Group Communication & Business Presentations
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10 Public Speaking and Presentations
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Learning Objectives
After reading this chapter and studying the materials, you should be able to:
1. Adapt to various audiences when preparing a public speech or presentation. 2. Create a public presentation tailored to a speci�ic audience. 3. Take the necessary steps to prepare and present an effective speech. 4. Deliver effective public presentations.
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The ability to provide a powerful vision, while relating to both internal and external audiences, is one of Indra Nooyi's key skills.
10.1 The Nature of Public Speaking Learning Objective # 1: What is the nature of the public speaking process?
Public speaking presents one of the greatest opportunities you will have to make a positive impression on others. An effective and memorable public speech can launch a career or lead it to greater heights. For example, an unknown U.S. senator, when asked to make a speech at the Democratic National Convention in 2004, suddenly became so well known that four years later he was elected president of the United States. And, even though you may never make a speech that leads to such a high of�ice, you may very well impress members of top management with your potential to lead and assume a position of greater authority, based on a well-delivered public presentation.
The public communication process involves one communicating with many (Wiseman & Barker, 1967). Public speeches take place in a vast number of ways and places, from standing on a street corner to the annual State of the Union address. The audiences are as varied as the number of forums. Two public communication formats are in-house speeches and presentations, and presentations to the general public.
For Review
What is public communication? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm#)
The public communication process involves one communicating with many.
Indra Nooyi: Talk the Talk, Walk the Walk
She played cricket and performed in a rock band in college in India, and then worked the third shift as a dorm receptionist while obtaining her master's degree in business administration at Yale. Clearly a woman of great energy and passion, Indra Nooyi became the CEO of PepsiCo, directing more than 185,000 employees in over 200 countries.
Nooyi has achieved fame and acclaim in the business world for her dress, demeanor, vision, and public presentation skills. She often comes to work dressed in the traditional Indian sari. For many years, she was accompanied by one of her two young daughters. Nooyi is well known for her caring, compassionate approach to employee relations. She is "a deeply caring person who can relate to people from the boardroom to the front line," as dean of the business school at Wake Forest University and former Pepsi CEO Steven S. Reinemund has said (Useem, 2008).
Indra Nooyi's vision included key strategic corporate moves in the 1990s, among them the divestment of KFC, Pizza Hut, and Taco Bell while acquiring Tropicana and Quaker Oats, the producer of Gatorade. These pro�itable moves also took the company in a new direction—toward providing healthier products while conserving water and energy. By 2010, half of the company's products were from healthier foods. The company began an anti-obesity campaign at the same time.
Nooyi often engages in public presentations. To stress the importance of her vision, she created the phrase, "Performance with purpose." "It doesn't mean subtracting from the bottom line," she said, but rather "that we bring together what is good for business with what is good for the world." To further emphasize this point, she noted in the same speech, "People these days are bringing their principles to their purchasing. We, in return, are bringing a purpose to our performance" (Useem, 2008).
The ability to provide a powerful vision while relating to both internal and external audiences is one of Nooyi's key skills. She speaks often at company functions and is willing to engage in musical performances at company events as well.
As a result, Fortune and Forbes magazines have named Nooyi as one of the world's 100 most powerful women. U.S. News & World Report has named her as one of America's best leaders. These awards, along with several honorary doctorates, note her tenacity in tying personal values into a corporate vision, assisted by effective public speaking skills.
Review Questions
1. What types of audiences would Nooyi address when emphasizing sustainability and healthy eating?
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Company of�icials are asked to make presentations to the public on a variety of subjects.
2. How does public speaking relate to articulating a vision to the world? 3. How does the willingness to perform music at company events relate to public speaking and relationships with employees?
In-House Speeches and Presentations
In-house presentations take the forms of downward, upward, and lateral communications. A downward presentation means the company's CEO or another higher-ranking manager creates a message for those at lower ranks. An upward presentation occurs when an individual makes a pitch for a special project, such as a when an employee proposes to renovate the interior of a store to integrate social media or when a logistics expert makes a proposal designed to cut a company's shipping costs. Another upward presentation takes place when a candidate stands before an individual or panel as part of the interview process for a promotion. Lateral presentations travel between managers of the same rank.
In-house messages normally focus on speci�ic issues related to the organization or business. The audience consists of fellow employees. Even with those parameters, in-house speeches reach diverse audience members with differing opinions and viewpoints. Audience familiarity might lead to spontaneous interruptions or leaps in judgments by members. The same degree of preparation (including the steps described in this chapter) will be required as with any other public presentation to a more general audience.
For Review
What types of communications are involved in in-house speeches and presentations? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm#)
In-house presentations take the forms of downward, upward, and lateral communications.
Presentations to the General Public
Company of�icials are asked to make presentations to the public on a variety of subjects. Some speeches relate speci�ically to their businesses; others address more general issues and concerns. Local company owners may be asked to comment on a new local tax code or zoning decision. Many national company CEOs move about the country, promoting their organizations but also providing motivational speeches to conventions and other gatherings of people.
At the height of his tenure as CEO of Southwest Airlines, Herb Kelleher was such a popular speaker that he was booked for speeches as far as two years in advance. Many times, he was asked to relay information about the birth and growth of the airline. At others, speech topics included customer service, teamwork, and how to create a fun- loving organizational culture.
Four main types of audiences listen to speeches by members of organizations. First, business-related organizations, including conventions, will request a speech from an expert or executive from a company. These speeches focus on various topics such as a speci�ic industry or profession as well as on more general subjects, such as the political climate. Second, groups of consumers may invite speakers to talk about their issues, such as environmental protection, governmental regulations, fair dealings with employees, and the ethical treatment of animals. Third, company speakers address employees of other companies. Fourth, presentations to the general public can include special occasions, such as high school or college graduation ceremonies.
The Steps of Public Speaking
The purpose of this chapter is to assist you in becoming a more effective public speaker. In addition to the basic advice contained here, other organizations can help you develop your ability to make a public presentation. For example, the Toastmasters (www.toastmasters.org) sponsor many local organizations with the express purpose of helping individuals become more effective speakers.
Taking the time to prepare is key to being a successful public speaker. The steps of public speaking, from preparation to the speech itself, are outlined in Table 10.1. This section presents the �irst step, setting a strategy. The upcoming sections will explore the other steps.
Table 10.1: The steps of public speaking
Set a Strategy
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Identify the Audience
Evaluate Potential Barriers to Communication
Prepare the Message
Prepare for Questions
Practice the Presentation
Make the Presentation
Set a Strategy
According to Aristotle, the three basic reasons for public speaking are to inform, persuade, and inspire (Cooper, 1961). Another goal of public speaking can be to collaborate. Making sure an audience understands an issue or process is the primary goal of an informative presentation. Persuasion involves the attempt to change peoples' minds, or at least to get them to see a different perspective. In both cases, time at the end may be reserved for various questions, comments, issues, and challenges to the message. Inspirational speeches seek to move an audience from a concept to an action. Employees may be inspired to provide better customer service. A larger audience may be inspired to vote in an election or contact governmental of�icials about an issue. Inspirational speeches often allow for little audience participation beyond cheering and encouragement.
Collaborations seek to collect information and to engage in mutual dialog to reach a resolution on an issue. Fuller audience participation takes place when the speaker plays a more collaborative, facilitating role. In that case, the speaker guides the discussion and inclusion of ideas. Collaborations often take the tone of a meeting rather than a presentation.
Further, public relations speeches may have the objective of offering an apology or defending a company from unfair or unwarranted attacks. Other public speeches attempt to build a company's image in a positive manner. Image building is creating a positive public identity for an organization that matches the goals of the organization's leaders (Clow & Baack, 2012; Goldhaber, 1993).
No matter the objective, the strategic approach to public speaking requires that the speaker de�ine a clear message. Then, all other elements of the preparation process can be aligned with that message. Failing to do so may lead to a confused or less-effective speech.
For Review
What is image building? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm#)
Image building is creating a positive public identity for an organization that matches the goals of the organization's leaders.
Concept Check
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10.2 Public Speaking: Identify the Audience and Potential Barriers Learning Objective # 2: How can you create an effective public presentation tailored to a speci�ic audience?
The previous section outlined the steps of public speaking. Following the process of setting a strategy, the next two elements are to identify the audience and evaluate potential barriers to communication. These important steps help you structure a speech or presentation that will have the best chance of being well received by the target audience.
Identify the Audience
Aristotle also told his students to consider three elements when making a speech. The audience, the purpose, and the occasion should combine to direct the preparation of the message. While the elements are mostly described independently in this chapter, in reality, all three should be considered simultaneously.
In an in-house presentation, the audience will be determined by the direction the information �lows. Downward-�lowing messages have audiences consisting of lower-level managers and �irst-level employees. Upward-�lowing messages target higher-ranking managers. The audience establishes the tone and style of message presentation. Top managers making downward presentations often �irst seek to reduce audience anxiety (that something bad is about to happen) or try to create a sense of partnership with employees. Lower-ranking members making presentations are likely to create more structured, formal messages designed to establish credibility.
For external speaking engagements, an audience pro�ile, or analysis of the audience, assists in matching the strategy of the speech with a method of delivery. Table 10.2 identi�ies the key elements of an audience pro�ile.
Table 10.2: Elements of an audience pro�ile
Is this a single, homogenous group with major similarities, or a heterogeneous (diverse) group?
For a Heterogeneous Group
What are the characteristics of the majority?
What are the characteristics of the minorities?
General Audience Characteristics
What is the level of audience knowledge about the topic?
What is the level of audience emotion or feeling about the topic?
What will be the desired response from the audience?
Speaker Relationship to the Audience
Am I similar to or different from the majority?
Will the audience agree or disagree with my message?
Will the audience consider me to be credible, even if its members disagree?
When speaking to an outside group, the �irst point to examine will be audience demographics, including socioeconomic characteristics; attitudes, values, and beliefs; and the level of education and understanding of the audience with regard to the subject of the presentation. While at least some diversity will be present in nearly every audience, the speaker can seek to understand the characteristics of the majority.
For Review
What elements are parts of an audience pro�ile? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm#)
An audience pro�ile, or analysis of the audience, assists in matching the strategy of the speech with a method of delivery. It consists of discovery of whether it is a single, homogenous group with major similarities or a heterogeneous (diverse) group, general audience characteristics, and the speaker's relationship to the audience.
Demographics
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Knowing the audience's level of background knowledge will help the presenter decide what to say and how to say it, as well as what not to say.
At the most basic level, the speaker should identify the demographics, or population characteristics of the audience. The speaker can examine the age, gender, and the race or ethnic origin of the majority. Consider a speech by a company leader to a group of high school students visiting the company, as compared with a group of senior citizens at a local community center. Dramatic frame-of-reference differences should direct the development of the content and the tone of the message.
In any public speaking situation, consider the preponderance of hand-held recording devices. A wise course of action is to review the appropriateness of your speech. Any language that may be considered offensive in any way can lead to greater repercussions, especially with the ease with which a speech can be recorded and shared over the Internet.
Socioeconomic Characteristics
Socioeconomic characteristics include the background, income, level of education and occupation, and often the city, region, or neighborhood in which people live. A speaker preparing to address a group with lower levels of education or income should be aware that such an audience will be less likely to know about international travel and luxury items, such as designer clothes and expensive wines, or possibly even about home ownership. Conversely, when composed of wealthy "angel" investors, the audience will expect a sophisticated approach with �ineries as well as business plans and �inancial forecasts. At the same time, be careful to avoid stereotyping audiences and do not make overly general assumptions about them.
Attitudes, Values, and Beliefs
Attempting to know your audience becomes even more complicated when considering their attitudes, beliefs, and values. Most audiences will consist of a mix of political and religious beliefs. A topic such as gun ownership, free speech, or the role of government in private enterprise may spur deep feelings before the speech even begins. The key, in this instance, will be to make sure to understand the link between the subject of the speech and any potential "hot buttons" it might press in the audience, if not handled properly. In a business speech, taking a point of view or side on such an issue might distract the audience from the intent of the overall message. Most of the time, businesspeople tend to remain as neutral as possible on controversial matters during public speeches.
Knowledge of the Subject
To whatever degree possible, the speaker should ascertain the knowledge level of the audience. An accountant making a speech to a local accounting association assumes a great deal of knowledge. Explaining fundamentals may come close to insulting the audience. At the other extreme, when a speaker begins "over the heads" of an audience, members will lose interest quickly. Knowing the audience's level of background knowledge will help the presenter decide what to say and how to say it, as well as what not to say. A speaker may attempt to gauge an audience's knowledge of a subject early in the talk by asking questions or seeking feedback through nods of understanding or confused expressions.
Identify Potential Barriers to Communication
Part of identifying an audience goes beyond examining its characteristics. As Chapter 2 notes, a series of situational factors can disrupt interpersonal communication. Each becomes germane to a speaking engagement as well. The emotions of anger, sadness, envy, and jealousy, the setting, and distractions can disrupt what might have otherwise been an effective speech. Further, transmission problems affect the quality of a speech. The use of language that does not match the audience, inappropriate slang, over- reliance on technical terminology, and disabilities might hinder the quality of a presentation. Also, a speaker can contradict his or her own message through nonverbal and paraverbal cues.
Further, the level of audience interest or the mindset of those involved can become a barrier to communication when making a speech. Table 10.3 describes a series of potential mindsets.
Table 10.3: Potential audience mindsets
Audience mindset How speaker can address
Supportive of message and speaker Speaker can reinforce or add to support for an idea
Interested, neutral Speaker can seek to gain agreement with a position or idea
Interested, mild disagreement Speaker can change misconceptions, clarify positions, seek to persuade
Uninterested Speaker seeks to spark interest, tie concept to personal values of audience members
Concerned Speaker can attempt to allay fears or help the audience overcome those fears, when concerns are genuine
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Hostile toward speaker Speaker copes with anger, tries to connect with members
Hostile toward message Speaker looks for common group, explains position in detail in unemotional terms
Outlining the strategy, understanding audience characteristics, including any bias that might exist toward the speaker or the intent of the speech, and identifying potential barriers to communication form the foundation for creating the body of the speech. Various constructions of speech format are possible. The speaker matches them with the objective and audience in mind.
For Review
Identify the primary barriers to communication in a public speaking setting. (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm#)
The emotions of anger, sadness, envy, and jealousy, settings, and distractions can disrupt what might have otherwise been an effective speech. Further, transmission problems affect the quality of a speech. The use of language that does not match the audience, inappropriate slang, overreliance on technical terminology, and disabilities might hinder the quality of a presentation. Also, a speaker can contradict his or her own message through nonverbal and paraverbal cues.
Concept Check
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With the audience, message type, and communication goal in mind, the message can be constructed.
10.3 Public Speaking: Preparing the Message and Answers to Questions Learning Objective # 3: How can you prepare and present an effective speech?
The classic truism "success results when preparation meets opportunity" directly applies to making a quality speech. A rule of thumb used by many college professors indicates that a one-hour lecture demands at least three hours of preparation. For speeches, the ratio may be even higher. The presentation includes selecting a design, conducting quality research, and carefully choosing words or phrases.
The speech should be customized to �it the situation. A speech in December probably contains a holiday theme; one made in November may express thanks; one in July might stress independence or patriotism. The speaker references one of these or other themes, such as commencement as a beginning, retirement as a new journey, or introducing a new product as an adventure, as part of the introduction or as a connecting theme throughout the presentation.
Even the length of the talk merits deliberation. A presentation that is too short will leave out key details or persuasive arguments. One that is too long will cause the audience to drift away.
As noted in Chapter 5, a standard, partitioned presentation may be used, often for informative speeches. The format consists of forecasting what will be presented, making the presentation, and then reminding the audience of the key points. Persuasive presentations often utilize the unfolding format. The format moves from one point or argument to the next in a more seamless fashion. Table 10.1 suggested the elements of designing an effective speech. The middle elements in that table are:
Prepare the message. Prepare for questions.
This section concentrates on those two activities.
Prepare the Message
With the audience, message type, and communication goal in mind, the message can be constructed. The key message point should serve as the organizational framework for the entire speech and drive the preparation of the message. The key message constitutes the primary idea to be conveyed with the goal of causing the audience to think, feel, and respond in a desired manner. Consequently, considerable attention should be paid to the preparation of the message. The development of the message incorporates four processes:
1. Prepare the introduction. 2. Prepare the message body. 3. Prepare the conclusion. 4. Prepare other details.
A well-designed speech incorporates each of these activities into a well-crafted presentation.
Prepare the Introduction
The introduction serves several key purposes. First and foremost, the opening statement should be designed to capture attention. Table 10.4 provides examples of attention-getting opening-statement approaches.
Table 10.4: Attention-getting introduction methods
Method Example
Personal anecdote My father worked for this company for 40 years. He retired believing that the next generation of employees would enjoy a great future. We now face circumstances that could change that outcome.
Shocking statement Did you know that if we raised the price of every item in each of our stores by just 1 percent, we could fully fund an affordable company health insurance plan for our employees?
Rhetorical question What will happen if gas prices rise to $7 per gallon, as some forecasters believe will happen by 2020? How will we keep our prices affordable?
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When making a persuasive argument, key points to remember are balancing emotion and logic, and creating the �low that leads to the conclusion you seek.
Company crisis As you know, this most recent cyber attack on our system threatens the well-being of our company and the con�idence that our customers have in our ability to protect their private information. I have a plan to restore that con�idence.
Famous quotation President Franklin Roosevelt once famously said, "The only thing we have to fear is fear itself." I see too much fear in our employees' eyes.
Historical trend or event Isn't it interesting that, only about 10 years ago, a tweet was just a sound made by a bird? Friends, the social media boom is not only changing the world—it is changing how we must do business.
Source: Adapted from G. E. Hynes (2011). Managerial communication: Strategies and applications. (5th ed.). New York, NY: McGraw-Hill, and J. S. O'Rourke (2010). Managerial communication: A case-analysis approach. (4th ed.). Englewood Cliffs, NJ: Prentice Hall.
Beyond capturing an audience's attention, the other key elements of an introduction are to state the objective of the presentation, �ind ways to keep the audience listening, and preview the key points about to be made. Previewing key points will be especially important in a standard presentation format. In some circumstances, two other parts of an introduction can include a statement about whether interruptions from the audience are welcomed or discouraged, along with some evidence regarding the speaker's credibility. The latter point becomes more likely when the presentation �lows upward.
During the introduction, the speaker should avoid starting with an apology, such as, "I'm not very good in front of an audience." The speaker should not provide the audience with an excuse to disengage, such as, "I know you probably have more important things to do." An effective introduction draws people in; it should not push them away.
For Review
Name the techniques that can be used to capture attention as part of the introduction of a speech. (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
The techniques include a personal anecdote, shocking statement, rhetorical question, company crisis claim, famous quotation, and recall of a historical trend or event.
Prepare the Message Body: Persuasion
The body of the presentation often dictates a presentation's success. It takes time and thought to develop a presentation that will continuously engage an audience. The body of the presentation contains two key parts: content and process. The content of the presentation covers the actual material. Effective content contains three main elements:
It states main points clearly. The audience should be able to easily follow along. It limits main points to a manageable set, normally about three. It provides transitions and informs the audience when a new main point will be presented.
Transitions can move both backward and forward. A forward transition moves on to the next point, as in the statement, "We are losing too many IT (information technology) specialists due to salary and bene�its issues. Let me tell you how we can keep this from happening in the future."
A backward transition restates the previous point or points, and then moves forward, for example, "Now that we know two new competitors are entering the market and that they have substantial funding to advertise and promote their products, we can turn our attention to how we intend to respond."
When making a persuasive argument, key points to remember include balancing emotion and logic and creating the �low that leads to the conclusion you seek. An important element in persuasion is to provide credible evidence; persuasion based solely on emotion and personal opinion normally will not achieve the same result. Four methods assist in making effective persuasive speeches or presentations:
the AIDA model psychological progression approach problem-solving method state the case and prove it
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To create the �low you seek, one method with great appeal is the AIDA model, as described in Chapter 5 (St. Elmo Lewis, 1925; Bennett, Cunningham, & Dees, 2006). As noted, the AIDA method involves four processes:
Attention: Capture attention and draw the audience into the idea. Interest: Maintain interest by making sure members of the audience see the bene�it to them. Desire: Help audience members understand how change also bene�its the company and respond to questions and concerns. Action: Lead the audience to the desired response or behavior.
The AIDA model creates a �low that should be easy to follow and builds to the desired conclusion.
A second form of persuasive presentations, the psychological progressive pattern approach, involves a set of steps leading to the desired change in attitude (Howell & Bormann, 1971). The steps in this method include:
arouse dissatisfy gratify visualize act
Arousal relates to capturing attention. The speaker adapts the opening to the speci�ic issue to be addressed and can even forecast the resolution as part of his or her �irst remarks. Tactics to dissatisfy the audience demonstrate an issue or concern. Grati�ication shows how the resolution will take care of the dissatisfying factor. Visualization helps the audience see the potential outcome. They can then be more readily moved to act.
When making a case for a back-up generator for a retail location, the manager could employ the psychological approach. Arouse—"Remember when the power went out last winter and it got so cold in here that our pipes froze?" Dissatisfy—"We all lost several days of pay waiting for everything to be repaired, and we probably lost some customers during that time as well." Gratify—"If we would have been able to turn on a back-up generator, the store could have stayed open and we wouldn't have had that big repair bill." Visualize—"Just think how much better it would be, when the power goes off, to have our lights come back on in a matter of seconds." Act—"We need to buy a generator and have it installed before the next big winter storm." Such a presentation could be made by a lower-ranking supervisor to top management, or a store manager to corporate of�icers.
Other methods of persuasion in public speaking involve a simpler approach. The problem-solving method works effectively with an audience not familiar with the problem. Using an unfolding format, the speaker outlines the problem and then goes step-by-step leading to the solution. The steps are
De�ine the problem. Explain the problem, including causes and effects. Outline and evaluate potential solutions. Prescribe the most ideal solution.
The �inal method, state the case and prove it, relies on the development of a central thesis and supporting arguments. Each supporting argument should �irst be presented in a basic form and then facts, logic, and any emotional justi�ications follow. The conclusion restates the case and its potential solution.
Balancing emotion and logic means �irst developing the logical components of the presentation. Three methods used to make your points are analogy, induction, and deduction. An analogy draws a comparison to a similar event or circumstance. For example, a cyber attack can be compared to a war in which strategies and tactics are required to respond.
Induction takes speci�ic information and builds to a more general conclusion. For instance, increased turnover, a reported number of on-site con�licts, and more people calling in sick in a department that recently changed its pay policy can all be presented as symptoms of the larger problem—that employees do not feel adequately compensated.
Deduction involves eliminating alternative explanations for an outcome. For example, when sales have declined, if a manager can demonstrate that the product has wide consumer acceptance, that the price remains comparable to the one offered by the competition, and that advertising is effective, the conclusion can be drawn that something in the delivery system, such as an outdated retail facility or the lack of an e-commerce program, is the cause of the problem.
Following the development of the logical argument, the emotional component can be added. This includes vocal tone, the addition of both emotive and informative visuals, and other elements such as music. Emotions that run too strong are often counterproductive when making persuasive presentations.
For Review
What methods can be used to develop persuasive arguments in a speech or presentation? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
The four methods that assist in making effective persuasive speeches or presentations are the AIDA model, the psychological progression approach, the problem-solving method, and state the case and prove it.
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The conclusion of a presentation should leave the audience with a feeling of closure.
Prepare the Message Body: Informational Presentations
Informational presentations often rely on a standard, partitioned presentational approach. The speaker notes the main points to be made, makes the points, and then summarizes them. Informational presentations can be made for:
noncontroversial changes or plans background information about an upcoming decision, including advantages and disadvantages of various options background on the company and its history explanation of an event that has taken place preparation for a future event
Visuals often assist in providing information through bar graphs, pie charts, and tables. The audience does not need to be persuaded; however, the speech succeeds only if they remain interested and absorb the information for future use (Borden, 1971).
For Review
What types of informational presentations are prepared by business speakers? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
Informational presentations can be made for non-controversial changes or plans; background information about an upcoming decision, including advantages and disadvantages of various options; background on the company and its history; explanation of an event that has taken place; and preparation for a future event.
Prepare the Conclusion
The type of conclusion will depend on the nature of the presentation. A conclusion to an informative presentation summarizes the key points made, to remind the audience members of what they have learned. The conclusion to a persuasive presentation should include a call to action that helps the audience internalize the message given and take any further steps. Many conclusions refer back to the introduction, to signal to the audience that the presentation has come to a close.
Effective speakers let the audience know that the conclusion is coming. Changes in vocal tone and posture indicate the speech has reached an end point. Sometimes a speaker can use a phrase to indicate that the conclusion is coming, such as "I'll close with this." The conclusion should leave the audience with a feeling of closure. The members should also be able to easily carry away the primary intent of the message, which should be re-emphasized in the concluding remarks.
Prepare Other Details: A Pre-Speech Checklist
Beyond the actual content of the speech, part of preparation involves accounting for additional elements and activities. Making an effective presentation is similar to preparing a play or a musical performance; a well-orchestrated performance achieves a better effect. Three ingredients involved in �inalizing speech details are preparing a pre-speech checklist, preparing a method of delivery, and preparing technological support.
An organized and systematic pre-speech preparation checklist can prevent many problems before they occur. Table 10.5 provides a pre-speech checklist designed to ensure the event runs smoothly. As you can see, a visit to the site where the presentation will be made may be useful. If that is not practical, the speaker can obtain information from the individual who scheduled the speech or from the venue itself, such as a hotel or conference center.
Table 10.5: A pre-speech checklist
Date, time, location
Layout of the room (including height of the podium relative to the audience)
Sound system
Room acoustics
Internet access (if needed)
Accommodation of visuals
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Entry point (off stage, from the �loor, from a panel on stage)
Time allotted
Room to move around (or not)
Lighting
Failing to check on these details can lead to awkward moments, such as when you expected to be able to show PowerPoints but no projector is available, or when you planned to speak with a hands-free microphone and the site does not have the technology to accommodate that approach. Many speakers provide their own technologies to prevent such occurrences. Others prepare back-up plans in case something goes wrong.
For Review
What are the elements of a pre-speech checklist? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
The elements include the date, time, location, layout of the room (including height of the podium relative to the audience), sound system, room acoustics, Internet access (if needed), accommodation of visuals, entry point (off stage, from the �loor, from a panel on stage), time allotted, room to move around (or not), and lighting.
Prepare Other Details: Method of Delivery
Several methods of delivery are possible. The goal will be to use the method that best assists in making a smooth, inviting, and interesting presentation. Four potential methods of delivery are
manuscript memorized note-assisted impromptu
Reading from a manuscript probably will result in a stilted, boring presentation. The only time a manuscripted speech becomes necessary may be when an executive or of�icial needs to make a presentation in precise, exacting language. A teleprompter may be used to assist in making the presentation more palatable.
Committing a speech to memory takes a great deal of time and effort for most people. Normally, it eliminates some of the spontaneity of and energy in a presentation. While you want to be strongly familiar with what you are about to say, memorization may not be necessary or useful.
Note-assisted speeches are commonplace. Until the past decade, notes would normally be written on a 3 × 5 card that easily �its in the palm of a person's hand. Some of the newer hand-held technologies allow for electronic notes, as does most presentation software. Each note serves as a memory jog for the more important points in the speech, spells out exact quotations, and includes any exact or speci�ic information, such as statistics, that will be delivered as part of the speech. Note-assisted speeches make it easier to maintain eye contact with the audience, with the reassurance of knowing what to say next (Morgan, 2000).
Impromptu speeches are made without preparation. When someone is asked to "make a few remarks," the idea will be to keep them short and make one or two quick key points. When such a situation arises, the speaker may refer back to the content of the previous speaker or toward the nature of the event. Normally, audience expectations are relatively low, which should help you relax as you talk.
For Review
What methods of delivery can be used when presenting a speech? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
Four potential methods of delivery include manuscript, memorized, note-assisted, and impromptu.
Prepare Other Details: Technological Support
Technology provides a powerful number of resources that can add to the effectiveness of a formal presentation. The PowerPoint method can now be enhanced with streaming video, Internet references, and real-time connections to remote locations. The secret to selecting additional media will be to keep the technology from overwhelming the message or distracting the audience. Additional visuals should:
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Jack Hollingsworth/Thinkstock
Technology provides a powerful number of resources that can add to the effectiveness of a formal presentation.
Identify the speaker and the topic in the opening. Highlight and summarize key points during the body. Add additional information or emotional imagery. Provide �inal thoughts in the conclusion.
Effective visuals are colorful and informative. Words should be printed in a large enough font to be easy to read. Graphs should be easy to see and follow. Diagrams must be simple enough to digest without having to study them in great detail. Photos and other images, such as a picture of an accident or an angry customer with a salesperson, make memorable points. Too many slides or too many words per slide will be distracting and eventually overwhelming. A good standard is to include no more than one idea per slide.
An effective presentation software slide has "stand alone" qualities. In other words, the audience can interpret the meaning as the speech is being given without the speaker needing to explain it. Effective visuals create interest by posing an intriguing question or presenting an incongruity. A slide that asks, "Can you afford to retire?" draws the audience in to a presentation about saving and retirement planning. A slide that states, "50 percent of all people ages 50–60 have less than $100,000 in retirement savings," achieves the same objective. During a speech, the main focus should be on the speaker, not on the slides. Long blocks of text or complicated slides will distract from the speaker's message. Visuals on slides should reinforce key points. Additional information on effective visuals may be found at www.presentationzen.com (http://www.presentationzen.com/) .
Video clips and �ilm clips, when carefully introduced, make a presentation more interesting. The speaker will need to attend to issues such as lighting and sound before the speech, so that they �low smoothly with the presentation.
In some instances, a speaker may provide background music. Beyond being appropriate, the music must not distract the audience by being too loud or containing
words that interfere while the speaker talks. One standard use of music involves having it play as the speaker moves into the conclusion of the speech, building to a crescendo at the end.
Remember that the effective use of technology complements and supplements a presentation. Ineffective audiovisual cues become distractions. Effective speakers and presenters practice with them before making the actual presentation. A speaker should pause to allow the audience to digest slide material before moving on with the presentation, as it helps keep the audience engaged in the message.
Prepare for Questions
Many times, an in-house presentation will be followed by a question-and-answer period. Remember that the questioners can have several motives, including agreeing, disagreeing, changing the subject to his or her pet topic, or simply stating an opinion. As a �inal step of speech preparation, try to anticipate the types of questions you will receive. Knowledge of the audience and of any past objections to your topic can assist in making sure you are ready for most queries. Remember, some people will ask questions just to draw attention. Graciously handling these attempts helps get the audience on your side.
When the elements of a speech are in place, the introduction, message body, conclusion, and additional details are complete. After anticipating any types of post-speech questions, it is time to move on and practice the speech before presenting.
Concept Check
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10.4 Making the Speech and Following Up Learning Objective # 4: How can you effectively deliver a speech?
As is the case with many other activities in life, practice can go a long way toward helping you to achieve success. The idea is to be con�ident, relaxed, and comfortable with the material when making the actual presentation. The �inal four steps of the public speaking process are
Practice the presentation. Make the presentation. Deal with responses and answer questions. Follow up.
Practice the Presentation
Many people are nervous about public speaking. To overcome anxiety, a speaker can practice the presentation in front of a few key friends or colleagues. Even those with considerable experience and comfort levels can bene�it from running through in advance what they wish to say. During the practice, the speaker can make sure that the visuals and other ingredients are carefully orchestrated to work as intended, which is especially important if a second person will run the audiovisual part of the presentation.
Practicing identi�ies any potential problems. The speaker can make sure the presentation �its in the allotted time. The presenter can concentrate on the proper pace and tone, and ensure that his or her notes are complete but not distracting. Practicing provides mental reassurance and comfort to someone who is a little edgy about standing in front of an audience.
Make the Presentation
When making the presentation, attention to detail begins before the event. The presenter should be sure visual equipment works, that the room temperature is adequate, and that nearby activities will not disrupt the proceedings. Also, ensure that the audience seating arrangements are as planned. In addition, the speaker should dress appropriately. Loud colors and large patterns distract the audience. Large jewelry can also be a distraction, especially when it re�lects light or makes noise.
The actual presentation should follow a process. The process involves setting and maintaining a tone that leads to the desired outcome. Two key elements of the process are presenting a positive tone and maintaining audience interest.
A positive tone results from treating the audience members with respect. Demeaning statements injure credibility. A negative tone will appear to be pompous, stuffy, vague, disingenuous, patronizing, bored, or nervous. A positive tone consists of the following characteristics (Hamlin, 1989):
warm and friendly excited and interested con�ident and organized knowledgable and competent honest and authentic
Even a speech that gets off to a slow start, for whatever reason, such as several late arrivals that interrupt the �low, can be successful.
The second part of the process, maintaining audience interest, includes a combination of elements. Use of visuals helps keep an audience engaged. The speaking method also plays a key role. To maintain interest, employ the techniques displayed in Table 10.6.
Table 10.6: How to maintain audience interest during a presentation
Technique Description
Maintain eye contact Move to different sections of the room at a relaxed pace.
Tell stories Make sure the moral of the story is a point you wish to present.
Variety Use clear, vivid language that avoids repetition of words.
Effective language Use understandable, clear words.
Use audience member names Include people of all organizational ranks, know whether to use Mr./Mrs. or �irst names.
Logical order Make the presentation easy to follow.
Crescendo and decrescendo Use natural rises and reductions of energy.
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Keep connected Relate the message to audience member needs.
Ask rhetorical questions Expect that someone may answer and how you will respond if they do.
Assist memory Present in such a way that the message is easily understood and easy to retain.
Solicit feedback after the presentation Let them know you want to hear what they think.
Remember that you are not married to the podium. Some speakers prefer to stand directly in front of the audience (Bailey, 1992). If you do not like that method, make sure your hands stay free to make gestures, and allow for some body movement.
While speaking, remain aware of audience cues. Stick to the designated timetable. When using a whiteboard or some of the newer screen-based technologies, make sure your writing is legible and covers key points.
The secret to making an effective speech includes �inding the level of intensity that maintains interest and engages the audience without boring or alienating people. Effective vocal presentation styles are
use of tone, from low to high vocal variety, including volume and rate of speech clear pronunciations and articulations effective use of pauses avoidance of verbal hedges and crutches, such as "um," "uh," "ya know"
Public speaking coaches often emphasize the importance of breathing during a speech. Take the time to draw an even breath, which allows for pacing and keeps you from hyperventilating. Pauses for effect assist in making a speech more poignant. While you are speaking, the focus rests with the message and the audience, not on you. Worrying about gestures and other elements can make you appear to be nervous and uncertain. Engaging the audience exudes con�idence.
Actors are aware that an audience forgets much of what it sees during a performance. The members do tend to recall obvious errors. The same holds true in a speech. Do not bring attention to any gaffe unless it is a misstatement of an important fact; otherwise simply move on.
The key moment in many speeches will be the conclusion. A strong �inish erases some or all of the misgivings an audience might have had about the speech. When the speech has concluded, leave with an air of assurance and con�idence. Then prepare for any questions or responses.
For Review
How can a speaker create a positive tone during a speech? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
A positive tone consists of the following characteristics: warm and friendly, excited and interested, con�ident and organized, knowledgable and competent, and honest and authentic.
How can a speaker maintain audience interest throughout the presentation? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
The speaker should maintain eye contact, tell stories, use variety, employ effective language, use audience member names, provide a logical order, make use of crescendo and decrescendo, keep connected, ask rhetorical questions, assist memory, and solicit feedback after the presentation.
Deal With Responses and Answer Questions
After the speech, a question and answer, or Q & A, session often follows. Queries range from asking for more information, to using the question to show appreciation to the speaker, to creating a more hostile response. Some preparation for this session should have taken place as the speech was being prepared, noting that there is always room for surprises.
Some basic guidelines can help you effectively answer questions. First, as the questioner speaks, try to avoid nodding in a "yes" motion, as this may signal agreement when that is not your intention. Look directly at the questioner as he or she speaks, and repeat the question if you believe the audience did not hear. Carefully avoid getting off subject, and, if the person merely states an opinion, acknowledge the comment and move on as gracefully as possible. Make contact with more than just the questioner when responding—pull in the overall audience. Take questions from all parts of the audience and avoid letting one person dominate with questions. If you don't know the answer, simply acknowledge that you do not and move on (you can, of course, offer to follow up with the person in a few days once you have the answer to their question). Phrases such as, "Like I said earlier," may seem condescending, as does, "That's a good question." Remain professional and courteous as you answer. Thank the audience members for their questions.
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After the speech, a question and answer, or Q & A, session often follows.
The most dif�icult part of a question-and-answer period occurs when a hostile statement is made. When this happens, do not respond in a hostile fashion, which likely will escalate the problem. Instead, you can reframe the question in words that are less aggressive, by saying something such as, "I think what you are asking is . . ." When you do not concur with the other person, point out that, at times, people simply agree to disagree.
For Review
What techniques can be used to effectively deal with responses and answer questions following a speech? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
As the questioner speaks, try to avoid nodding in a "yes" motion, as this may signal agreement when that is not your intention. Look directly at the questioner as he or she speaks and repeat the question if you believe the audience did not hear. Carefully avoid getting off the subject, and, if the person merely states an opinion, acknowledge the comment and move on as gracefully as possible. Make contact with more than just the questioner when responding—pull in the overall audience. Take questions from all parts of the audience and avoid letting one person dominate with questions. If you don't know the answer, simply acknowledge that you do not and move on. Phrases such as, "Like I said earlier" may seem condescending, as does "That's a good question." Remain professional and courteous as you answer. When a hostile statement is made, do not respond in a hostile fashion. Instead, reframe the question in words that are less aggressive. When you do not concur with the other person, point out that, at times, people simply agree to disagree.
Following Up After the Speech
The �inal ingredient in making a public appearance comes after the session has closed. Many times, an audience member will approach to offer thanks, continue a conversation, or simply to say, "Hello." This can be a time to build bonds with audience members and learn more about their opinions and ideas. When setting aside time to make a speech, allow for audience interaction after the event, whenever possible.
A well-delivered speech can provide a great sense of personal satisfaction. In-house and public audiences who have been impressed are likely to comment on a person's managerial potential. Effectively delivering speeches can become a key career asset.
For Review
What role does follow-up play in a public speaking engagement? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
This can be a time to build bonds with audience members and learn more about their opinions and ideas.
Preparing for a News Interview
Public speaking takes place in planned circumstances, unplanned circumstances, and situations that are somewhat in between. A speech to an audience that allows for preparation and audience analysis, as well as message design, is the primary focus of this chapter. Other chapters in this book have dealt with unplanned circumstances, such as chance meetings in a hallway or in other venues, such as during a group project.
One special circumstance of public speaking involves an element of planning as well as a degree of spontaneity: interviews by the media. Members of the media may interview company leaders and members of the public relations department, individually or collectively. At a press conference, one or a few speakers respond to questions by reporters. In other circumstances, a single reporter interviews a single individual. In preparation, presenting professionals undergo "media training" to prepare themselves for being on camera, in front of an audience, and staying on message.
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One special circumstance of public speaking involves interviews by the media.
The primary issues associated with preparing for a news interview begin with carefully outlining the message you wish to transmit. Then the subject of the interview can practice and re�ine delivering the message, including turning questions to his or her advantage. Third, the person to be interviewed should con�irm the details and ground rules, including where to meet, day, and time. It will be important to �ind out if the interview will be recorded and what will be done with the recording (Telg, 2010). Table 10.7 presents guidelines to help effectively interact with a reporter.
Table 10.7: Keys to effective interviews
Lead with your main point
Stay on message
Express key points from public's perspective
Speak clearly
Speak honestly
Remain calm
Do not argue
Rephrase the question
Remain cordial
Some reporters assume an adversarial stance at the outset. Others look for "gotcha" moments. A third set believes in asking fair but �irm questions. Knowing the interviewer's style in advance can assist in preparation for the interaction (Wheeler, 2010). Also, preparation for many news interviews will include careful consultation with the organization's legal team. Tension often exists between what company attorneys advise as communication strategies and the wishes of the public relations department. These issues should be explored and resolved before agreeing to any interview. An additional part of the preparation involves coverage of any legal dictates regarding full disclosure. A company's spokesperson must follow clear guidelines regarding any communication that could affect and unfairly advantage or disadvantage company stockholders.
As this section indicates, the number and types of speaking engagements create challenges for those expected to interact with internal and external publics. Understanding how to make a speech or presentation effectively can become a valuable career asset and give your company an advantage in dealing with the public.
For Review
How can a speaker prepare for a news interview? (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.
The primary issues associated with preparing for a news interview begin with carefully outlining the message you wish to transmit. Then the subject of the interview can practice and re�ine delivering the message, including turning questions to his or her advantage. Third, the person to be interviewed should con�irm the details and ground rules, including where to meet, day, and time. Determine whether the interview will be recorded and what will be done with the recording.
Concept Check
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10.5 Chapter Review Public communication involves one communicating with many. Speeches represent one aspect of public communication. In-house speeches and presentations are made to other members of the same organization. Presentations to the general public reach a wide variety of audiences on any number of topics. When making a speech or presentation, �irst set a strategy. Typical objectives include information, persuasion, inspiration, and collaboration. Next, identify the audience. An audience pro�ile assists in matching the strategy of the speech with a method of delivery. Audience characteristics to be examined include demographics, socioeconomic conditions, attitudes, beliefs, values and knowledge of the subject, plus any potential communication barriers that deserve consideration.
A speech will be prepared using a standard, partitioned presentation or an unfolding format. Preparing the message includes development of the introduction, message body, conclusion, and additional details. Capturing attention will be a key part of the introduction. Persuasive message bodies rely on the AIDA method, the psychological progressive pattern, the problem-solving method, or the "state the cause and prove it" approach. Informational presentations often use the standard, partitioned presentational message-body approach, combined with visuals. A strong conclusion will help the audience recall the content. Then account for additional details, including preparing a pre-speech checklist, a method of delivery, and any technological support. At this point in the process, the speaker also prepares for questions that might follow the speech.
Effective public speaking involves practicing the presentation. During the actual speech, the presenter maintains a positive tone and audience interest. The speaker then deals with audience responses and answers questions in a friendly, professional, nonconfrontational manner. The event closes with a cordial follow-up with members of the audience.
Preparing for news interviews begins with outlining the intended message. The person being interviewed can practice the message, including using questions to his or her advantage. The person should pay attention to details and ground rules.
Key Terms
AIDA model (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
Using attention, interest, desire, and action in a persuasive argument or speech.
audience pro�ile (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
An analysis of the audience that assists in matching the strategy of the speech with a method of delivery.
demographics (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
The population characteristics of an audience.
image building (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
Creating a positive public identity for an organization that matches the goals of the organization's leaders.
problem-solving method (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
A persuasion technique that outlines the problem and then goes step-by-step to the solution.
psychological progressive pattern (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
A persuasion technique using the steps of arouse, dissatisfy, gratify, visualize, and act.
public communication (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
One individual communicating with many.
state the case and prove it (http://content.thuzelearning.com/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/sections/fm/books/AUBUS600.12.2/section
A persuasion technique that relies on the development of a central thesis and supporting arguments.
Analytical Exercises
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1. What is the speaking strategy in the following situations? a. convincing employees to pay more for their health insurance, or the company will need to lay off workers b. explaining how employees will be selected for international assignments when a company enters a new country c. convincing employees to give to the United Way, in part because it helps the company's image d. a company executive is trying get employees to help him win election to a local school board
2. Use the attention-getting techniques listed in Table 10.4 to prepare an introduction for the following types of speeches to in-house audiences. a. announcement that a company will sell a new product b. announcement that a company will stop selling a product line c. launch of a major sustainability effort within a company d. introduction of new CEO to company employees
3. Which form of persuasion should be used in the following speeches and why? The forms of persuasion are AIDA, psychological progressive pattern, problem-solving, or state the case and prove it.
a. convincing a public audience that a company does not pollute b. convincing a public audience that a company pays its fair share in taxes, even though in this particular year the amount was low c. convincing the public that tax money should be used to build a stadium to attract a professional football team to a city d. convincing graduates of a small college with mostly minority students that they should apply for jobs in your organization
4. In advertising, a source or spokesperson is a celebrity, company executive, or expert who endorses and speaks for a product. Five key source characteristics are attractiveness, trustworthiness, expertise, likability, and similarity. Attractiveness can be more than physical appearance; it can also be a desirable personality. Trustworthiness results from people believing the person and the message. Likability arises from liking the person in general terms or even from liking the character an actor plays in a television program or movie. Similarity allows the audience to identify with the speaker, because the members are the same in some way. Expertise comes from training, as with a physician, or practice, as with an auto mechanic who works on NASCAR vehicles. Which of these characteristics would be useful in the following circumstances?
a. CEO making a persuasive speech to a hostile public audience b. CEO making a persuasive speech to employees c. Low-ranking employee making a proposal to top management d. Public relations of�icial making a public speech explaining why the company should not have been faulted for a problem that occurred
5. The concept of "working the room" applies to individuals who are adept at conversing with people in social settings, such as company gatherings. Explain how "working the room" can be part of effectively delivering a speech or presentation.
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10.6 Case Studies
Video Case Study: The Great Communicators
In this clip, Ronald Regan, Barack Obama, and John McCain's public speaking techniques are analyzed and compared.
1. What methods do great communicators use to engage the audience?
Video Case Study: A Strong Opener
This clip emphasizes the importance of a strong opener when making making a speech.
1. How can you give a strong opener when giving a speech? 2. What types of openers are ineffective?
Video Case Study: Toastmasters
A support group called Toastmasters helps people overcome the fear of public speaking. This clip shares the top �ive tips from Toastmasters.
The Great Communicators From Title: Secrets of Body Language (https://fod.infobase.com/PortalPlaylists.aspx?
wID=100753&xtid=43109)
0:00 / 3:52 1x
© Infobase All Rights Reserved Length: 03:52
A Strong Opener From Title: Speaking Essentials (https://fod.infobase.com/PortalPlaylists.aspx?
wID=100753&xtid=40423)
0:00 / 3:58 1x © Infobase All Rights Reserved Length: 03:58
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1. What tips do Toastmasters give for public speaking?
Case Study 1: The Tough Audience
John Douglas was about to deliver the most dif�icult speech of his life. As the CEO of a major medical group that owned four for-pro�it hospitals in the city of Portland, Oregon, he had been asked to speak many times on subjects as diverse and dif�icult as childhood obesity, end-of-life decisions by family members, a hospital's role in identifying and assisting mentally ill patients who constitute a danger to society, and the role of government in the health care system.
This speaking event, however, would be unique. Mercy Regional Hospital, a local organization that had been supported by the Catholic Church, had run into trouble. Dif�icult economic times, plus other local circumstances, had made it nearly impossible for the church to continue its role with the hospital. The decision had been made to sell Mercy Regional, allowing a pro�it-seeking organization to assume control.
John's company, the Portland Medical Group, made an offer that the Catholic Church was willing to accept. Dif�icult issues had to be resolved. In the area of women's services, Mercy Regional did not allow abortion services nor would it permit surgical birth control methods on site. The same was true for men seeking vasectomies. John and his company had strong philosophical disagreements with the church on these policies. Still, he agreed to a three-year "moratorium" on the procedures, in order to move into those areas in an orderly fashion.
The church also wished to maintain religious counseling and support of�ices in the hospital. This was to include regular weekly worship services (Mass) conducted by visiting priests. John's team had agreed with the proviso that other denominations would be welcome to use the facilities as well. Church leaders agreed. It would be the �irst time, however, that the sanctuary in the hospital would house Protestant worship services. Local Jewish leaders stated no interest in conducting services on site, but would be welcome in every other way. Islamic leaders took basically the same option, as did other local religious leaders of smaller groups.
The Portland Medical Group was also to manage all hospital operations. The change would displace numerous managers in Mercy Regional. Some would be offered positions at lower ranks and salaries. Others would be let go. John's team offered help with placement for those individuals.
The �inal issue was the hospital's name and the organization's marketing program. Church leaders had asked to keep the name as Mercy Regional Hospital and to continue to promote the hospital as having ties with the Catholic Church. John expressed concerns that doing so might suggest a greater tie than would actually exist. He had proposed a three-year period in which the name would continue, but would eventually change to something more secular. Church of�icials reluctantly agreed, knowing time was short to close a deal that would keep the hospital alive in any form. Gradually, Catholic connection in advertisements and publicity would be phased out.
John was to make his speech to Mercy Regional Hospital's current employees, including physicians and nurses. News of the purchase had already reached the media, but John felt that it was important to explain all of the details to an in-house audience. He would give the speech in an auditorium within the hospital, with careful monitoring to make sure that only employees were admitted. He would then immediately proceed to a press conference in which the same details would be explained to the larger public.
Review Questions
1. Explain the speech strategy John should use. 2. Conduct an audience analysis and explain the barriers to communication in this setting. 3. What type of message body should John prepare?
Toastmasters From Title: Just Say It! Exploring the Fear of Public Spea...
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12/11/2018 Print
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4. How should John conclude the speech? 5. Should John take questions and follow up with individual audience members? Why or why not?
Case Study 2: The "Audition"
Casey Williams knew she was being put to the test. The previous week she had been made a �inalist for the position of manager of the public relations department for the Tampiko Tile Company. And now, a unique opportunity unfolded.
Tampiko Tile manufactured roo�ing materials, mostly shingles, and sold them nationwide. Over the years, the company had encountered charges and lawsuits about the amount of pollution it created, along with the unpleasant smell that accompanied the manufacture of its products. Company leaders had worked diligently to reduce any noxious fumes and to become welcome members of the local community.
Unfortunately, just as the effects of negative publicity associated with pollution and smells had begun to diminish, another event took place. Three years ago, Tampiko's previous public relations manager had been asked to give the commencement address for the local high school. This was a very big deal in a town of 60,000 people with one school. At the time, Shawn MacDougal had "knocked it out of the park," to paraphrase Tampiko's executives, when he gave a speech titled "The More Things Change, the More We Stay the Same." A genuinely inspired audience gave the speech a standing ovation.
Shawn parlayed the positive buzz into a job as the local city �inance director. The position paid well and was a sure stepping-stone to become the city manager at some future point. Then, the trouble began. Shawn was, by nature, a gambler in both his private and public life. When he became �inance director, the city held $21 million in reserves for major events, such as ice storm or tornado cleanup, plus a fund to cover any revenue shortfall years. Shawn invested those funds in highly speculative markets, and quickly $21 million was reduced to $8 million.
Naturally, the local city council and the community were outraged. They knew it would be impossible to ask for any tax increases for years. The spillover would clearly affect the school system, even though Shawn's job and �inancial misconduct had nothing to do with that organization. Local people were not going to vote for any bonds to support public education after the �inancial �iasco. Shawn was terminated and moved to another city.
Casey had been asked to give the commencement address for the most recent graduating class. The school board had decided that it might be possible to restore some faith in public of�icials if another member of Tampiko were to somehow calm the waters. The executive team chose Casey and gave a similar public relations assignment to the other �inalist for the job of public relations manager. Casey knew this speech would go a long way toward determining who would get the position but that the speech also had major rami�ications for the city's government and school system.
Review Questions
1. What should be the strategy for Casey's speech? 2. Conduct an audience pro�ile for the speech. 3. How can Casey make a presentation that �its the primary audience (graduates) but also the local community? 4. Should Casey use any visuals in her presentation? Why or why not? 5. Design a key phrase for Casey's speech that you believe can guide the entire presentation.
