| Senior executives and CEO's in particular, often | | | | Don't confuse presentations and speeches with |
| assume they will be judged solely by what they | | | | academic exercises. These opportunities are |
| do. What they say, and especially, how they say | | | | never solely about "educating" an audience on an |
| it, is presumed to carry less weight. That's an | | | | objective set of facts. These appearances are |
| assumption that's as widespread as it is | | | | opportunities to persuade your audience about the |
| inaccurate. | | | | perspective on those facts, and the action or |
| Whether dealing with internal or external | | | | conclusion you're leading to. Even if your audience |
| audiences, facts simply don't speak for | | | | doesn't wholly agree with the case you're making, |
| themselves. Positions, values, ideas and yes, even | | | | these appearances are your opportunity to |
| facts, need to be put into context. They need to | | | | assure them you are the right person to be |
| be given a voice so they can be clearly | | | | making the case. Don't seek to be dispassionate. |
| understood. There is simply no substitute for the | | | | Allow your audiences to see the conviction with |
| kind of powerful, in person, human communication | | | | which you hold your ideas. |
| that can ease concerns, prod action, and gain buy | | | | 3.) Do get help. |
| in among your target audiences. | | | | Whether through an outside coach or a trusted |
| That's where powerful communication skills make | | | | colleague or mentor, get some constructive |
| all the difference. Memo's, emails, web sites and | | | | feedback on your performance. Remember that |
| advertising all have a role, but there are times | | | | successful communication is in large part |
| when only personal communication with key | | | | dependent on what's received, not only what was |
| stakeholders will do. These important players for | | | | intended. You need objective help in evaluating |
| every business need and want to hear directly | | | | whether you're connecting with your audience |
| from those in charge. Seeing and listening to a | | | | effectively, and in what areas you can strengthen |
| senior leader explain positions, policies or change | | | | your performance. If possible, record your |
| allows these stakeholders to make judgments for | | | | performances and replay them. Try to see your |
| themselves and can be key to persuading even | | | | performance from your audience's perspective. |
| skeptical audiences. It also serves as a powerful | | | | 4.) Know thyself. |
| statement about the confidence of the speaker | | | | Powerful communicators are adept at developing |
| and the strength of the speaker's conviction. | | | | their own, unique style, rather than trying to |
| That's why communication skill, and presentation | | | | emulate someone else. To do that, you'll need to |
| skills in particular, are vital for top executives to | | | | identify what your strengths are. Are you a |
| master. Powerful speaking skills are the surest | | | | natural story-teller? Are you someone who can |
| way for a CEO to embrace the role of Chief | | | | easily get others to understand difficult or |
| Explanations Officer and to gain buy in or good | | | | complex issues? Seek to play to your strengths |
| will, to build or regain trust. | | | | by building the presentation, materials and format |
| While it's easy enough to cite examples of highly | | | | to your greatest advantage. For instance, if you |
| successful leaders who've achieved success | | | | are someone who relates well to audiences |
| without strong speaking abilities, (Bill Gates, or in | | | | generally, don't burden yourself with too much |
| the public arena, George Bush come to mind), | | | | data and materials that might interfere with |
| such a lack is always an obstacle to success, and | | | | understanding, or compete with you for the |
| often, an insurmountable one. | | | | audience's attention. |
| How then does a top executive best | | | | 5.) Think about how you'd like to be regarded. |
| demonstrate powerful communication skills and | | | | Your reputation as a leader is in your hands, and |
| how do you obtain them? Here are a few tips | | | | in many ways, that reputation for every leader |
| used by some of the best: | | | | rests on his or her communication skills. However |
| 1) Take your communication seriously. | | | | unfair it seems, you will not be seen as a strong |
| Make communicating at your best a top priority. | | | | leader if you display weak communication skills. |
| That means resisting the temptation to view | | | | Work on developing the kind of communication |
| presentations, remarks and speeches as | | | | style that reflects the leadership style you want |
| something "other" than getting things done. | | | | to project. If you are a consensus builder for |
| Deciding to set aside adequate time for | | | | instance, display that trait through interactive |
| preparation and practice will pay off many times | | | | presentations or speeches. A leader with an |
| over in instilling confidence in others in your | | | | in-depth history and knowledge can effectively |
| leadership abilities. Remember these forums are | | | | share that confidence through anecdotes and |
| an opportunity for those who don't interact with | | | | personal experiences, more effectively than |
| you daily to hear and see your skills displayed. | | | | flow-charts and graphs could ever do alone. |
| Time and effort spent on your communication | | | | Whatever your title, understand the vital |
| skills is one of the most worthwhile investments | | | | importance communication skills play when others |
| you can make. | | | | evaluate the strength of your executive |
| 2.) Take your communication personally. | | | | presence. |