3 Quick tips on asking good questions in presentations
Asking good questions during a presentation can be difficult. If you haven’t understood a point in the presentation, it is likely that other people in the audience will be thinking the same as you. You don’t want to leave the presentation with a question mark in your head so it is important to ask your question. Other people in the audience will likely be pleased that you have asked. Here are 3 quick tips on asking good questions in presentations.
1. Prepare
Write your question down before you ask it. This will allow you to reflect on your question before you ask it, as well as giving you time to check to see if it is understandable. Also, some questions sound good at first, but you may reconsider asking them after a minute of thought.
2. Provide context
Some presentations are long and your question may be related to a topic covered 10 minutes ago. Provide some context of what the topic was or what point you are addressing. This will help both the person who is answering the question and the rest of the audience understand what you are talking about. It also shows that you have been paying attention and are following the presentation.
3. One question
Try to ask just one question instead of clustering your questions. If you ask a lot of questions all at the same time, it can confuse the presenter and you probably won’t get the detailed response you are looking for. If you have a two or three part question, wait until the presenter answers the first question and then ask your next question. They may answer your second question in their first answer.
If you have any more tips on asking good questions in presentations, please let us know in the comments section below.
https://www.targettraining.eu/wp-content/uploads/2013/08/Effective-presentations-in-EN.jpg20974235Jonny Westhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJonny West2013-11-20 11:51:232018-06-06 12:29:43Asking Good Questions in Presentations
Do the thoughts of presentation introductions make you nervous? Does the idea of speaking in front of people make your mouth go dry? Well keep reading …
If you are nervous about presenting in English, making effective presentation introductions is especially important. Effective presentation introductions will help your audience know what to expect and it will help you feel confident. Once you’ve started well it is easier to keep going – and don’t forget that your audience is there to listen to what you have to say and not your English.
The 3Ps
A colleague shared this simple technique with me, and it always works. When you are presenting in English (or in any language) your introduction needs to answer three questions:
Why are you standing there presenting? What is the purpose of your presentation?
What are the steps in your presentation? What is the process you will follow?
Why should your audience listen to you? What is their payoff?
It doesn’t matter if you are introducing your team, presenting a process or giving an update on a project – the structure is the same. The 3Ps help you remember this structure, and if it helps you when you are nervous, why not use the three keywords?
An example of the 3Ps in action
“Good afternoon and thank you for coming. The purpose of my presentation today is to update you on the factory acceptance test. The process I will follow is to first review the agreed schedule, then talk about the tools we are using and finally we will look at two problems we have found and how we will solve them. This will take me 10 minutes. Why should you listen? Well, your payoff is that you will be confident that we can complete the FAT on schedule and that everything is under control.”
If you follow this structure your presentation introductions will be simple, clear and effective. Most importantly you can concentrate on what you want to say, and stop worrying about the English.
Good luck, and let me know how it works for you in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/09/kirstin.gif280713Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-11-13 11:39:312018-06-06 12:29:44Presentation Introductions for Beginners: The 3 Ps
Storytelling is again a topic of interest in the business communications world. Conferences and speakers around the world are praising the power of storytelling and attracting audiences. My question is, why? Humans have told stories since our earliest beginnings. We all tell stories.
“Storytelling comes naturally to humans, but since we live in an unnatural world, we sometimes need a little help doing what we’d naturally do.” ― Dan Harmon
It was part of our survival and development. Stories are all around us, from campfires to multimillion dollar movies, so why do we have to make a case for it in a business environment?
This second part of a two-part blog post (part 1) covers the two remaining things we learned when preparing a seminar about storytelling in business. This seminar gives participants the skills and determination to tell more stories and better stories in the workplace.
Courage to connect
Lesson 4
If work for you is simply an exchange of power, storytelling and other enhanced communication tools are not important. Others will translate what you say into orders if you are in a power position just as you may interpret orders from your superiors.
If you want your workplace to be a place where people build something together instead of following the orders of the few, storytelling is an active strategy to humanize the workplace for you and your co-workers. It provides opportunities for meaningful connections that inspire trust.
From stories to action
Lesson 5
A good story can set the stage in a business environment and yet we often need to make the purpose clear once it is complete. We can achieve that socratically through a debriefing method or by simply telling the listeners what we had in mind directly.
Why this works
A clear explanation of the purpose of the story provides a natural, logical connection to the observation of what the teller and the listeners need to accomplish in a business environment. Getting things done on an individual level is a function of:
understanding clearly what to do
having the ability to do it
being motivated to get it done
Address the why
Stories can clearly address the “why” of an action leading to an increase in commitment to doing it. When listeners can connect the story to their current situation, they become involved in the process of identifying what to do and why it needs to be done—without having to be told.
More
See how Target Training provides skill development seminars about Storytelling in business and many other communication skills to increase your effectiveness in the workplace. Let us know if you have anything to add in the comments box below.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_56300055_M-e1389360467209.jpg304693James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-11-06 11:50:512020-09-29 12:38:07Storytelling in Business – Why Not? Part 2
Storytelling is again a topic of interest in the business communications world. Conferences and speakers around the world are praising the power of storytelling and attracting audiences. My question is, why? Humans have told stories since our earliest beginnings. We all tell stories.
“Storytelling comes naturally to humans, but since we live in an unnatural world, we sometimes need a little help doing what we’d naturally do.” ― Dan Harmon
It was part of our survival and development. Stories are all around us, from campfires to multimillion dollar movies, so why do we have to make a case for it in a business environment?
Generally, I think the answer is fear. We are afraid to “lay an egg”, reveal too much of ourselves, show too much emotion or not be taken seriously at work. After all, work is the activity in which most of us invest most of our waking hours so there’s a lot at stake.
This two-part blog post covers five things we learned when preparing a seminar about storytelling in business. Our storytelling seminar gives participants the skills and determination to tell more stories and better stories in the workplace.
5 Lessons about storytelling in business: Lessons 1-3
What does your listener want?
Lesson 1
What attracts audiences to the telling of a story? It comes down to three things:
emotion
energy
authenticity
Telling bedtime stories to children is a practical example of the standards adults have for stories as well, though many may not say it. Children will demand expressions of the energy of the characters, the emotion of the plot and telling the story “like you mean it”. Adults need these things too to be engaged.
What makes a good story good?
Lesson 2
As Aristotle observed, a good story starts with a character in trouble. The character is one the audience can identify with–not too good to be in trouble and not too bad to deserve the trouble to come. The story progresses with the development and deepening of the trouble to create a sense of fear in the audience so the resolution of the problems leaves the audience with a sense of relief. Aristotle referred to the stages as pity, fear, and catharsis. Stories from Greek tragedy to Toy Story follow this model in one way or another. In the workplace we can tell stories about problems, consequences and solutions to reflect Aristotle’s model.
Crafting stories that fit
Lesson 3
The STAR Model is a basic and effective format for telling stories in a business environment. The model fits the needs of business audiences as it sets the scene, describes the action in it and talks about what happened to resolve the situation. This model is very effective in behavioral interviewing, answering questions about past performance and offering a status update.
Situation – clearly explain the facts and assumptions that make up the context of the action.
Task – detail the task to be completed or the goal to be reached.
Actions taken – describe all relevant actions taken to complete the task.
Results achieved – describe the immediate outputs and eventual outcomes of the actions taken.
Make sure to check our site for part 2 next Wednesday. See how Target Training provides skill development seminars about Storytelling and many other communication skills to increase your effectiveness in the workplace.
Let us know if you have any comments on the first three lessons below.
https://www.targettraining.eu/wp-content/uploads/2013/08/Fotolia_42066513_L-e1562078840368.jpg7981200James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-10-30 11:38:012020-09-29 12:38:54Storytelling in Business – Why Not? Part 1
We all make presentation mistakes. Sometimes we don’t realize we’ve made them until it’s too late. Sometimes the presentation mistakes don’t get noticed by others, and sometimes they do. You may have experienced the following: you are in the middle of a presentation when you realize the information on your next slide is wrong. What do you do? Continue presenting the information as though nothing is out of the ordinary? Admit that there is a mistake? Use a little humor and turn it into a test to see if anyone can spot the mistake?
3 reasons to prevent the audience from pointing out presentation mistakes
You stay in control. If you point it out you are in control of the situation. You are only human and you can address it in a way that you think works best for your personality.
You can stop questions that might annoy you. Unfortunately there are some people who delight in picking holes in things. There are others who are more interested in the accuracy of details than in the bigger picture. Someone who is concerned about accuracy will be upset about the fact that, e.g. all the nouns in a headline do not start with a capital, and may chose to point this out. If you’re a big picture kind of person, you will not understand why the other person felt it necessary to comment on something so seemingly trivial. You will get irritated, which is not helpful in the middle of a presentation, and you might not respond to that positively.
You save face. It can be disconcerting and embarrassing to have someone in the audience draw attention to your mistake. This may affect you for the rest of the presentation. You may also lose credibility.
Phrases to use when realizing presentation mistakes
“Can anyone spot the mistake on this slide?”
“I’ve just noticed a mistake on this slide. It should read sales rose by 2% not to 2%. Apologies for that.”
“Bear with me for a second while I correct the error here”.
3 results of pointing out your own presentation mistakes
You stay credible. Mistakes are OK if you own up to them. If someone else points them out then this is where you can begin to feel uncomfortable.
You come across as human. Your open, honest approach will impress. After all, who doesn’t make mistakes?
You have the opportunity to include the audience. If you challenge them to find the mistake, they need to wake up and think.
Presentation mistakes aren’t generally a problem. It’s how they are handled that can be. Having a strategy ready for how to react if you notice a mistake in your own presentation, will prevent you from having to think on your feet. Let us know if you have any other phrase or ideas to add to this post. Want to know more how how to become a better presenter? Click here.
Giving feedback effectively will have a real impact on your business
Everybody understands that performance feedback should be constructive, focused and to the point. Effective feedback can resolve conflicts, overcome problems and improve individual and team morale. It doesn’t really need mentioning that ineffective feedback often accomplishes the opposite. Or that if you are skilled at giving effective feedback, your team will be more motivated, which leads to better performance.
While feedback should focus on behavior, performance feedback is still a personal conversation between people about people. Emotions always play a part in interpersonal communication. Effective feedback is as much about bringing the right message(s) across as it is about how your message is interpreted.
No matter how skilled the feedback giver is, if the receiver isn’t interested in hearing or taking the feedback, nothing will get through.http://www.forbes.com/sites/danschawbel/2014/03/05/douglas-stone-the-importance-of-feedback-in-business-communications/
The more difficult the feedback, the more the giver needs to consider the the emotional impact of the feedback. Giving positive feedback is easy. hbspt.cta.load(455190, ‘aaa71860-e705-4a7e-b8e5-ab6e16849d2e’, {});
DESC is simple and it works
In our skills-based Leadership training, we use the simple 4-step model DESC for structuring feedback. Participants in our “Practical Toolbox for Managers” seminars often highlight DESC as one of the most valuable tools they are taking away. This model is designed to help you to get your message clear and it can even take the stress out of the feedback conversation for those of us that weren’t born with effective feedback-giving skills.
DESCRIPTION
Give an objective and concrete description of what you have observed using “I” statements.
EFFECT
Explain the effect or impact it had on your business, the team or its members. If the effect was an emotion, name it. Your body language and tone of voice will already be showing your elation or frustration – putting them out in the open can help you move things forward.
SOLUTION
Build the solution through a directive (“What I would like you to do next time is …”) or a participative approach (“What do you think we can do to avoid this next time?”).
CONCLUSION
Build a “contract of commitment”. Check your understanding of what has been agreed, and get commitment for the future.
https://www.targettraining.eu/wp-content/uploads/2013/04/homebox3-e1397042547941.png78125Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-10-16 11:07:052020-07-01 14:00:00Giving feedback using the DESC model
Effective meetings can be tough to manage when everyone is on time. What about when someone is always late for meetings? Everyone in an organization knows that lateness can be a problem, but the topic of what to do if someone is consistently late for meetings is rarely discussed. Here, the key word is consistently. Everyone can be late at one time or another, but it’s when someone is predictably, consistently late that problems begin to pile up. Before we get to the questions you should ask your chronically late colleague, let’s take a look at the questions you shouldn’t ask.
3 questions you shouldn’t ask your colleague who is always late for meetings
Is your watch broken?
Did you forget how to tell time?
Where the hell were you?
Time management strategies don’t include learning how to tell time or buying a better watch. Experts in the field agree that if someone is consistently late for meetings, it’s their attitude that’s to blame. Changing time habits in relation to meetings means changing the colleague’s mindset, incentivizing being on time and not punishing colleagues for being on time. Yes, you read that right. Very often, meetings are postponed to wait for late colleagues, effectively punishing those who come on time.
3 questions you should ask your colleague who is always late for meetings
1. Do you think you have a clearly-defined role in this meeting?
A clear role means having a specifically-defined function in the meeting. Some examples of roles: moderator, organizer, minute-taker, timekeeper and participant. Participant is the generic name for anyone at a meeting, but a participant has responsibilities at the meeting as well and should be held accountable for fulfilling them. Examples of the responsibilities of a meeting participant are: being active in brainstorming sessions, contributing to discussions and helping create the agenda for future meetings.
2. You’re going to keep the minutes for the next meeting, right?
Keeping and distributing the meeting minutes isn’t exactly the most glamorous or enjoyable task. One way of encouraging participants to come on time might be to give them a small penalty (for example, maybe they have to keep and distribute the minutes for the next meeting, make a small donation to a charity or supply coffee for everyone at the next meeting). Naturally, the penalties should be light-hearted, but the cause should be taken seriously.
3. Do you have any feedback about the quality of this meeting?
Being on time is important, but lateness can sometimes be a symptom of dissatisfaction with the meeting itself. If your colleague lacks a clear role, feels that their voice isn’t heard in the meeting or finds the meeting pointless, it can lead to carelessness regarding the ground rules your meeting participants agreed on (one of which should definitely be: we start and end on time).
3 benefits of considering these points when someone is consistently late for meetings
You ensure all colleagues have a clearly-defined role in the meeting.
You ensure that chronically late arrivals are punished for their tardiness, not the other way around.
You accept responsibility for the quality of your meeting and give the participants a chance to give feedback. An anonymous feedback form made available on the company intranet might be one way of allowing colleagues to give constructive feedback in a comfortable manner.
As we can see, being late for meetings can be an indication that someone has a broken watch, but it can also be a reflection on the quality of your meeting in general. Taking a moment to reflect on the underlying reasons behind a behavior can be a chance to make sure your meeting is running as efficiently as possible.
https://www.targettraining.eu/wp-content/uploads/2013/09/belbin.jpg4571129Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-10-09 11:48:082018-06-06 12:29:47Someone Late for Meetings?: 3 Questions to Ask
There are hundreds of presentation techniques, and some are more common than others. One example is that people find it easy to remember things in threes, and building on this tendency (known as tripling) is one of the simple presentation techniques that work in all presentations. You’ve probably already seen or heard people doing it…
“Veni, Vidi, Vici” – Julius Caesar “Friends, Romans, Countrymen …” –William Shakespeare “Government of the people, by the people, for the people” – Abraham Lincoln
Of course you don’t need to be a great public speaker to make this work for you in your business presentations.
3 simple tips on presentation techniques for speaking in threes
1. Use three items that fit together to make an impact
Come back to the same item each time, hammering home the point:
We can retain customers by reducing our reaction time.
We can retain customers by offering round the clock support.
And we can retain customers by delivering spare parts within 48 hours.
Three items that act in sequence to reach a desired goal. e.g.“If we reduce our reaction time, offer round the clock support, and commit to delivering spare parts within 48 hours we will retain more customers.”
Three key themes that together cover a wide area. e.g. “We need to retain customers, we need to expand into the BRIC countries and we need to acquire smaller local competitors.”
2. Use rhetorical questions
Ask a rhetorical question e.g. “So what is our new customer support strategy?”
Offer a simple, even minimalistic, response e.g. “It’s called One Service.”
Then drive this home with three related words or phrases to grab attention, encapsulate or summarize. e.g. “One Service will form networks, it will promote best-practice sharing and most importantly it will make us even more effective.”
3. Use your voice to leave a lasting impression
You can connect the three items by rising or reducing the pitch of your voice for each one.
Going up with your voice increases emotion, going down brings a sense of finality and certainty.
You may also want to put your most important point last – and then pause before it to make an additional impact.
Give it a go. Using presentation techniques such as speaking in threes will make your key messages simple. It will also make them clear and, above all, it will make them memorable. Let us know what you think in the comments area below. Also, click here to see how Target Training’s seminar can help even the great presenters get better.
https://www.targettraining.eu/wp-content/uploads/2013/08/Effective-presentations-in-EN.jpg20974235Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-10-02 11:32:582018-06-06 12:29:48Presentation Techniques: Speaking in Threes
What does Miles Davis have to do with managing high performers in business?
Good question. Miles Davis is rightfully acclaimed as an icon of jazz but he didn’t make music alone. Miles worked with the best of the best to create music that stands as among the highest forms of the genre. In part 1 we explored three key lessons we can learn from Miles’ approach to managing his high performing band mates. They were: Be excellent, publicly; Don’t hire a trumpet player; and Play together.
Managing high performers: Lessons 4-6
4. Don’t tell them what to do, tell them what not to do
Related to lesson three, play together, is the style of debriefing and guidance Miles offered to his band mates following their performances. Miles didn’t put a group together hearing the music he hoped they would produce in his mind, then correcting them to come as close as possible to his vision. Miles believed in an experimental approach to developing new music. When reflecting about what took place in performances, Miles would say what his band mates shouldn’t do but he wouldn’t tell them what to do. He hired them for their expertise on their individual instruments. He wanted them to bring their ideas to the table so they could take ownership of their performances and the product of the group.
The high performers in your organization reached a level of success before becoming members of your team. When managing high performers, take advantage of their creativity and input by channeling, not directing their contributions to the organization.
5. Listen to save the day
“Don’t play what’s there, play what’s not there.” Miles Davis
Deep listening is the art of hearing not only what is said but also what isn’t said. On stage, Miles had the opportunity to lay out and listen to what his band mates were playing. There were times when while reaching for new forms of expression, the band lost its way. By listening to what wasn’t there, Miles could enter the fray at the right moment with the phrase that would bring the other players back together again, finding a groove that was satisfying to the musicians and the audience.
Look for your opportunities, especially in conflict, to find what isn’t being said and remind the participants in the argument that they are on the same team. Listen for agreement that the parties may be missing, summarize, and encourage them to listen deeply to each other when emotions run high. “What I am hearing is…” is a great way to interject.
6. Talk about life, not music
With our busy lives it may be tempting to leave work at work and leave life at home. We can get through our workdays without sharing with others the experiences that shaped us outside of the work environment. Miles believed knowing the personal histories of his band mates was crucial to being able to know them musically. He invested time in learning about the backgrounds of his band mates and he shared his own. This sharing created an environment of trust that helped his musicians to work with each other more closely.
Be willing to be more open when you are managing high performers as it can lead to more effective, trusting relationships. A deeper bond of respect can increase loyalty to you, and commitment to your organization and its goals.
6 Lessons for managing high performers from Miles Ahead:
Be excellent, publicly
Don’t hire a trumpet player
Play together and produce excellence
Don’t tell them what to do, tell them what not to do
Listen to save the day
Talk about life, not music
Let us know what you think is missing regarding managing high performers in the comments area below. Want more on managing high performers as well as others? Click here.
https://www.targettraining.eu/wp-content/uploads/2013/09/handshake.jpg5621459James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-09-25 11:25:482018-06-06 12:29:48Managing High Performers: Miles Davis Part 2
What does Miles Davis have to do with managing high performers in business?
Good question. Miles Davis is rightfully acclaimed as an icon of jazz but he didn’t make music alone. Throughout his career as a bandleader, Miles worked with other iconic figures of jazz to create music that stands even today as among the highest forms of the genre. John Coltrane, Herbbie Hancock, Wayne Shorter, “Philly” Joe Jones, Keith Jarrett, Ron Carter, Tony Williams and many others known as among the giants of jazz graduated from “Miles University”. Miles Davis, time and time again, brought together some of the most talented musicians in their own right to work with him in his musical exploration. How did he do it? This two part blog will explore the lessons of Miles Davis in the art of leading the best to be their best. In this part, we’ll look at lessons one through three on managing high performers and part two next week will cover lessons four through six.
Managing high performers: Lessons 1-3
1. Be Excellent, Publicly
Miles Davis was able, on many occasions, to put together bands of some of the most talented musicians of their time throughout his career. Miles’ reputation clearly preceded him as receiving a call from Miles was seen as having achieved a high level of musicianship. But that wasn’t the only reason so many musicians with promising solo careers agreed to support Miles. They believed they would learn something based on Miles’ excellence as a musician and band leader. Miles greatness was easy to see through his performances, compositions and recordings.
How easy is it for high performers to recognize your excellence? There is a tendency among many leaders not to “toot their own horns” about their own performance and accomplishments. While a leader may not need to sing his own praises, it is important that someone does it for him. A leader’s excellence will attract others who want to achieve the same level of competence, while increasing the leader’s credibility and ability to guide, mentor and teach.
2. Don’t hire a trumpet player
Miles’ great combos included players with different styles and tendencies. He hired players who would complement his playing and each other’s. He didn’t need anyone who sounded like him in the groups because he had that covered.
In business, it can be difficult to avoid the temptation to hire people who mirror our backgrounds, experiences, styles and tendencies. After all those competencies served us well in our careers. It is important to remember as a leader that our success is a reflection of the past while we are hiring for the future. The pace of change doesn’t only require different technological skills it also requires new communication and leadership skills from those current leaders needed at earlier stages of their careers. Hiring teams with complementary but different skills and areas of expertise broadens the set of problems they can solve and increases their impact on the organization.
3. Play together and produce excellence
Miles’ bands grew into cohesive units through performances, not rehearsals. They played together and learned through reflection about what happened on stage adjusted to the different situations, approaches, sound systems and audiences that influenced what they produced.
Each performance created a wealth of learning opportunities for Miles and his band mates. The urgency of the moment created a focus and intensity that would be very difficult if not impossible to reproduce in a rehearsal. By focusing on playing together and learning from the experience, Miles could correct on the spot, encourage and support his band to take risks, push themselves and reach new heights of excellence.
How often do you perform with your high performers? Finding opportunities to produce excellence together will give you more chances to learn about them and coach. They will have the chance to learn about your approach to problem solving and managing high performers.
Let us know what you think of the first three lessons in the comments area below. Make sure to check back next Wed as Part 2 on managing high performers will be posted. Want more on managing high performers and your employees? Click here.
https://www.targettraining.eu/wp-content/uploads/2013/09/martin-e1410262877815.jpg4051268James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-09-18 09:57:062018-06-06 12:29:49Managing High Performers: The Miles Davis Way
Meeting agendas are optional, right? Business meetings can be held for many reasons: to discuss a topic, find a plan of action or update team members on the status of a project. After you’ve established the purpose and need for your meeting, then the next step is to create an agenda. A meeting without a clear agenda can be compared to a ship that’s sailing without a map: you’re on the sea and going somewhere, but no one knows where. In order to ensure your ship is on the right course, send a copy of your well-written agenda 24 hours in advance and have paper copies ready for the participants at the start of the meeting.
Three Reasons Meeting Agendas are Necessary
If none of the topics are relevant for one person, they can skip the meeting and focus on the tasks they’re responsible for.
A numbered agenda is a powerful organizational tool. If you refer to the agenda often, you can stay in control of your meeting and the amount of time spent on a topic.
Agendas can be used as a feedback mechanism for whether or not your meetings are successful.
Three Key Elements of Meeting Agendas
Basic information like the location, names of expected participants, date, start time and end time of the meeting. Even better, estimate the amount of time necessary for each agenda item – and stick to it. If something unimportant comes up, add it to your topics Parking Lot, or create an agenda item called AOB (any other business) that can be discussed if there is time at the end of the meeting. The AOB item can also be added to the agenda of the next meeting.
The topic and the person responsible for it. If someone sees their name in writing next to a topic, they’ll know they’re expected to speak and can prepare for the meeting.
An objective for each item, or for the meeting in general. If you’re searching for a reason for the meeting and you can’t find one easily, perhaps this meeting isn’t necessary.
Three Positive Outcomes of Creating and Distributing Meeting Agendas
Attending unnecessary meetings results in lost productivity, which means lost revenue for the company.
A clear agenda saves time, as it keeps the discussion on track.
The agenda can be used as a checklist to track what has been accomplished in the meeting.
Of course, there are many other elements that can make meeting agendas even more effective. However, after committing to using an agenda and following the above steps, your meetings will be more efficient and the attendees more interested in contributing. If you have other ideas for creating agendas or making meetings more efficient, please share them in the comments section below. For information on how you can run effective meetings, click here.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_56300055_M-e1389360467209.jpg304693Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-09-11 12:09:222015-01-19 15:05:04Meeting Agendas: 3 Key Elements
Take a look at the ten simple questions below and assess how good your listening skills are. Be honest with yourself.
As soon as you think you know what your partner wants to say you turn off and stop listening (jumping to conclusions)
You spend the time used by your partner to prepare your next comment (rehearsing)
You only concentrate when you expect that the point will be of direct interest to you (filtering)
You expect to disagree so you only listen for weaknesses (judging)
You continue nodding in agreement although your thoughts are on something else (dreaming)
You refer everything to your own experience and compare what you did / would have done (comparing)
You start thinking about the possible solutions before your partner has finished outlining the issue (solving)
You don’t give your partner room to build their argument and start to discuss before the speaker is ready (interrupting)
You think you / your work / your team are being criticized and jump in to block the supposed attack (defending)
You agree politely to whatever your partner says so that you can move on to the next subject (placating)
Improving your listening skills awareness with ALF
Now next time you are talking with someone be aware of your internal listening behaviors. Focus on listening to them. A simple trick to improve your listening skills is to remember ALF:
Always Listen First
And finally here’s a tip from Lars, a project lead for an automotive manufacturer. I met Lars a few years ago when he was a participant in a Virtual Teams seminar we ran. A few months ago I bumped into him at a train station. He told me that he’d bought himself a key ring of ALF, the character from the 1980s comedy show. Just so he wouldn’t forget to Always Listen First.
Let us know what has worked for you in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/08/making-the-difference-through-customer-service-e1377098048553.jpg3501029Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-09-06 08:41:022018-06-06 12:29:51Listening Skills: 10 Areas to Improve
All of us have “customers” of one sort or another. Whether we are working on a B2B or B2C basis, with internal or external customers, customer service skills make a huge difference at how successful you are at working with customers. Understanding what customers expect is a must. In a general sense, customers expect a positive customer experience, to feel like they matter (as your customer), and a resolution to their problem or query. Of course, individual expectations differ from one customer to the next. However, all individual customer expectations fall within the same five categories, as explained in this post.
The RATER model
We often (almost always) use the RATER model in our customer service training solutions. The model was developed by Zeithaml, Parasuraman, and Berry (1990 – Delivering Quality Service; Balancing Customer Perceptions and Expectations). Based on the SERVQUAL model, RATER defines five categories that customers value when assessing service quality.
Reliability
Do you do what you say you will do?
Do you perform consistently and in a timely and accurate fashion?
Assurance
Do you inspire trust and confidence, making your customers feel safe in your hands?
Do your customers know that they have come to the right place?
Tangibility
Do you display expert knowledge?
Are you able to explain internal processes, or how you will deal with your customer’s needs?
Empathy
Do you show your customer that you understand their needs and situation?
Do you treat the customer like an individual?
Responsiveness
Do you provide timely customer service?
Do you convey a willingness to help?
The uses of the RATER model
This model is not intended to make you say “yes, I perform consistently and in a timely and accurate fashion when I work with customers.” A better question would be, is that what ALL my customers would say about my service? The RATER model is a key part of customer satisfaction. Based on a series of personal impressions of your service, ff a customer’s expectations weren’t met, it will be related to one or more of the categories of the RATER model. (I have asked people in the training room, “is that what all your customers would say?” The answer is never yes and I think that would be impossible anyway.)
Other questions to ask:
How do I know I’m doing it well enough?
What are the opportunities for improvement?
What do my customers want more of?
Our experience with the RATER model
The model 30 years on is still relevant. Customer expectations are still the same, in many ways. Our clients are convinced that it should be used in customer service skills training, once they become aware of it. Even the most experienced participants will find it a useful framework – as I hope you will too.
If you would like to know more about our experience of working with global companies on developing their customer service communication, feel free to contact us.
Practical customer service training, challenging you to assess & improve your service approach with the world-class RATER model.
https://www.targettraining.eu/wp-content/uploads/2013/08/Fotolia_46731316_L-e1412696148850.jpg303900Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-08-21 12:10:402020-06-29 12:19:15The RATER model in customer service – How do you RATE?
Change management is something we all have to deal with on a daily basis. It would be nice if all of our ideas were easily put into action without any people resisting the change. These “resisters” can fight change for many reasons: they are comfortable with how things are, they have different ideas, they don’t see your issue as a priority at this point, etc. No matter the reason, we have to find ways to get the resisters on our side in order to implement the change we feel will benefit our department, or company as a whole. You may think it is easier to ignore these people, but that may lead to problems in the future.
3 problems that can arise if you don’t deal with resisters
The transition is slowed down. When you are looking to implement a new process, the speed of transition is important. The longer it takes to implement the new process and get people trained on how to use it, the more expensive it is. The sooner everyone is on board, the better.
People working against you and your change. If you don’t get buy-in early from people, some may make it a point to make the change difficult to carry out and work with the new process. This will cause the change to be seen as something that made things more difficult, instead of bringing about positive results as planned.
Future buy-in issues. If someone resists change on one project, they are likely to do the same for future initiatives you may introduce. Things may become personal and what may seem to be small issues, can turn into regular resistance in the future.
So, not addressing those who are resisting change early enough can lead to a number of negative outcomes. How do we deal with resisters, then?
3 solutions to deal with resisters
Use another tactic. Take the time to listen to the “resisters” and find out what is important to them. Take this information and shift the focus of your change a bit to take their preferences into account. If you make an effort to show them you are working together, they will be more likely to buy in and support your efforts.
Start low. If upper management is resisting your change, then start from the bottom and move your way up. Building support at levels below you, as well as at your level, may allow you to gain strengths in numbers. Then you can go to management and restate your case.
Make friends with those closest to your resisters. By befriending administrative assistants, co-workers, and people who report directly to those who are resisting your change, you can share your ideas and increase the chances of getting your message across. People listen to and trust ideas coming from close colleagues or friends.
Once you try one, or more, of the possible solutions, you will start to see some positive results.
3 possible outcomes from dealing effectively with resisters
You will turn adversaries into allies. The more people that are working with you, as opposed to against you, at work will allow you to get more things done. Plus it provides for a more comfortable working environment.
You will be seen as more credible and competent. If you can implement change quickly and effectively, you will be seen as a good leader and someone who can get things done. This can lead to a number of great career opportunities in the future.
Your company culture will be more open to change. People naturally resist change, but once they embrace some change, it is then easier to embrace more and more. A company culture that is open to change is open to progress which can lead to better business results.
Change management will always include dealing with those who resist change. Try a few of the solutions above and let us know what worked for you in the comments area below. Also, click here for more information on Target Training’s seminars designed to help you handle conflict within your organization.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-07-17 12:20:112014-01-10 11:35:28Change Management: 3 Tips on Dealing with Resistance
Motivating people isn’t easy no matter what position you hold in the company. There is an old Japanese proverb which says ‘the bamboo that bends is stronger than the oak that resists.’
A common mistake
I was reminded of this recently when working with a client who was responsible for communicating a company-wide change. He needed colleagues in three different global locations to log in to an existing system and perform a task before the system could be replaced with a different, better tool. It would take them 5 minutes. The most efficient way to communicate this request? Email of course. Easy he thought….wrong I’m afraid.
The first email he sent was a masterpiece of clarity and politeness. It laid out beautifully what was changing and how. The instructions were clear and easily understandable, (even when put through an online translator tool and back. Trust me, he tested that). There were six weeks until the deadline for the switch to the new tool, plenty of time.
The countdown began….
Four weeks before the deadline and two reminder emails later – only 54% of colleagues had carried out the request….
Three weeks before and another reminder, 61%….
Two weeks before and another reminder about the reminders, 69%….
One week before the deadline, another two slightly less polite but very clear reminders and still only 82% of his colleagues had carried out the request.
Why weren’t his colleagues more motivated to make the change? There was time for one last email, and this is when he came and saw me.
‘What’s wrong with my English?’ he asked me. ‘Nothing’ I said. ‘You’ve told them what will happen, you’ve simplified the technical language so even I can understand it and your instructions are clearer than those for an IKEA flat pack’. ‘So why are they so reluctant to make the change?’ he asked. ‘Simple’ I said. ‘They’re made of oak, and you want them to be bamboo.’
Realizing what your message should say
Before he thought I’d completely lost it, I told him the proverb and explained that at the moment, his colleagues were the oak trees. They knew how the old system worked and didn’t want to change to the unknown. If they were going to be like the stronger bamboo, they needed to know why they should bend. ‘That’s simple’ he said. ‘The old tool often asked you to repeat information and it could take a long time to enter data. The new tool only asks for information once and is far more accurate. Their life will be much easier. It will all be much quicker which will make their customers happy too.’
Great, that should make everyone happy, but where did it say all this in the original email? It didn’t, and there was the root of the problem, (or oak tree).
Normally, when communicating a change via email or group media, the biggest concern is making sure the ‘what’ and ‘how’ is explained as clearly as possible so people understand what they must do. It’s easy to lose focus of the motivational side, the ‘why’.
Getting results with your emails
It doesn’t matter how polite your request is, if people can’t relate it to themselves they will resist. To avoid this, try following these five simple steps:
Explain what the change is
Explain why it makes sense
Explain why they should care about the change, (what’s in it for them)
Explain how the change is going to happen
Explain what you need them to do and when
Of course, these can be applied to any situation where you’re asking people to make a change, whether it’s by email or face to face; to 1,100 or 10,000 people.
By the way, the deadline was met, the new tool was launched and it has proved a success. I’m not so sure my client would be so ‘Zen’ as to say he’s now surrounded by a forest of bamboo trees, but I do know he didn’t have to send 12 reminders when he next asked people to do something.
Click here for more information on to work effectively in virtual teams. Also, let us know in the comments areas below if you have had any similar situation in your job, and what worked for you.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-07-10 11:45:392014-01-10 09:57:46Motivating People: Using Emails Within a Virtual Environment
Time management does not come naturally to me. Managing my own time is something that I have had to work at. And, good time management is something that I find works best if you apply one or two systems. Here are my two tips for improving your time management:
1. Use a calendar
Sounds simple, yes? But, I use a calendar for everything. Every meeting and discussion that is planned goes into my calendar. Additionally, I also include tasks that need to be done, followed by planning the time for these tasks and then blocking the time in my calendar.
I plan long-term, non-urgent tasks in advance and block the time to complete them.
At the start of each day, I write a list of any additional tasks that need to be completed. Where possible, I include the time of the day when I will do these things. Each task gets crossed out once it is completed. If it is the end of the day and something has not been crossed out, I put it into the list for the following day, or find an actual time-slot in my calendar to perform the task at a later date.
2. Keep your inbox clean
Again, this sounds simple. But, almost every day I see someone’s inbox with 200+ emails and 50+ not even read. Part of my solution is to be honest with myself. If I really don’t think I will do anything about an email, I won’t keep it in my inbox “just-in-case”.
When reading a new email, I immediately decide if I’ll do something with the email. If not, I will delete or archive it. If I plan to do something with the email, I’ll either do it straight away (for small tasks) or plan the task into my calendar. Once the task is planned, I’ll move the email to the relevant folder and also put a copy in my calendar if necessary.
It seems that a lot of people use their inbox as a “to-do” list. They leave the email in the inbox as a reminder to do something and this is how they “plan” their work. But, cleaning out my inbox forces me to actually plan tasks in my calendar and make time for the tasks.
Both of these ideas are simple. What works for me is the combination of the two ideas. Why not share your own time management ideas in the comments below? Also, click here for information on how to further improve your time management.
June 26th marks the 50th anniversary of American President John F. Kennedy’s ‘Ich bin ein Berliner’ speech in West Berlin. Kennedy’s historically significant address came after the Soviet backed East Berlin had erected a wall to prevent ease of movement. Although delivered on a German platform the speech was intended for the world’s stage. So why are we still talking about this speech? And better yet, what can this speech teach us about doing international business in a global company?
Kennedy successfully draws in his audience and creates connection with the West Berliners by uttering a few words in German. Kennedy connected with his listeners by delivering a simple yet passionate message. With his distinctive Bostonian accent, he is able to relate to the crowd by employing the language of his host country. Although some believe his declarative is really a cry about his similarity to jelly donuts, he left the podium with cheering crowds. Hence Kennedy provides an excellent model of what the visitor in a foreign country should thoughtfully replicate.
Quick Tips on doing business internationally:
Learn a few words in the language of your host country. When meeting with global business partners, an attempt at the local language can establish more rapport and trust than people care to realize. A simple greeting and ‘thank you’ can go a long way.
Know the name of your partner’s nationality. Yes, you are communicating with colleagues and customers in English. Therefore, you should know that people from Prague are Czech, people from Amsterdam are Dutch and people from Athens are Greek. And of course, citizens from Berlin are Berliners.
Be aware of the local political, social, economic climate of the place you are visiting. You might just be in the country for a few days doing business, but your business partner lives there and is impacted and influenced by their local landscape. However this is not carte blanche to act like an expert and give advice because every language has a word for someone who is a Klugscheißer.
Moreover compelling communication is not about your agenda, your priorities or your end game. It is about understanding the needs and concerns of your partner, appreciating their point of view and adding value and meaning to the relationship.
So, have you had your jelly donut moment yet? Let us know, or if you have any other tips on doing business internationally in the comments are below.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-06-19 12:58:242014-01-10 09:26:58Doing Business Internationally: What JFK Can Teach Us
Do you often take part in meetings or workshops? Do you have trouble remembering the names of new people?
In my job as a trainer, I often spend whole days running sessions with people who I have never met before. I make a point of remembering the names of all of the people. I am often asked how I remember everyone or if I have a great memory.
I don’t have a great memory, but I do work on remembering the names. How do I do it? There are two things I always do.
2 Easy ways to help you remember names
As a trainer, when a new group of people comes into the room, I draw a map of the room in my notepad. I then ask the people to introduce themselves. I write their names on the map and try to include one or two extra details: job title, responsibility, etc. If I am a participant in a meeting, I also look for an opportunity to find out who is who. If everyone introduces themselves, I write their names in the appropriate position on the map. If I am not sure who someone is, I simply ask the person next to me.
Whenever I talk directly to someone in the room, I make an effort to use their name.Always! At the beginning of the day / meeting, I need to use my map of the room first. I check quickly on the map, note the name and then address the person. Once I have addressed someone 3 or 4 times, I find that their name sticks in my head. At this point, I no longer need to look at the map.
Incredibly simple! First, I write the names of the people on a seating plan. Then, I use the name at every opportunity. The more I use it, the quicker I will remember it.
Why not try this yourself at the next meeting that you attend? Let us know if you have any other tips for remembering names in the comments areas below.
In a recent conversation, one of my program participants mentioned the workplace value of the skills of moderation and facilitation. This conversation piqued my interest, so I searched the Net for the best books about facilitation and chose one that is considered a classic text on the topic of facilitation: The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz.
As a trainer who very often works with groups, one of Schwarz’s theories caught my eye: establishing ground rules for groups. Schwarz compiled a list known as The Ground Rules for Effective Groups that help make sure groups are communicating effectively. Below, the nine Ground Rules are listed with a short description (some or all of these rules can be adopted, or the group can create their own, at the first group meeting).
9 Ground rules for effective groups
1. Test assumptions and inferences – making inferences from available information is a valuable skill, but what if we make these assumptions based on incorrect information or a misunderstanding of what someone else said?
2. Share all relevant information – If members of the team don’t share all of their information, this can lead to incorrect decisions. Even worse, if it’s discovered later that someone withheld information, it can cause major problems.
3. Use specific examples and agree on what important terms mean – If important terms are fully defined, team members can be assured that they’re speaking about the same issues in the same way.
4. Explain your reasoning and intent – If you can explain your line of reasoning to your colleagues, they’ll be better able to understand where you’re coming from. In addition, listening carefully to your colleagues’ explanations will help you understand the situation more fully.
5. Focus on interests, not positions – Closely linked to Ground Rule 4, number 5 suggests that we discuss the interests of the people involved and not the position they are taking. Rather than, for example, “He says the budget can’t go up, but I want a new computer,” think, “He needs more money for the advertising costs, but I can’t process the graphics with my old, slow computer.” Then, we’re thinking in terms of what people really need, instead of what we think they might want.
6. Combine advocacy and inquiry – In a nutshell, this ground rules means that when you state an opinion, you ask for comments and questions immediately.
7. Jointly design next steps and ways to test disagreements – Agreeing on a system for solving disagreements beforehand can save time and make sure disputes don’t bring the meeting to a halt.
8. Discuss undiscussable issues – Bringing sensitive subjects out into the open needs to be handled very carefully, but can ultimately lead to a group that is moving forward rather than constantly avoiding an uncomfortable conversation.
9. Use a decision-making rule that generates the degree of commitment needed – If these (or other) ground rules are followed, hopefully all members will feel that they have all the information necessary to make an informed choice and that their voices have been heard. If this is the case and a consensus is reached, every member of the team will feel more dedicated to following-up on the decision, as they they have been an active part of the decision-making process.
The short description of the ground rules above doesn’t really do the book justice. If you’re interested in this topic, I’d recommend getting a copy of The Skilled Facilitator for yourself. If you have experience with groups that work well together (or more tips for how to make group interaction more effective), please share them with us in the comments section below. Click here for more information on how you can build effective groups and teams.
Are you delivering audience-centered presentations? Presentations training has been a big part of the work we’ve done in Europe over the years.This is especially true for working with speakers of English as a foreign language. Everyone understands the importance of presentations. Everyone talks about the potential for generating new business, for influencing others, and creating positive relationships. The problem is, when we talk about their processes for making a presentation, participants tend to spend most of their time thinking about what they want to say and not what the audience needs to hear. Here are a few things to keep in mind for ensuring audience-centered presentations.
Content vs Context in audience-centered presentations
The difference comes down to content and context.Content is what you want to say while the context is the situation surrounding the communication.Does the audience like the idea already, is it new to them, and are you already a credible source for them? What do you want the audience to feel, know, or do after the presentation? The answers to these context questions, and many others, can make a big difference in how you would design audience-centered presentations.
Not many would deliver a presentation in Japanese to an English speaking audience.At the very least, they would ensure the presentation was simultaneously translated. We accommodate language differences in context as a matter of course.Language differences affect our processes and our product, the presentation itself. Are there other contextual factors that influence the success of the presentation? Let’s say you want to sell cakes to a group of consumers. Picture making a presentation about the impact of ingredient selection and the scientific processes involved in and baking a cake to the group. While the presentation may be interesting, the most obvious question for the consumers is probably, “How does the cake taste?” Giving product samples at the beginning of the presentation is a lot more effective than a description.
Starting your audience-centered presentations with relevant examples
How many times do people describe products or services without answering, “How does the cake taste?” for their audiences?
We often know better but our processes often get in the way. For example, when you start your presentation by opening the slide deck from a previous presentation on the topic, you are starting with a content focus.By starting with a presentation created for a different audience or a generic context, we run the risk of missing what our audience needs to see or hear to have the impact we want.Often, how we start determines how we will finish.
If we want to design and deliver high impact presentations, we need to begin by considering the context and content in every step of our process.Asking ourselves, “What questions may the audience have about the presentation?” is a great place to start on the road to memorable, effective presentations.
Target Training helps clients develop presentationsskills, presenting in English, and presentation design. We’ve helped clients make effective presentations in the areas of logistics, finance, manufacturing, sales, consulting and training. Watch for new products for presenting in a virtual environment coming soon.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-05-29 10:36:592016-04-26 10:03:46Audience-centered Presentations in Business