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D i a l o g u e S t r a t e g i e s
The ABC’s of
Effective Business Communication
The Concise Communication Skills
Dictionary
by
Dialogue Strategies Inc.
1
Introduction
Communicating in a business environment can be extremely challenging. Delivering
a relevant and tailored message, in an appropriate tone, with enough credibility and
persuasiveness to elicit a specific desired outcome, is not an easy task.
The goal of this guide is to help you be a more effective business communicator.
Business communication takes on many forms--from formal stand-up presentations in
front of large audiences, to quick hallway exchanges between yourself and a co-
worker. Throughout this book, we refer to this range of situations, as “presentations”.
Many of the points made in this book are relevant to sales meetings or sales call
situations as well. All of these situations represent a message or idea being conveyed
to others with the objective of achieving a specific type of action or response.
This dictionary addresses many facets of presenting and selling in a point-form,
succinct manner. The goal of every page is to help you become more confident,
credible and persuasive. In these pages, there are no willowy anecdotes or discussions
on esoteric theories of adult learning. You will find, however, quick tips and practical
references, written in a style suitable for busy business people who want the bottom-
line on how to communicate effectively. This book is for people who instinctively
know that the one key factor that could differentiate them from their competitors, is
the manner in which they communicate.
We hope you will be able to use this guide to assist you in creating positive
impressions with others in your business (and personal) world--impressions that your
own natural talents will enable you to achieve.
Neil Grammer
Dialogue Strategies Inc.
Toronto
(416) 809-1429
D i a l o g u e S t r a t e g i e s
2
D i a l o g u e S t r a t e g i e s
The ABC’s of
Effective Business Communication
Table of Contents Page Number
A a agenda 3
awareness
4
B b body language 5
C c conclusions 6
conversational tone 7
D d dedication
8
E e eye contact 9
F f filler words 10
G g gestures 11
H h hot buttons 12
humor 13
I i impromptu 14
introductions 15
J j jargon 16
K k key messages 17
L l listeners 18
long-windedness 19
M m movement 20
N n nerves 21
O o openings 22
P p pause 23
persuasiveness 24
plan & prepare 25
probing 26
Q q questions & answers 27
R r rapport 28
rehearse 29
S s structure 30
so what? 31
summary 32
T t team presentations 33
telephone sales 34
transitions
35
U u understanding 36
V v visual aids
37
voice 38
voice-mail 39
W w who factor 40
…a bit about Dialogue Strategies Inc. 41
All material produced in this document cannot
be reproduced in any form without the express
permission of Dialogue Strategies Inc., Toronto,
Canada
3
A a
agenda
• Always have an agenda.
Whether you’re kicking off a meeting or a presentation, you
should always let your listeners know what you will be
covering:
An agenda adds structure and credibility to your
presentation. It is like a road map--it’s much easier to
reach your goal if you know where you are going from
the outset. This applies whether you are doing the
speaking or the listening.
An agenda forces you to break down your message
into manageable, logical sections. Smaller sections,
as opposed to one lengthy, unorganized chunk of
information, will be easier for your listeners to digest,
and for you to present.
Finally, there are many people, especially busy
executives, who need to know, at the outset of your
presentation or meeting, the direction in which they
are being taken. If they aren’t informed of this early
on, they may, out of frustration, tune-out or start
interjecting.
• Keep it simple.
How many times have you witnessed an entire audience
groaning after the presenter proudly displays a 20-item
agenda for a supposed 15 minute presentation? Keep your
agenda to 4 or 5 items, maximum. Even if your “true”
agenda consists of more sections, bundle these sections
into a few agenda items so that you don’t intimidate and
lose your listeners from the outset.
4
A a
awareness
• Be aware of your listeners.
Are you focussing on yourself and your next sentence, or
on the people to whom you are speaking? Are they
listening? Are they interested? Can they see your visual
aids? Effective speakers and salespeople are more aware
of their listeners than anything else.
• Stop and ask.
Never treat a presentation or sales pitch as a one-way
communication. If your listeners are looking puzzled or
annoyed, ask them, right then and there, if there is
something you can clarify or discuss. If they are looking
bored or sleepy, attempt to pump-up your energy level, tell
an interesting anecdote to revive their attention, or shorten
your presentation. Your listeners will appreciate your
awareness.
• Check your blind spots.
In group discussions, most speakers will focus their
attention down the centre of the group. Remember to be
aware of those in your periphery. When sitting at a
boardroom table, it is usually those who are closest to us
(beside us) that are the most difficult or uncomfortable to
look at.
5
• Make a positive initial impression.
In the first 30 to 60 seconds of your presentation or
sales pitch, it is likely that your listeners will be paying
more attention to your body language than to your
words.
• Pay attention to your feet, hands, and eyes.
Whether sitting or standing, be aware of your
posture. Slouching will give the appearance that
you are lacking in confidence, energy, and
conviction.
While presenting, you should strategically change
your position within the room to catch attention,
add interest, or change the tone of the
atmosphere. (See “Mm for movement”)
When you move, you should do it with energy and
purpose.
If you’re sitting or standing in one spot, your feet
should be still.
You should gesture naturally with your hands as
you speak.
If you gesture constantly, or use repetitive
gestures over and over, your audience will be
distracted by your hands.
When your hands aren’t gesturing, avoid fidgeting
or awkwardly looking for a spot to put them. Find
comfortable rest positions ahead of time. (See “Gg
for gestures”)
Be sure to make eye contact and to connect with
your listeners.
(See “Ee for eye contact)
Guide your listeners through your visual aids in a
professional manner. (See “Vv for visual aids”)
B b
body language
6
C c
conclusions
• State your main point.
In your conclusion, you should state the main point of your
entire presentation. Ask yourself-- “At the end of my
presentation, what exactly do I want my listeners to think,
and why should it be important to them personally?” Your
answer to this question is exactly what you should say to
your listeners in your closing.
• Always define a next step.
Many effective salespeople believe that even if you don’t
finalize a sale during your sales call, as long as you have
come to an agreement on a next step, your meeting was
not a waste of time. A next step can be a date that is set
for you to get in touch again, or an agreement that you will
send materials to follow-up your meeting, or a name of
another person in the company to see. Many salespeople
lose a sale because they simply didn’t ask for the business
at the end of their presentation or meeting, or because they
only said “Thank you for your time”, and walked away
without setting a definite next step.
• Don’t forget the magic words.
It may sound like common sense to say “thank you” to your
listeners when you are finished your presentation or
meeting, but many people forget. Thanking them is
important to remember--they just gave you something very
valuable--their time. The odd thing is, your listeners
probably won’t notice much if you do thank them, but they
are likely to notice if you don’t.
7
C c
conversational
tone
• Be yourself.
Listeners will relate and respond best to people who are
“human” -- those who are natural, and imperfect, like
themselves. Think about the conversational tone you use
when you are talking to someone in a non-business
environment. This is usually the tone to which people
respond best in a business environment as well.
• Make your listeners comfortable.
Listeners respond to those who make them relax and feel at
ease. In addition to using a conversational tone, it may be
appropriate to smile or to use humor if it suits you (see “Hh
for humor”). A very effective way of making your listeners
feel more comfortable is to interact with them and involve
them by asking them questions and eliciting their opinions.
• Don’t go into “presentation mode”.
Many try to sound perfectly polished when they speak in a
business environment, especially during stand-up
presentations. These people often flip into “presentation
mode”. Presentation mode is very robotic, formal, cold and
impersonal. This is also the way a scripted and memorized
speech sounds which takes away the warmth and sincerity
of a message. If you feel you have a tendency to flip into
presentation mode, worry less about the exact words you’re
using and concentrate more on softening your tone.
8
D d
dedication
• Believe!
Your listeners will believe in what you are saying, if you
believe in what you are saying. This is because when you
are passionate about something, your conviction is
expressed through every physical move you make.
• If you’re not feeling conviction, crank up your
energy a notch.
If there is no real conviction, and you don’t consciously
push for extra energy, your listeners will quickly pick-up
physical and emotional clues revealing a lack of dedication.
Even if you are committed to your topic, but having a bad
day, your listeners may interpret your lack of energy as a
lack of conviction or commitment, or a lack of interest in just
being there to talk to them. Your credibility can be severely
affected if you don’t make a conscious effort to crank-up
your enthusiasm. You can do this by using:
your voice
your facial expressions
your eye contact
your gestures
• Remember--just a “notch”.
When you are making a conscious effort to pump-up your
energy level, try not to overdo it. There is a fine line
between looking like you are very eager for the business,
and looking like a gushy, insincere actor playing out an
over-rehearsed, over-acted script.
9
E e
eye contact
• Use an appropriate amount of eye contact.
In the North American culture, too much eye contact can cause discomfort, or
look antagonistic, blaming, or condescending. Too little eye contact may imply
insincerity, lack of conviction, lack of confidence, or lack of knowledge and
awareness. Most people in business meetings and presentations, use too little
eye contact.
• Have mini-conversations.
In groups, use eye contact as if you were speaking to one individual at a time--
don’t “scan” the audience. Have mini-conversations with each person in the
group and focus your eyes on each individual as you speak to them. Your eye
contact should last approximately 3 to 4 seconds per individual (which feels a
lot longer when you’re actually doing it). If your listeners feel you are speaking
to them directly, it is more likely they will listen, and find you to be more
persuasive.
• In very large groups, speak to segments.
In very large groups where mini-conversations are not possible, break the group
down into segments, and make eye contact with each segment. Each listener
in each segment will be under the impression that you are making eye contact
with them individually.
• Everyone is different. In one-on-one situations, you must determine the right amount of eye contact
that your listener is most comfortable with. Obviously, if your listener keeps
breaking eye contact and looking uncomfortable, you should ease-off a bit.
Regardless of how much is appropriate for your specific listener, it is important
to make eye contact when you state important phrases; for example, when you
are making promises or guarantees, when you are summarizing your key
points, or at any other time when you want to be as persuasive as possible. It is
also important to make good eye contact when answering tough, or credibility-
testing questions.
• Finish your thoughts.
While speaking, people often, at the end of a phrase or a thought, let their eyes
drift to the next visual aid, the next page of a document, or even to the floor or
the wall. When verbalizing a thought, it is typically at the end of the thought
when you state an important key point or summary. There is no worse time to
lose eye contact if you are trying to be convincing. Keep your eyes connected
with your listener’s while you finish your phrase, pause as you prepare for your
next sentence (change the visual aid or turn the page), look up to resume eye
contact, and begin speaking again.
10
F f
filler words
• Know your personal filler words.
Why is it that most humans will do almost anything to avoid
that ominous pause in their conversations? This fear has
spawned the incessant use of filler words--words that don’t
add to the message, but just “fill” the space where a pause
should be inserted. Typical filler words are:
ummmm
ahhhh, uhhhh
you know
sort of
like
kind of
basically
totally
The first problem with filler words is that we usually don’t
hear ourselves saying them. It is typical to play back a tape
recording of someone, point out the abundance of filler
words, and hear them reply in astonishment, “I had no idea
that I used those words!”. Tape yourself, leave a message
for yourself, or get a friend to be brutally honest with you.
• Pause, and then pause, and then pause again.
When practicing to rid your language of filler words, slow
down your speech, and insert long pauses whenever you
feel the urge to ummmm or ahhhh. Get used to hearing the
silence. The pauses from your listener’s point of view will
probably not be that noticeable even though each one may
seem like an eternity to you. Once you become used to it,
you will be much more comfortable pausing and will
completely rid your language of those distracting, credibility-
killing filler words.
11
G g
gestures
• Be as natural as possible.
Gesturing is natural. People even gesture while on the
phone when their listeners can’t see them. To look like a
comfortable, natural speaker, you should allow yourself to
gesture. If you don’t gesture at all, and leave your hands
hanging by your sides, you may create the impression that
you are uncomfortable, or that you have no conviction about
what you are saying.
• Don’t be distracting.
Although you should gesture, constant gesturing and/or
repetitive gestures will focus your listener’s attention on
your hands.
• Rest in between.
Since it is not normal to gesture constantly, you should find
a few “rest positions” for your hands that look and feel
comfortable. Try clasping your hands in front of you. Try
one hand in a pocket. Practice in front of a mirror and find
those rest positions that suit you best.
• Incorporate relevant gestures.
To emphasize key points, use gestures that match your
words. How large was that fish you caught on your last
fishing trip? How small was the amount by which you
missed your revenue target?
12
H h
hot buttons
• Determine what motivates your listeners.
Think about what will catch your listener’s attention. What
will cause them concern? What are their goals and
priorities? Make a list of all the issues that you think will be
important to them and be sure to address these issues in
your presentation or sales call.
• Focus more on emotional issues.
Most people speak about rational issues, but it is usually
the emotional issues that effect the way decisions are
made. Did you win that last business pitch because your
product was superior, or because your client liked you
better and trusted you more? In addition to determining the
rational issues, be sure to define the emotional issues that
will effect your listener’s decision-making process. Plan out
how you will appeal to these issues in a discreet manner;
for example, if you were trying to convince a Senior
Manager to implement a new e-mail platform, you may not
want to come out and say “I know you’re worried about
being fired if the system crashes”; however, you could
appeal to the fear issue by saying “We’re proud of the fact
that none of our clients have experienced a system crash
once this platform was fully implemented.”
• Don’t underestimate Fear and Ego.
Never underestimate the number of business decisions
made based on two strong motivating factors: fear and
ego. Many projects do not go ahead because of fear of
failure or blame. Many incorrect decisions are made for the
sake of the decision-maker’s image or pride. Do fear and
ego play a role in your listener’s decision making process?
13
H h
humor
• If you’re funny, go for it!
Everyone loves laughing. Most funny presenters or salespeople
can immediately win over their listeners. If a listener has been
won over, it is much easier to sell an idea or product. If you are
one of the fortunate few who can naturally evoke hearty chuckles
from your listeners, and if the environment is appropriate, you
should definitely communicate with humor.
• Keep it relevant.
The presenter who tells a funny joke at the beginning of a
presentation, and then suddenly launches into a topic that is
completely unrelated, often gets mixed reactions from the
audience. Some may feel that the presenter was trying to “trick”
them into paying attention, and others may be distracted
throughout the presentation wondering what the joke had to do
with the current topic and how it would all be tied together. For
humor to flow well, it should be relevant to your topic, and
appropriate transitioning comments should be planned to link
your humorous comments to your more serious material.
• If you’re not a naturally humorous person, you
can still incorporate fun.
Have you ever seen someone who is not funny, trying very hard
to be funny? Didn’t you wish, for their sake and yours, that they
hadn’t tried at all? If you’re not funny, you probably won’t
succeed in winning over your listeners with humor; however,
that’s not to say that you can’t have fun with them. Be creative.
Throw questions to your listeners that will evoke funny anecdotes
from them. Ask them to do something that may make them
laugh. Use relevant materials such as quotes, comics, video
clips--but remember to transition appropriately, always relating to
your topic.
14
I i
impromptu
• Gain credibility with impromptu presentations.
Thinking “on your feet” is one of the most challenging
business communication skills to master. The ability to
remain poised and comfortable in moments of surprise is
one of the most effective means of building credibility. The
next time you are in a meeting and someone asks “So tell
me, how is our progress with Client X coming along?”,
remember these tips:
Create a mental agenda
Quickly think of the two or three key things that you need
to convey about Client X. Even if there are nine or ten
ideas jumbled in your mind, quickly determine the two or
three that are the most important. Let your listeners know
what you will be covering before launching into it. By
creating this agenda, you and your listeners will be able to
stay focused.
Be succinct
Don’t let yourself ramble. Give your listeners a few
important points from each of the categories in your
agenda. State them in brief, succinct sentences. This
brevity will foster a perception that you are on top of the
issue. It may also encourage dialogue because succinct
sentences will allow spots for interactive questioning.
Pay attention to your tone, language, and eyes.
Sound confident by avoiding a monotone voice, and,
above all, avoid “filler words” such as “um”, “ah”, “you
know”, and “basically” by using pauses instead. Filler
words, especially at the start of your presentation, will
immediately create the perception that you are unsure of
your message. Finally, make sure you are maintaining
good eye contact with your listeners. Darting eyes will
dramatically minimize the credibility of your answer.
15
I i
introductions
• Clarify the “administrative” details.
There are some things your listeners want to know before
you get rolling. For example, how long will your
presentation or meeting take? Will you be providing hand-
outs? When will you be distributing the hand-outs? Will
there be breaks? How are you going to handle questions?
Clarifying these details will make you look considerate and
prepared. Clarifying simple administrative details is also an
easy way to launch into your discussion and minimize the
initial nervousness that most presenters feel.
• Don’t be modest.
Many presenters state only their name during their
introduction as they feel that a detailed description of
themselves and their experience will make them look
arrogant. In fact, your listeners do want to know who you
are (and whether you’re worth listening to!). As long as
your introduction is relevant to what you will be discussing,
and not too lengthy, it will add a great deal of credibility to
you and your presentation. Your listeners will find you more
persuasive if they realize that you are qualified to talk about
your subject matter. Ideally, if you could arrange for
someone else to introduce you, your introducer could
embellish your background a little more comfortably. If you
choose to take this route, be sure to write your own
introduction for your introducer to read for the sake of
accuracy, and to ensure that your best, and most relevant
attributes are presented.
16
J j
jargon
• Watch for jargon.
Many people think that using jargon is a means to
showcase their expertise and knowledge. Using jargon and
acronyms that your listeners don’t understand can make
them feel stupid and make you look unaware,
condescending or showy. The other problem with jargon is
that you usually won’t find out if your listeners understood it
or not. It is very rare for a listener to interrupt and say “Hold
on a minute--I don’t understand the terms and acronyms
you’re using”. Most will just nod their heads in agreement
trying to look like they understand.
• Don’t assume you’re jargon-free.
There is much more jargon in your language than you
realize. Rehearse in front of someone outside of your
industry to catch it all. Don’t assume that just because
someone is from the same industry or company as you, that
they will understand your jargon. They could be new to the
field, or in a department that doesn’t use the same terms.
• If you use it, explain it.
If you wish to use an acronym, state the acronym, say the
words in full, and continue with your presentation. This
shows your own knowledge level, and at the same time,
gives a subtle explanation to those who aren’t familiar with
the acronym. It’s wise to do this the first two or three times
your use the acronym for the benefit of those who may not
have been fully attentive the first time.
17
K k
key messages
• Determine the key messages necessary to
reach your ultimate goal.
What is your ultimate goal with respect to your listeners?
What do you need them to think when you are finished your
presentation? For example, if your ultimate goal is to win a
specific business contract, you may need your listeners to
think that your company i) is trustworthy, and ii) provides
the best service. These two factors should become the key
messages in your sales pitch. If you don’t emphasize any
key points, you probably won’t stand out or be convincing.
• Specifically define your key messages.
Before each presentation or sales call, write down the two
or three key messages that are critical to persuading your
listeners. Think about the cocktail party scenario. If
someone asked one of your clients at a cocktail party the
reasons as to why they decided to give you their business,
they would probably respond with a few succinct key
reasons stated in a very casual, straightforward manner.
These are the key points you should emphasize in your
presentation in the same succinct and straightforward style-
- especially during your summary and conclusion.
18
L l
listeners
• Know your listeners.
You should know as much about your listeners as possible
before planning your presentation or sales call. This will
enable you to tailor your information to their interests to
ensure a more persuasive message. Consider these
questions:
Who are the decision-makers?
Are there any listeners who are not decision-makers,
but key influencers?
How much do your listeners know about your topic?
What do you think they want to hear?
What do they need?
What ‘turns them on’, i.e. their hot buttons?
What is the attitude of your listeners toward you, your
subject, your company? Are there political
implications?
Are there factors affecting the timing of your
presentation?
If you can answer these questions, you will feel more
confident about your presentation because you will be able
to tailor your message to make it more relevant.
• Know the communication styles of your
listeners.
It is important to know how your listeners like to
communicate so that you can build as much rapport with
them as possible. How much time do they like to take in
meetings? Is their style formal or casual? How assertive
are they? (See “Rr for rapport”).
19
L l
long-windedness
• Keep it brief. Keep it simple.
In the history of presentations or meetings, there has
probably never been anyone who has uttered the words,
“Great presentation, totally convincing and dynamically
delivered. The only problem…too short.” If you do a great
job in a short time, your listeners’ impression of you will only
be elevated--they certainly won’t complain. In fact, most
people complain that presentations are too long, too
intricate, and too boring. Make your points simple, make
them clear, make them punchy.
• Just say it.
If you asked a presenter, “What was the key point you were
trying to get across when you presented this slide?”, it is
likely that they would give a very clear, succinct answer as
opposed to the mumbo-jumbo you heard during the
presentation. The next obvious question to them should be
“Then why didn’t you just say that?”
20
M m
movement
• Avoid “monospace”.
Have you ever seen a presenter stand rigidly in one spot for
an entire presentation? We call this “monospace”. Did this
person strike you as being a dynamic individual?
Monospace can drain the energy from a presentation and
can bore listeners.
• Move to create impact. Move to change tone.
For example, walk quickly toward your visual aid with
energy and conviction to point out a specific figure or word.
Another strategy may be to sit down at the boardroom table
to present your conclusion with more direct, persuasive eye
contact.
• Avoid purposeless movement.
Purposeless movement, such as pacing, looks like
unharnessed nervous energy or a dance step gone wrong.
It can be distracting and make you appear inexperienced
and lacking in confidence.
21
N n
nerves
• Don’t be nervous about being nervous.
The best speakers and salespeople feel nerves; the
difference is that they know how to manage and control
them.
• Don’t try to be perfect.
Many suffer from nerves because they feel that they must
be perfect during a presentation or sales pitch. Your
listeners don’t want you to be perfect. You will be more
human and likeable if you are yourself. Your main goal
should be to get your key points across as best you can.
• Plan nerve-reducing strategies.
Rehearse, rehearse, rehearse. If you’ve never
rehearsed a presentation, it is no wonder that you
suffer from nerves! If you try rehearsing, you will be
amazed at how much confidence you will build with
every run-through. Be careful, however, not to
rehearse to the point where you lose your natural tone
or spontaneous expressions.
Treat your presentation as a conversation. Do this
from the start by interacting with your listeners
immediately--ask them questions and spark a
discussion. Create appropriate spots where you can
encourage interaction throughout your presentation.
Know your first line and your last line cold. Once you
get past your first line without a hitch, you will feel
more confident. If you know your final remarks, your
presentation will seamlessly flow into your conclusion
which will make you feel stronger and sound more
persuasive.
22
O o
opening
• Catch your listener’s attention.
The opening of a presentation or sales pitch is when most
of your listeners could be very distracted. They may be
“checking you out” by looking at your clothes or how you
are standing. They may still be thinking about whatever it
was they were pondering before you started. They may still
be in conversation with someone else in the audience.
They may be distracted by your visual aids. A presenter or
salesperson who starts with a creative opening has a much
better chance of catching their listeners’ attention
immediately.
• Be creative.
Creative openings can incorporate humor. (If you are going
to consider using humor, it is important that you read
“humor” under H h). Interesting anecdotes can be used as
creative openings. You could throw a thought-provoking
question out to the audience, or use an impressive quote.
You could use high-impact visual aids such as a video clip
or a single word up on a screen. Once you experience the
difference that a creative opening makes, you will never
present or sell again without one.
• Make sure your opening is relevant and
appropriate.
Don’t open your presentation or sales pitch in a way that
catches attention, but has nothing to do with your topic.
Your listeners won’t like the fact that you are trying to “trick”
them into paying attention. Credible, dynamic speakers can
incorporate relevant creative openings, and find a perfect
transitioning phrase to seamlessly link the opening into the
remainder of their presentation. Always consider whether
or not your creative opening is appropriate for your
listeners, for the topic you are addressing, and for the
environment in which you are presenting.
23
P p
pause
• For a positive effect--pause.
You may have noticed that dynamic presenters have the
ability to pause effectively. Competent, credible speakers
are not afraid of the silence brought on by a pause.
Pausing creates many positive effects:
Pausing shows that you want to give your listeners time to
think about what you just said. You know your material
well, but this is the first time your listeners are hearing it.
Show consideration, perceptiveness, and eagerness to aid
their understanding by pausing.
Pausing shows you have control over yourself--that you
can look someone in the eye, say nothing, and maintain
self-control.
Pausing shows you can control your listeners--by holding
their attention as they wait for your next words with
anticipation.
Pausing gives the impression that you just said something
very important. If you pause, your listeners may review
your last statement in their minds again, attaching extra
weight to it.
Pausing before answering a question gives the impression
you are considering your answer carefully, as opposed to
quickly launching into a rehearsed, scripted answer.
Pausing and looking at someone after they have answered
a question may prompt them to begin speaking again in
order to avoid uncomfortable silence. It is usually during
the second answer that you will receive more emotional
and spontaneous opinions. These comments will help you
get a much better understanding of the person and how to
sell to them.
24
P p
persuasiveness
• Use persuasive language when you speak.
Always take the time to plan how you will incorporate
persuasive language into your presentations or sales calls.
In order to be persuasive to a wide variety of listeners, your
messages should contain the appropriate blend of:
Features – Features are specific attributes that
describe your product, service or idea (such as cost,
size, location). Many presentations are feature-
driven; however, used alone, features are not very
persuasive. Features alone will not distinguish you
from your competition, nor will they convince decision-
makers.
Benefits – Benefits indicate what features will
actually do for the listener. For example, “Because
we have offices across the country (feature), your
corporate branches in the east and west will be
serviced with no additional travel costs (benefit)”.
Most benefits boil down to saving or making money,
saving time, making people “look” good, and making
people “feel” good. Although benefits are more
persuasive than features, there may still be a degree
of doubt about actually deriving the benefits you have
articulated.
Evidence – Evidence is what is required to help
people believe they’ll receive the benefits you’ve
promised. Evidence can be statistics, examples, case
studies, demonstrations, testimonials, and even
analogies. The key is remembering that different
decision-makers respond to different types of
evidence.
25
P p
plan and prepare
• To ensure success, plan and prepare.
Planning is critical. The following checklist will help you
create more relevant and persuasive messages.
Analyze Your Listeners - Who are they and what do they
care about? (See “Ll for listeners”, “Rr for rapport” and “Hh
for hot buttons”).
Establish Objectives - What do you want your listeners to
think as a result of your meeting? What overall tone do
you want your message to create? (See “Kk for key
messages”)
Gather Content – What information is appropriate and
relevant, relative to your listeners and your objectives?
Add Evidence to Content - How can you add evidence to
back-up your key claims? (See “Pp for persuasiveness”)
Structure Content - Structure your content so it is
succinct, logical and easy for everyone, including yourself,
to follow. (See “Ss for structure”)
Anticipate the “So What?”- Check each section of your
presentation for relevance by asking the question “so
what?” Try to take the audience’s perspective--why should
they care about what you just said? Did you articulate this
relevance? (See “Ss for so what?”)
Anticipate Questions - Which questions are you
dreading? Prepare your answers. (See “Qq for questions
and answers)
Create Visual Aids - Are your visual aids and/or handouts
enhancing the audience’s experience, or are they
distracting them? (See “Vv for visual aids)
Rehearse - Say your entire presentation, along with the
answers to your anticipated questions, out loud. Rehearse
again incorporating voice modulation, gestures,
movement, and visual aids. (See “Rr for rehearse”)
Set-up - Be sure your equipment and other aids are ready-
to-go and that you know how to use them. Test the
lighting in the room. Remove obstructions which may
block your listeners’ views or obstruct your movement.
26
P p
probing
• Probe, Probe, Probe, then Talk.
The best communicators are generally the ones who let
others do most of the talking. By probing effectively, others
will tell you critical information about themselves, their
situations, and their decision-making criteria. Consider the
following:
Closed-ended questions - These questions typically elicit
a one-word answer such as “yes” or “no”. They are useful
for heading down a specific path of questioning, but will
quickly halt an in-depth discussion from evolving if not
followed-up with insightful open-ended questions.
Open-ended questions – To determine what drives your
listener to make certain decisions, ask open-ended
questions. These questions start with words such as Why,
If, Describe, Tell me, and How (W.I.D.T.H.) A question
such as “Describe the attributes you are looking for in a
financial advisor”, will result in an answer that reveals a
great deal about the other person’s opinions and decision-
making criteria.
Listening with Subjectivity – Most people speak with
subjectivity; for example, “Your service is too expensive”.
When we hear subjective words spoken, such as
“expensive”, we automatically attach our definitions to
these words instead of probing for the other person’s
definitions. The word “expensive”may mean different
things to different people.
Ask your listener to define “expensive’ for you.
Defining Subjective Terms - The use of subjective terms
leads to worthwhile probing opportunities--“What is your
definition of expensive?”, “What aspects of a service,
other than price, represent good value to you?”. You will
find that many situations could have been misinterpreted, if
you hadn’t probed.
27
Q q
questions and
answers
• Minimize reasons for listeners to ask questions.
Handling questions may well be the most critical factor in
establishing or destroying credibility. Tough questions
usually aren’t planned--they generally arise as a result of
something the presenter did (or did not do). Aid your
listener’s understanding by carefully planning your words
and visual aids, backing-up your claims with evidence, and
structuring your messages.
• Use these 5 guidelines consistently.
If challenged with questions, never get defensive. The
person who gets hot-headed and agitated will almost
always lose credibility. Attempt to be objective, open-
minded, and respectful. Your audience will admire your
professionalism. The following guidelines will help:
Pay Attention: Once a question is being asked, stop everything
and give the questioner your undivided attention.
Clarify: Rephrase the question in your own words. The listener
will realize you were listening, you will avoid basic
misunderstandings, and it will buy you time to collect your
thoughts and composure.
Consider: Try to uncover the source of the question. An
example is as follows: Clarification: “So you want to know about
the type of market research we have done to this point.?”
Consider: “May I ask you why market research is an important
issue to you?” Your answers will be more satisfying to your
listeners if you can address their specific underlying concerns.
Regardless of how simple or flippant you believe some questions
to be, treat each one with consideration and respect.
Answer: Once you’ve uncovered the key issues, pause to
gather your thoughts, and answer succinctly. Long, drawn-out
answers will make you appear uncertain--as if you are answering
while still thinking about your exact position on the matter.
Confirm: Always ensure that the question has been answered to
the questioner’s satisfaction. This will show respect and concern
for their understanding.
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R r
rapport
• Relate to your listeners.
Rapport is essential for building relationships with your
listeners; however, it does not necessarily require you to be
friends with your listeners. Rapport is simply
communicating with your listeners so that they relate well to
you. The best way of building rapport is by communicating
with people in a style that makes them feel comfortable--
which is usually their own style. Some dominating
communication styles in business are:
The Driver
The Driver is succinct, confident, decisive and to-the-
point.
Be very direct, professional, bottom-line oriented, succinct
and time-conscious.
Don’t chit-chat too much or give too much detail.
The Analytical
The Analytical is even-keeled, patient, logical and
methodical
Be conservative, professional and detail-oriented. Use
lots of evidence such as statistics to back-up your claims.
Don’t be too emotional or talk about “gut” feelings or
conceptual ideas.
The Amiable
The Amiable is friendly, chatty, and personal.
Be casual, address the “people” issues, and take the time
to allow trust to build.
Don’t be assertive or expect direct yes/no answers.
The Expressive
The Expressive is dynamic, confident, egotistical,
optimistic, and likes to talk (as opposed to listening).
Be upbeat, creative and big-picture oriented.
Don’t do too much of the talking as an expressive likes to
do more than his/her fair share.
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R r
rehearse
• Prepare like a Professional.
Professionals rehearse, amateurs don’t. Many people feel
that they are too busy to rehearse. Those who do find the
time are the ones who look and sound credible,
professional, and persuasive.
• At a minimum, consider timing, and rehearse
your opening and closing.
If you decide to take a risk and not rehearse your entire
presentation, at the very least, consider the following:
Watch your timing
One of the cardinal sins of presenting or meeting, is going
over your allotted time. Unless you rehearse from
beginning to end, there is no way of knowing whether you
will adhere to the allotted timeframe. Regardless of how
dynamic you are as a communicator, audiences typically
don’t want to spend more time with you than originally
allotted. If you aren’t going to rehearse from beginning to
end, keep in mind that the estimated length of your
presentation is probably half of what it will actually be.
Create Impressions
Ideally, you should attempt torehearse every presentation
from beginning to end in a room with a similar set-up to the
one in which the actual presentation is to take place. If this
isn’t going to happen, at least rehearse your opening and
your closing. Why? These are the two times when you are
most likely to have your listeners’ undivided attention.
Ironically, these two spots also tend to be the most
uncomfortable and nerve-wracking for most presenters.
For the sake of your presentation and your own credibility,
plan these parts well, and rehearse them until you know
them, cold.
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S s
so what?
• Think of your listener’s perspective.
Most people tend to communicate a message from their
own perspective rather than their listener’s perspective. As
a result, the key point of their message may not be
completely clear to the listener. The listener could walk
away asking themselves “So What?!” It is important to
consider your listener’s perspective and to address the
points that they want to hear.
• Define the Story, Point, Benefit.
There are ways of ensuring that you do answer the “so
what”. For each slide or section of your presentation, ask
yourself these questions, and present your answers to your
listeners:
The Story: In one or two sentences describe what the slide or
section should convey to your listeners. For example, “This slide
is simply showing us the difference between sales in our four key
regions over the last three years”.
The Point: What is the key point that you are trying to make
in your slide? For example, “The key point is...there has been a
steady decline in the region where we have not revised our
merchandising mix”.
The Benefit: This is the reason why your audience should
care or the “so what” of the slide. For example, “The reason you
should care is...if we don’t revamp our merchandising mix, we
will have to subsidize the losses in region X with the profits from
the other regions--this could mean that everyone’s bonus may be
decreased”.
Be sure to use this Story, Point, Benefit approach at the
end of your presentation or meeting to re-iterate the overall
“so what”. For example, “So in conclusion, by revamping
the merchandising mix, our customer retention objectives
will be met and our profitability will increase on a corporate
and an individual level.”
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S s
structure
• Always structure your messages.
Key benefits to using a structure:
it will make you look professional, organized, logical
and experienced--all of which will add to your overall
credibility.
it will help your listeners understand better because
your message will be easier to follow.
it will help you remember the flow of your presentation
or pitch so that it can be delivered in a clear,
seamless manner.
it will ensure that you emphasize your key messages
at the right times.
• Use a simple structure.
This simple structure can be applied to any presentation or
sales call regardless of how lengthy the session, how
intricate the topic, or how much is available to prepare.
INTRODUCTION
AGENDA
DETAILS FOR EACH AGENDA ITEM
SUMMARY
CONCLUSION
Although this structure is straight forward, you may wish to
read about each section in more detail--please see “Ii for
introduction”, “Aa for agendas”, “Pp for persuasiveness”,
“Ss for summary”, and “Cc for conclusion”.
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S s
summary
• Always have a summary.
When are listeners most attentive after a presentation has
started? Usually when you state those three key words “so
in summary…..” . Regardless of how dynamic and
interesting you are, people are bound to drift off at various
times during your presentation. When you finally indicate
that you are about to summarize, your listeners will assume
they can catch all of the juicy tidbits of information they may
have missed. They will anticipate you telling them the most
important things which they should remember. Don’t
disappoint them--make sure that your summary is a clear
and concise synopsis of your presentation.
• State key points only.
Your summary is the time to restate your key points in a
succinct, powerful way. State no more than the gist of your
key points while making eye contact with your listeners.
Your summary is not the time to add new information that
you forgot to mention earlier in your presentation. It’s better
to skip what was forgotten for risk of confusing your
listeners, and to focus on summarizing what you did
discuss.
• Don’t just restate your agenda topics.
Many people think that a summary is merely a restatement
of the agenda topics; for example, “So just to summarize, I
spoke about our past performance, then I reviewed our
current situation, and then we discussed our future
prospects”. This type of summary doesn’t help your
listeners. What were the few key points about the past, the
few key points about the current situation, and the few key
points about future prospects? This is what your audience
needs you to emphasize.
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T t
team
presentations
• Make them envious.
Effective team presentations generally prompt listeners to
think, “Wow, I wish I was part of that team!”, or “It’s obvious
they work well as a team”. Consider these key tips to make
this happen:
Assign Roles.
Don’t show up at the client’s office ten minutes before
the presentation, introduce yourselves to each other
and then randomly assign who is doing what. Every
role in the presentation should be assigned and
rehearsed well before the meeting.
At a Minimum, Rehearse Transitions .
Ensure that transitions between team members
(switching from one presenter to the next), are
seamless. It is during the transitions when the
audience gets a real feeling of whether or not the
team members work well together and like each
other. Determine how each person will exit and enter
the presentation area. As one presenter hands-off to
another, there should be eye contact and a quick nod,
smile, or “thank you” between the two. If appropriate,
they should address each other by first name.
Manage the Q & A.
A great presentation can be undermined by poor Q&A
management. There should be a lead team member
who directs questions to the appropriate person on
the team. Team members who are not answering
should avoid interrupting with phrases such as, “What
Bob really means is…..”. If something should be
clarified, try “Bob’s made a good point, and I’d like to
add to it by saying…..”.
34
T t
telephone sales
• Try to get a meeting.
Your first priority when making sales calls, if possible, should be
to get a meeting to sell face-to-face. When it comes to being
persuasive, few tactics are as effective as using effective eye
contact and facial expressions. Providing too many details over
the phone may give your listener opportunities to “shut you down”
and refuse a meeting. Say just enough to create intrigue, then
ask for a short meeting.
• Know your pitch ahead of time
Plan your pitch so that your sentences aren’t full of credibility-
killing filler words such as “ummm” and “ahhh”. Knowing your
pitch will make you sound confident, credible, and persuasive.
Also plan to address specific benefits that are relevant to your
prospect.
• Be respectful to the “gatekeepers”
When someone answers the phone on behalf of the person you
are trying to reach, you are dealing with a “gatekeeper”.
Generally, people have no interest in speaking with gatekeepers
and almost never ask for their opinion or treat them with respect.
You could elicit the gatekeeper’s opinion as to the best way to
approach your prospect. You could include the gatekeeper in the
sales process; for example, “perhaps you could review my
marketing materials and suggest which pieces would be of most
interest to Mr. Smith”. You may gain a valuable ally who not only
passes along your message, but also persuades your prospect to
meet with you.
• Be succinct with decision-makers.
When speaking to decision-makers over the phone, be conscious
of how much of their time you use. Sound confident, be succinct,
and avoid filler words. Talk about benefits that will mean
something to them personally. Say something interesting about
their industry using appropriate industry language to indicate that
you understand their business. Before hanging-up, set a next
step whether it is a meeting, another phone call, or a promise to
forward materials and follow-up at a later date.
35
T t
transitions
• Create a seamless message.
In any cohesive message, there needs to be effective
phrases that link one main idea to the next. These linking
phrases are called transitions. Good transitions enable a
communicator to pull seemingly disparate ideas together
into a logical presentation with one central theme.
• Think about strong bridges.
Think of a presentation as being like the boroughs of New
York City. Each section of your presentation is an island
that could stand on its own. Transitions are the bridges that
make those individual islands part of a greater whole.
Bridges, in effect, link all of the “boroughs” like Brooklyn,
Manhattan and Queens into one great city that is New York.
• Put some creativity into your transitions.
If your message was comprised of three main areas such
as i) the current situation ii) the proposed solution and iii)
the expected result, a good transition between sections i)
and ii) might be “So the current situation finds us poised for
major growth. The best way we can maximize that growth
is best illustrated in my proposed solution”. A very common
yet ineffective way of transitioning is to simply state only the
title of the next section, and then continue on. By
incorporating more creative, seamless transitions, you can
make a very positive impact on your listeners (albeit usually
at a subconscious level). Effective transitions will make
your listeners feel that you are more intellectual,
experienced and sure of your topic.
36
U u
understanding
• Do as much as possible to be well understood.
If your listener doesn’t completely understand your
message, you probably won’t be convincing. Consider
these points:
Jargon – If you are using unfamiliar jargon or if your
language is at a level that your listeners don’t
understand, your audience will probably tune-out and
miss all of your key points.
Examples - Using examples is one of the most
effective ways to aid understanding. Examples must
be relevant to the concepts you are discussing.
Visual Aids - Busy, cluttered visual aids which are
difficult to read, can frustrate listeners and discourage
understanding. Even with simple, clear slides, if the
presenter does not point out where he or she is at on
the slide, listeners can get confused and lost.
Structure - Poorly structured messages are difficult
for you and your listeners to follow. If they can’t
follow, they won’t understand.
Probing - Ask your listeners if they have questions.
Keep them involved.
Eye Contact - Connecting with your listeners
increases their level of involvement and
understanding.
37
V v
visual aids
• Use visual aids.
Visual aids can be the most effective way to enhance and clarify your
message. If structured correctly, they will help you stay on track without
the use of notes. Unfortunately, visual aids can be distracting and
frustrating for your audience if you do not follow some key guidelines.
• Know how the equipment works.
With any type of visual aid, things that are seemingly controllable could
go wrong. Know how your equipment works and where it should be
placed.
• Do more with less.
Cover only one main concept per visual aid slide.
Try not to have more than four bullet points on a slide and keep
each bullet to approximately four to five words in length.
Allocate no more than 50% of the area of any slide to blank or
“white” space and space-out the text or graphics (as opposed to
squishing everything into to top quarter of the slide, for example).
Use a font size that can be seen from the back of the room.
If using computer graphics, avoid distracting your audience with
fancy features such as varying transitions, bullets flying in from
all directions, and words that spin, explode, or flash.
Before showing a complex slide, give a brief verbal explanation
of what the slide is about.
Turn your equipment off, or use a blank slide if you are going to
talk for a period of time without using visual aids--you won’t have
to compete with your visual aid (or machine noise) for attention.
• Talk to the audience.
Too many presenters talk to their visual aids and lose eye contact with
their listeners. Draw your listeners’ attention to a particular point on the
visual aid by looking at it and motioning to it, then look at your listeners
to explain the point. As a rule, don’t talk if you aren’t looking at your
audience.
• Prepare for a worst-case scenario .
Always make hard (paper) copies of your visual aids. Put acetate
slides onto frames and number the frames. Take extra bulbs for the
equipment. If something does go wrong, stay cool and calm, and
proceed with your back-up plan. Your audience will be impressed and
relieved.
38
V v
voice
• Use voice modulation to be a more dynamic
communicator.
One only needs to listen to the powerful speeches of Martin Luther King
or Winston Churchill to fully appreciate the importance of voice
modulation in making an impact on an audience. The number one
factor attributed to perceiving someone as being boring, is a monotone
voice. The key to using your voice effectively is variation. Three
techniques are outlined below:
Vary the Volume
Many people speak at the same volume level for an entire
presentation. As a result, nothing in particular stands out. By
raising, or sometimes lowering the volume of your voice during a
presentation, you can change the atmosphere in the room and
draw attention to your statements.
If you are soft spoken, you should try speaking at a volume that
is slightly louder than where you are comfortable. Soft voices
can be perceived as a being a sign of nervousness, discomfort,
or lack of knowledge. Keep in mind that if your voice sounds
loud to you, it probably sounds just right for your listeners.
Vary the Inflection
It is inflection that gives us a natural, conversational tone which
endears listeners to us and keeps them interested. Think about
the exaggerated inflection one uses when reading a story to a
child. We do this because we want the child to stay interested
and we want to breathe life into the story. Ironically, when
delivering a business presentation, most people go to the other
extreme and their voices “flatten” out. This contributes to the
monotone that plagues so many presenters.
Vary the Pace
Like volume, changing the pace of your delivery can dramatically
change the tone of your message. Speeding-up the pace may
create a sense of urgency or passion. However, delivering an
entire presentation at rapid pace could also create the
impression that you are in a state of panic, or are a very unaware
individual. Alternatively, slowing your pace may be effective in
stressing a point. Speaking at a slower than normal pace for the
entire presentation however, will probably put your audience to
sleep.
39
V v
voice-mail
• Plan your voicemail messages.
Voicemail will continue to be one of the most important
components of business communication. In many
instances, voicemail is used as a means for conveying
information. The messages you leave should create an
impression in the listeners’ mind that you are someone they
would like to call back and/or meet. Some key points to
consider when leaving a voicemail to elicit return calls
include:
Be prepared
Most people don’t actually think about what they are going to say
when leaving a message, until after the beep. Have a message
prepared so that when you hear the beep, the first word out of
your mouth isn’t “um.” If the “um’s” continue, most listeners will
tune-out and create a negative perception about your
capabilities.
Be succinct and clear
A voicemail message, unless there is a very specific reason,
should not exceed 30 seconds in length. Remember that yours
is probably not the only message the listener has to get through.
If you don’t waste time on voicemail, your listeners will likely
return your calls because they won’t feel that you will waste time
on a phone call or in a meeting. Being succinct, however, is very
different from sounding rushed. Clearly enunciate your name
and telephone number. State your name and number at the
beginning of the message, and repeat them again at the end.
Some listener’s will go back to a saved message to get your
name and number and will have to listen to the entire message if
you don’t leave this information at the beginning.
Deliver a benefit
Your voicemail message needs to entice your listener and give
them a compelling reason to return your call. By providing a
specific benefit that is relevant to your listener’s situation and
needs, you can create an impression that you understand their
issues, and add value.
40
W w
who factor
• Be aware of the “who factor”.
The impression that is made on an audience, based upon
who the speaker is, (which can include the speaker’s rank,
reputation, and relationship with the listeners), is what we
call the “who factor”. Some studies indicate that 40% of the
overall impression that one makes is based on this “who
factor”. 53% of the overall impression is based on how a
message is delivered and 7% is based on the content of
the message itself. The categories that make up the “who
factor” are:
Rank – Clearly, someone who is introduced as the CEO will
have more immediate credibility than the “Jr. Systems Analyst”.
Credentials and titles do make an impact on listeners. If you feel
that you can build credibility by stating your credentials or title,
don’t hesitate to do so.
Reputation – If you and Tiger Woods were giving concurrent
presentations on golf, most people would go to see Tiger
because of his reputation. (Nothing against you personally, of
course). If you have a good reputation, you may benefit from
having someone else boast about your reputation while
introducing you.
Relationship – If you already have an established
relationship with the listener, you may not need to work as hard
to gain credibility as would someone who is a stranger.
• Use a credible introduction, and deliver it well.
If, by chance you lack any of these three “R’s”, don’t
despair. When introducing yourself, be sure to give a brief
overview of your credentials and experience to build your
“who factor” (See “Ii for introductions”). Finally, if your
delivery is confident, controlled and professional, you will
begin to build a good reputation and relationship with your
listener which will carry over into subsequent meetings and
presentations.
41
...a bit about Dialogue Strategies
Inc. Dialogue Strategies Inc. assists companies and individuals to develop credible and effective
business communication skills. Our goal is to enhance the business development efforts of your
firm.
We Specialize.
Dialogue Strategies provides specialized coaching to individuals and groups in Professional Services
companies.
We focus on Selling Skills, Presentation Skills, and Business Pitch Development.
We have coached thousands of managers and senior executives across North America and we can
provide references from small, entrepreneurial, start-up firms to the country’s largest blue chip companies.
Our Methodology is Different.
People learn to communicate effectively through guided practice, and not by listening to generic theory.
We won’t stand in front of you and tell you how things should be done—we will get you to actually do them.
All learning will be practical and immediately applicable in your business.
Our Facilitators Own the Company.
We own Dialogue Strategies Inc. and have a vested interest in making you a very satisfied client.
We will facilitate your session and we will be the people with whom you meet to develop the format and
content of your session. We are not “trainers” by education—we are senior level business people who have
real-world presenting and business development experience.
How Will You Learn?
You can learn by hiring us for a one-on-one session, or by participating in a group session. You can also
learn on-the-job if you invite us to participate in the development of a business pitch with your company:
One-on-One Coaching:
We can schedule time at your office to take a series of “appointments”. During these appointments, we will coach
individuals on a one-on-one basis. This format works extremely well for busy people who cannot dedicate a full day
to a group session. It is also ideal for those who would like us to focus on more individual needs. Many individuals
within organizations are reluctant to be coached in front of a group due to political or personal reasons--and so this
one-on-one format is something that they will embrace.
We also provide individual coaching in the “field” during work—perhaps we’ll attend an actual presentation, or join a
salesperson on a sales call.
Group Sessions:
Our group sessions range in length. We understand the time constraints placed upon people in the professional
services industries and we have formatted our sessions to be as efficient as possible.
Business Pitch Development:
We have helped many companies win major business pitches by assisting with the development and rehearsal of
their presentations. Most of these consulting assignments are a few days in length and involve an intensive regimen
of planning, analysis, pitch development and practice.
Need to Know More About Us? Please call us if you need to know more about our services. (416) 809-
1429.