On two recent occasions when I was the main speaker, I provided my own introduction in writing, in advance, to make it easier for the chairman, and to ensure that I was properly launched.
On the first occasion, the chairman printed my introduction in the day's programme and introduced me like this: "Our next speaker is Phillip Khan-Panni. You've got his details in the programme, so I'm not going to read it out. I'll just leave it to him. Phillip." I had to warm up the audience myself. 200 professionals who had never seen or heard me before.
On the second occasion the Chairman Skyped me to say, "I think I'll shorten your introduction a bit and put it in my own words." I said Please don't. He did not do a good job of reading the introduction I sent, so I shudder to think what might have happened if I'd agreed to let him do it his own way.
The purpose of an introduction is to warm up the audience, building up expectations, and launch the speaker with the full endorsement of the Chairman (who represents the organisation running the event). Most Chair persons neither understand that nor make the effort to prepare a proper introduction, so the speaker should always write and send their own introductions, taking along a spare copy on the day in case the chair person has left it at home.
Here are some guidelines.
Some Dos
What should an introduction consist of? It should:
• Engage the attention of the audience
• Raise their expectations, but not too highly
• Launch the speaker
• Mention his/her name several times
• Establish the speaker's expertise or qualifications
• State what the speaker will be talking about (speech title)
• Be brief
• Create a good impression of the speaker
Some Don'ts
Needs no introduction …The why make one? This is just lazy talk.
Without further ado …First of all, it's old fashioned. Secondly, have you considered what it means? Do really intend to say that it has been a bit of a nuisance talking about the speaker, so let's quit now? "Ado" means "difficulty, bother or fuss". Think of "Much ado about nothing".
The speaker gave me this …This undermines the speaker. It says, in effect, "I'm not taking responsibility for the good things I'm about to tell you about the speaker" and implies that the speaker is immodest.
Good lady wife …The phrase is so cringe-making. Does he have a bad wife as well? Sometimes people say "good lady" or "better half". Don't be one of them. It's a shibboleth that demeans the lady and you as well.
Put your hands together …In prayer? It's one of those dreadful clichés that have been popularised by ill-educated game show hosts on TV.
None other than …It's all a bit unnecessary, and reminds me of the introduction song to Donald Duck cartoons, which ends, "No one (pause) but Donald Duck!"
Heard he's good …Sounds like a challenge. "Heard he's good, so let's see if it's true!" It places an unfair burden of proof on the speaker, and raises the audience's expectations to an unreasonable level.
HOW to do it right (Chair person)
Consult the speaker beforehand
Obtain only Relevant info for the occasion
Consider your Opening/maintain good Order
Present speaker's Credentials
Give the Speaker/Guest Kudos
Do it with Enthusiasm
Give Title -- speech / Speaker / Topic
Finish on speaker's name, with a rising flourish: John (pause) SMITH!
EXAMPLE of correct Speaker introduction:
Our next speaker is well known to you all. I won't say he needs no introduction, because it is always a pleasure and an honour to introduce Les King, a man of many parts. He is witty, humorous, and a fascinating raconteur. When Mike Silverman appointed him Area Governor, Les said that it was proof that Mike has a sense of humour. Among his many interests is a fascination with computers and with the Internet, which he uses to communicate with Toastmasters everywhere. This evening he is going to show us how easy it is to cope with the complexities of the Internet. The title of his speech is, "Talk is cheap, but the Net is cheaper."
Ladies and gentlemen, let's give a friendly and warm welcome to our Area Governor,
Les (pause) KING!
PKP
Saturday 15 August 2009
Thursday 13 August 2009
Beware of being boring
A year ago I published this Blog, but recent events have prompted me to give it another airing. I've come across some really nice people whose good intentions and underlying talent have been sidelined by their inability to get to the point, or one of the other boring symptoms listed below.
A lot of people are boring, and don't know it. It's a bit like having BO -- no one tells you, but they quickly move away! I want to tell them, but I know I would only hurt or offend them, so I hope they will read this and take remedial action.
I used to be guilty of capping stories. I thought I was merely extending the topic by adding my own experience, but others received it as capping stories. It took a female friend with the cojones to tell me about it. So let me help you to understand why you may not be making quite the impact you expect, when you attend networking meetings.
No offence is meant. On the contrary, if you recognise any of the symptoms, I hope you will make the necessary adjustments and become a person that others will want to talk to.
A bore is someone who:
•makes pronouncements on every subject that arises
•caps stories
•goes one better than everyone else
•talks too long
•is in love with the sound of their own voice
•pins you against the wall at parties or networking gatherings
•monopolises the conversation or another person
Above all, a bore is someone who seems not to be interested in what someone else says. Typically they will either interrupt before the other person has finished, or will ignore what has just been said and proceed with their own stuff.
The way to avoid being boring is always to be interested in what the other person is saying, and to make your own point sparingly. You can always elaborate if you are asked to do so, but never impose the elaboration on your listener. And beware of getting carried away if you are talking to a good listener who encourages to go on!
Try to be a good listener. It will help others to warm to you, and then they will want to know more about you.
In business, remember that boring doesn't sell!
If necessary I can help. 0845 165 9240.
A lot of people are boring, and don't know it. It's a bit like having BO -- no one tells you, but they quickly move away! I want to tell them, but I know I would only hurt or offend them, so I hope they will read this and take remedial action.
I used to be guilty of capping stories. I thought I was merely extending the topic by adding my own experience, but others received it as capping stories. It took a female friend with the cojones to tell me about it. So let me help you to understand why you may not be making quite the impact you expect, when you attend networking meetings.
No offence is meant. On the contrary, if you recognise any of the symptoms, I hope you will make the necessary adjustments and become a person that others will want to talk to.
A bore is someone who:
•makes pronouncements on every subject that arises
•caps stories
•goes one better than everyone else
•talks too long
•is in love with the sound of their own voice
•pins you against the wall at parties or networking gatherings
•monopolises the conversation or another person
Above all, a bore is someone who seems not to be interested in what someone else says. Typically they will either interrupt before the other person has finished, or will ignore what has just been said and proceed with their own stuff.
The way to avoid being boring is always to be interested in what the other person is saying, and to make your own point sparingly. You can always elaborate if you are asked to do so, but never impose the elaboration on your listener. And beware of getting carried away if you are talking to a good listener who encourages to go on!
Try to be a good listener. It will help others to warm to you, and then they will want to know more about you.
In business, remember that boring doesn't sell!
If necessary I can help. 0845 165 9240.
Wednesday 5 August 2009
An interesting way to solicit testimonials?
In a business network to which I belong, a member has asked the question, "How do others perceive me?"
He lists a string of adjectives that others have applied to him and adds, "I consider these positive attributes. So why is no one buying from me?"
Over the past two months, the forum has received a stream of comments from other members, both affirming him as a worthy person and indicating what they understand his speciality to be. So he gets three benefits:
1. feedback on his profile
2. people take time to think about what he has to offer
3. they say positive things about him. Testimonials.
This week another member published an apology for having inadvertently upset other members, reminding people of his well-known good intentions and efforts to help others. The response was, predictably, a stream of positive comments (affirmations) as well as puzzled requests for details of the offence he claims to have caused.
The net result was the same as for the first member:
1. feedback on his profile
2. people take time to think about what he has to offer
3. they say positive things about him. Testimonials.
Both in their different ways were expanding their "Open" boxes in their respective Johari Windows. As you know, box no.1 is the "Open" or "Public" area -- what is known to oneself and also to everyone else. Box no.2 is the "Blind" area: stuff that is known to others but unknown to oneself (3 is Hidden and 4 is Unknown).
We can, and should, expand the Open box by soliciting feedback, and so reduce the Blind box. Member number one achieved that by asking directly for feedback. Member number two achieved the same result by apologising for some unspecified slight. You may consider that clever marketing.
What do you think?
He lists a string of adjectives that others have applied to him and adds, "I consider these positive attributes. So why is no one buying from me?"
Over the past two months, the forum has received a stream of comments from other members, both affirming him as a worthy person and indicating what they understand his speciality to be. So he gets three benefits:
1. feedback on his profile
2. people take time to think about what he has to offer
3. they say positive things about him. Testimonials.
This week another member published an apology for having inadvertently upset other members, reminding people of his well-known good intentions and efforts to help others. The response was, predictably, a stream of positive comments (affirmations) as well as puzzled requests for details of the offence he claims to have caused.
The net result was the same as for the first member:
1. feedback on his profile
2. people take time to think about what he has to offer
3. they say positive things about him. Testimonials.
Both in their different ways were expanding their "Open" boxes in their respective Johari Windows. As you know, box no.1 is the "Open" or "Public" area -- what is known to oneself and also to everyone else. Box no.2 is the "Blind" area: stuff that is known to others but unknown to oneself (3 is Hidden and 4 is Unknown).
We can, and should, expand the Open box by soliciting feedback, and so reduce the Blind box. Member number one achieved that by asking directly for feedback. Member number two achieved the same result by apologising for some unspecified slight. You may consider that clever marketing.
What do you think?
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