Abstract: The author asserts that presentations and speeches are the means of communication less effective leadership. There is a much more efficient: The Leadership Talk. In this three-part series, describes the fundamentals of the Leadership Talk and how it will contribute to the development and delivery.
Turbo charge your career with the most powerful leadership tool of all: The Leadership Talk. (Part Three)
by Brent Filson
To develop and deliver a great Leadership Talk, you must understand that every Talk has three important parts. (1) public needs. (2) strong conviction. (3) Action.
(1) Audience needs: The first step in putting together a discourse of leadership is to understand the needs of your audience. As I explained in the second part, can not be ordered to be your cause leaders. Their commitment is one of free choice. They do not make that choice unless they believe their cause will be your leader, in some way help solve the problems of their (not your) needs.
All needs are problems. All problems are clamoring for solutions. When you are helping them with these solutions, it was a long walk along the road to motivate them to make the choice to be your cause leaders.
When you answer these questions, you have a good idea of what their needs are. (1) What will change for them? (2) Who would have preferred that brings them over to you? (3) What measures will be taken? (4) What do you feel? (5) What do they fear? (6) What is their problem? (7) What makes you angry? (8) What do you dream?
(2) strong conviction, knowing the needs of your audience is important, but it is only the first step in developing a Leadership Talk. The next step is the strong conviction, not just your belief, but theirs. Clearly, you must believe in the cause. But your faith is irrelevant. After all, if you did not believe in the case, you should take the lead. The key question is can transfer your belief to them so that they strongly believe what you do and strive to become your cause leaders?
As I explained in the second part, you are asking people to take leadership for your cause. Taking leadership is a special company that requires a special commitment. People do not lightly undertake the leadership. It is not your choice for them to take leadership. And 'their choice. And to weigh the pros and cons of that choice, they want to know two things: who you are and why you're there.
You tell them or they will tell you. And if you say, it is not possible, as they say.
As for who you are: In their eyes, which involves your knowledge / skills to meet the challenges of the case and your commitment to this cause. If they perceive that you are weak knowledge / skills and / or commitment weak, you PEG as unworthy and perhaps worse, unreliable.
As for you because you are there. There is only one answer to why you are there: They need to know you're there to help them resolve problems with their needs.
Without communicating strong belief on both sides, who you are and why you're there, you can not make a speech of leadership to motivate them to be your own boss cause.
(3) Action. Not so much what you say is important when giving a Leadership Talk is what the public is having had your say. The function of the Leadership Talk is to have people do that gets results - and more results than just average results, more results faster, and "faster" on a continuous basis.
Once you begin to see the entire leadership in terms of physical action, you'll see your leadership, and how to achieve results in new ways. Challenge your leaders reason to take physical action, asking them: 'What are the three or four leadership actions, physical actions, we will achieve the results we need?'
people who simply move from saying things that will actually take physical measures to make them rise sharply
the effectiveness of your Google Talk.
Leadership Talk I taught thousands of leaders worldwide during the last 21 years. Many have found that the difference between the Leadership Talk and presentations / interventions is the difference between typewriters and word processors. I remember with a typewriter. I was happy to use it. I had no idea I needed a word processor. But when I bought a word processor and go through the hassle of learning how to use it, I saw how bad I needed all the time. I saw that it was a quantum leap in terms of speed, efficiency and productivity on a typewriter. So it is with the Leadership Talk and presentations / speeches. Once you pass through the hassle of learning how to use Leadership Talks then applying them consistently on a daily basis, you find that can transform your leadership effectiveness and boost your career in ways presentations and speeches could never do.
These changes will not happen immediately. It will take a little 'learning processes and be comfortable with them. Since you are not one of my seminars, where participants learn tested processes to create and distribute Talks Leadership in a relatively short period of time, you will have to rely on putting them together piecemeal.
But in these early stages of development and supply of Talks Leadership, bringing together fragmented is an effective way to beat the learning curve. After all, leadership is long and have short careers. They are learning to leadership conferences as a short-term commitment. Should be an attempt to career. Step by step, be constantly aware of the three triggers, needs, beliefs, Action. Talk to and from those triggers. You might find that the talks Leadership giving is always the best thing that ever happened to your career.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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