the background info. The story you have told twenty times because it lands every time. The section on how the market got here, which is, by any honest measure, interesting. There is nothing weak left to cut, and the deck is still too long. Nobody tells you...
THIS MOMENT COUNTS · 17 I’m on vacation this week and next week, hiking with my family in the Czech mountains. That’s why there’s no new content today. But I thought I’d point you to some free resources you might have missed: 1. The Best Talk of Your Life – The one they can’t stop talking about I’ve seen brilliant ideas fail in good talks. Delivered well, rigorously argued, someone even said “nice talk.” But afterwards this nagging feeling: “I could have given that more.” This concise guide...