George Osborne's problems may have been avoided by a different approach to speech writing. His announcement that he is withdrawing child benefit from the better off was worthy but poorly expressed. This is what he could have said instead:
One of the central planks of Conservative thinking is self-reliance. It is also one of the qualities that made this nation great in the past, and it is one of the qualities we stand in danger of losing. Fortunately, it has not died as yet.
Let me tell you about Sarah Robertson. Sarah and her three children were abandoned by her husband, who left them with huge debts that he could not face. She could have carried on living as before, increasing her debt, she could have gone bankrupt, she could have relied on the State to bail her out. Instead, she decided to do none of those things.
She gave up her comfortable life style, she started a small business, she took her children out of their expensive schools, and she made arrangements to pay back the debt, a little at a time. She is still doing so. She is paying for a debt she did not create, but she doesn't feel sorry for herself, and she knows that she can resume her comfortable middle class lifestyle at some point in the future.
Sarah Robertson is a symbol of the state this country is in, and we need to follow her example.
When we came to power in May, we found the cupboard bare, except for a pile of IOUs. We saw that Britain was, and is, in serious trouble. The previous government have left us with debts so huge that it would cost every man, woman and child £XXX,000 to repay. We have to pay it back. We cannot go bust, we cannot be like Greece and expect the EU to bail us out.
Every one of us has to share in the recovery. Will you do it? Will you share in the pain? Will you join with me in a programme that not only gets us out of the debt but which will get us back among the leading economies of the world? I'm going to ask you to accept some changes, to make some contributions that will hurt.
We will have to cut State spending. We will have to reduce State benefits. But the guiding principle will be this: we will help those who need help, and we will ask those who do not need help from the State to forgo the benefits you do not need. I know it will not be pleasant, I know you will feel you are paying for a debt you did not create, but there is no other way.
We are a party and a government that believes in self reliance. Like Sarah Robertson, we will take charge of our lives, and we will pay back the debt. That's what I am asking you to help me with. Will you do it?
Phillip (0845 165 9240)
Wednesday, 6 October 2010
Thursday, 9 September 2010
The start of the Saatchi story
Forty years ago this Sunday, the Saatchi brothers announced their arrival on the advertising scene with a full page ad in The Sunday Times.
It aroused attention for three reasons:
1. Ad agencies didn't advertise themselves in those days
2. Layout: there was a headline and two solid columns of type. No pics.
3. The ad criticised the failure of a cigarette ad in colour
The headline ran: Why it's time for a new kind of advertising, and spoke of the need to follow the sequence of persuasion (AIDA). The cigarette ad in question had appeared in the Daily Express in colour (a new medium in those days) but had not done well.
Although the paper had not been named, the Directors of Beaverbrook newspapers (owner of the Daily Express) got their knickers in a twist, and were wondering how to respond. I was on The Evening Standard, and wrote a reply -- a full page ad in the same two-column layout, headed: Yes it is time for a new kind of advertising.
It appeared in The Evening Standard the following Friday under my own name.
The switchboard rang me during the day to say that someone called Saatchi had rung to ask if there really was a Phillip Khan-Panni, or was it a made-up name? I thought that was a bit rich, coming from someone called Saatchi! But I returned their call and spent an interesting half hour with the brothers at Golden Square, drinking Schloer.
In a sense, I suppose I had helped their cause by extending interest in their launch ad. I wonder if they remember.
Phillip
It aroused attention for three reasons:
1. Ad agencies didn't advertise themselves in those days
2. Layout: there was a headline and two solid columns of type. No pics.
3. The ad criticised the failure of a cigarette ad in colour
The headline ran: Why it's time for a new kind of advertising, and spoke of the need to follow the sequence of persuasion (AIDA). The cigarette ad in question had appeared in the Daily Express in colour (a new medium in those days) but had not done well.
Although the paper had not been named, the Directors of Beaverbrook newspapers (owner of the Daily Express) got their knickers in a twist, and were wondering how to respond. I was on The Evening Standard, and wrote a reply -- a full page ad in the same two-column layout, headed: Yes it is time for a new kind of advertising.
It appeared in The Evening Standard the following Friday under my own name.
The switchboard rang me during the day to say that someone called Saatchi had rung to ask if there really was a Phillip Khan-Panni, or was it a made-up name? I thought that was a bit rich, coming from someone called Saatchi! But I returned their call and spent an interesting half hour with the brothers at Golden Square, drinking Schloer.
In a sense, I suppose I had helped their cause by extending interest in their launch ad. I wonder if they remember.
Phillip
Monday, 30 August 2010
Sounding off?
Listening to Classic FM as I work, I have become conscious of the effect of a change of sound. The music itself creates a mood that could be jolly, contemplative or simply relaxed. But there are interruptions. Three in particular.
The first occurs when the tuning slips. This creates a rising tension, despite the smooth, gentle music that may be playing, and I have to rise and give the dial a little twist. Of course this only applies to radios that do not have automatic selection.
When this happens, it forces me to switch my attention from my writing and to the radio. It also makes me consider the lesson it offers: in relationships, if the tuning is slightly off, if we are not on the same wavelength, there is tension even if all the other ingredients are fine.
The second interruption comes from the ad breaks. I have never understood why music stations do not exercise some editorial control over the sounds of the ads they broadcast. In the midst of a programme of refined music, there could be a raucous sales pitch that lowers the tone. Even as I was writing this, a typical example was broadcast!
A similar experience occurs in, for example, networking meetings. You could be enjoying a conversation with an interesting new acquaintance, when someone wanders up and cuts in, disturbing the rhythm of the moment. Are we guilty of such insensitivity ourselves, I wonder?
The third interruption occurs when the programme announcer or DJ (is that what they are called on Classic FM?) speaks at the end of a piece, and introduces the next one, or when there is a break for news. Here too, I notice the quality of the speaker's voice.
Sometimes this station's 'classical' music is served up by someone who sounds like a pub barman reading out the day's specials from the blackboard. It jars. And it gets in the way of the information being imparted.
Isn't that also the case when we hear a speech or business presentation? We may want to hear the information being presented, but the speaker's voice may get in the way. The voice is the vehicle for our spoken business messages, whether it is from the platform, across a desk or over the phone.
What I do is to make people aware of the importance of the voice, and show them how to sound better. It certainly makes the message so much more attractive.
Phillip
The first occurs when the tuning slips. This creates a rising tension, despite the smooth, gentle music that may be playing, and I have to rise and give the dial a little twist. Of course this only applies to radios that do not have automatic selection.
When this happens, it forces me to switch my attention from my writing and to the radio. It also makes me consider the lesson it offers: in relationships, if the tuning is slightly off, if we are not on the same wavelength, there is tension even if all the other ingredients are fine.
The second interruption comes from the ad breaks. I have never understood why music stations do not exercise some editorial control over the sounds of the ads they broadcast. In the midst of a programme of refined music, there could be a raucous sales pitch that lowers the tone. Even as I was writing this, a typical example was broadcast!
A similar experience occurs in, for example, networking meetings. You could be enjoying a conversation with an interesting new acquaintance, when someone wanders up and cuts in, disturbing the rhythm of the moment. Are we guilty of such insensitivity ourselves, I wonder?
The third interruption occurs when the programme announcer or DJ (is that what they are called on Classic FM?) speaks at the end of a piece, and introduces the next one, or when there is a break for news. Here too, I notice the quality of the speaker's voice.
Sometimes this station's 'classical' music is served up by someone who sounds like a pub barman reading out the day's specials from the blackboard. It jars. And it gets in the way of the information being imparted.
Isn't that also the case when we hear a speech or business presentation? We may want to hear the information being presented, but the speaker's voice may get in the way. The voice is the vehicle for our spoken business messages, whether it is from the platform, across a desk or over the phone.
What I do is to make people aware of the importance of the voice, and show them how to sound better. It certainly makes the message so much more attractive.
Phillip
Wednesday, 18 August 2010
Is it you ... or someone else?
In April 1969, Robin Knox-Johnston became the first man to circumnavigate the world non-stop and single handed. Throughout the '70s his exploits continued to raise his profile. At about the same time, his brother, Richard, was making a name for himself as a speaker.
He was booked for an event that I attended. Like many others in the room, I had heard of Robin but not of Richard, and he knew that. His opening line was, "Hands up anyone who was expecting Robin." At the time, I wondered if the event organiser raised his hand!
The American motivational speaker, Les Brown, tells of the time he was invited to speak at a venue that featured Pat Boone as the main attraction. The place was packed. And when the MC announced him, the applause rang out. Les walked on stage and the applause died! The audience was expecting Les Brown and his Band of Renown.
Les says, "I didn't say anything. I just walked around for a bit, then I said, "Surprise!"
Another time he was invited to speak to an audience of people with endless degrees in psychology. He himself has had no college education and in fact was labelled Educable Mentally Retarded at school. "But," as he put it, "they invited me. And I accepted."
The event's chairman introduced him as "Dr Les Brown", and Les interrupted him, saying, "I'm not Dr Les Brown." The chairman then suggested he introduce himself. So he told the audience, "Not only am I not Dr Les Brown, but I am Educable Mentally Retarded!" There was a thud as the chairman's head hit the table. But Les soon had his listeners humming.
I've also been mistaken for someone else. In the days when I had a high profile in the newspaper business, I was contacted by a trade delegate from a Far Eastern embassy in London. He invited me and my wife to dinner. As the dinner progressed, it became clear to me that he thought I was my elder brother, who was then a prominent financial journalist. But I enjoyed the dinner all the same.
My point about mistaken identity is that we should not make the mistake about ourselves. If we accept the impression others may have of us and try to fit the mould, we'll be uncomfortable and likely to fail. I believe we should start by being clear about who and what we are, make it our business to let others know, and aim to succeed as the persons we are, not as the persons they may want us to be.
Phillip
He was booked for an event that I attended. Like many others in the room, I had heard of Robin but not of Richard, and he knew that. His opening line was, "Hands up anyone who was expecting Robin." At the time, I wondered if the event organiser raised his hand!
The American motivational speaker, Les Brown, tells of the time he was invited to speak at a venue that featured Pat Boone as the main attraction. The place was packed. And when the MC announced him, the applause rang out. Les walked on stage and the applause died! The audience was expecting Les Brown and his Band of Renown.
Les says, "I didn't say anything. I just walked around for a bit, then I said, "Surprise!"
Another time he was invited to speak to an audience of people with endless degrees in psychology. He himself has had no college education and in fact was labelled Educable Mentally Retarded at school. "But," as he put it, "they invited me. And I accepted."
The event's chairman introduced him as "Dr Les Brown", and Les interrupted him, saying, "I'm not Dr Les Brown." The chairman then suggested he introduce himself. So he told the audience, "Not only am I not Dr Les Brown, but I am Educable Mentally Retarded!" There was a thud as the chairman's head hit the table. But Les soon had his listeners humming.
I've also been mistaken for someone else. In the days when I had a high profile in the newspaper business, I was contacted by a trade delegate from a Far Eastern embassy in London. He invited me and my wife to dinner. As the dinner progressed, it became clear to me that he thought I was my elder brother, who was then a prominent financial journalist. But I enjoyed the dinner all the same.
My point about mistaken identity is that we should not make the mistake about ourselves. If we accept the impression others may have of us and try to fit the mould, we'll be uncomfortable and likely to fail. I believe we should start by being clear about who and what we are, make it our business to let others know, and aim to succeed as the persons we are, not as the persons they may want us to be.
Phillip
Sunday, 25 July 2010
Our doubts are traitors
I think we can learn a lot about ourselves from the way we perform in sport.
A few years ago, I was given a Cricket game, after a prolonged absence from the sport. I had done well in the nets. The Club Captain, batting in an adjacent net, noticed how I moved my feet, attacked the ball, always hitting in front - no 'nurdling' for me.
I was invited to turn out for the club's Third Eleven. The team captain asked if I could bowl, and I said I could bowl medium fast. He threw me the ball and I delivered two overs in the style I had used in my prime, even though I had been bowling leg breaks in the nets.
Inevitably, my timing was off, and I couldn't find the right length. I was tempted to revert to leg breaks, but I felt obliged to stick with my offer of medium fast. Would the captain object to the switch?
Why didn't I just have a go and see what results it produced?
When it was our turn to bat, I was sent in at number 11. Last man in. From what I had seen of the previous batsmen, I knew I was better than half of them, but now it was up to me to prove it.
The first ball I faced was delivered at about 75 m.p.h., on the leg side, perfect for a 'leg glance' or for a half step forward and an 'on drive' over the head of the fielder at mid on. I did neither.
With feet firmly planted, I drove the ball along the ground, straight to mid on, and set off on a suicidal run. It was an easy run out, so I just carried on past the umpire and back to the pavilion.
Why had I thrown away my wicket? I justified it by saying that I had wanted to return the strike to the other batsman, the man whose eye was in, but the reality was something different. I think I was reluctant to stay in the firing line and be tested.
When I didn't change my bowling, it was because I was trapped by expectations. How often do we stay in our usual roles, keep doing what we've always done, simply because we feel it's what we are expected to do? Why not just take a chance on something different, use a talent we may not have shown before, break free and see what develops?
The batting suicide was about avoiding the risk of exposure. If I had stayed longer at the crease, each ball I faced would have been a challenge and, although I had the skill, my self-confidence was not at the same level.
I see the same thing happening in business, especially with enterprises that find themselves stalled because of the leader's reluctance to commit. Shakespeare got it right when he wrote:
Our doubts are traitors
And make us lose the good we oft might win
By fearing to attempt.
PKP
A few years ago, I was given a Cricket game, after a prolonged absence from the sport. I had done well in the nets. The Club Captain, batting in an adjacent net, noticed how I moved my feet, attacked the ball, always hitting in front - no 'nurdling' for me.
I was invited to turn out for the club's Third Eleven. The team captain asked if I could bowl, and I said I could bowl medium fast. He threw me the ball and I delivered two overs in the style I had used in my prime, even though I had been bowling leg breaks in the nets.
Inevitably, my timing was off, and I couldn't find the right length. I was tempted to revert to leg breaks, but I felt obliged to stick with my offer of medium fast. Would the captain object to the switch?
Why didn't I just have a go and see what results it produced?
When it was our turn to bat, I was sent in at number 11. Last man in. From what I had seen of the previous batsmen, I knew I was better than half of them, but now it was up to me to prove it.
The first ball I faced was delivered at about 75 m.p.h., on the leg side, perfect for a 'leg glance' or for a half step forward and an 'on drive' over the head of the fielder at mid on. I did neither.
With feet firmly planted, I drove the ball along the ground, straight to mid on, and set off on a suicidal run. It was an easy run out, so I just carried on past the umpire and back to the pavilion.
Why had I thrown away my wicket? I justified it by saying that I had wanted to return the strike to the other batsman, the man whose eye was in, but the reality was something different. I think I was reluctant to stay in the firing line and be tested.
When I didn't change my bowling, it was because I was trapped by expectations. How often do we stay in our usual roles, keep doing what we've always done, simply because we feel it's what we are expected to do? Why not just take a chance on something different, use a talent we may not have shown before, break free and see what develops?
The batting suicide was about avoiding the risk of exposure. If I had stayed longer at the crease, each ball I faced would have been a challenge and, although I had the skill, my self-confidence was not at the same level.
I see the same thing happening in business, especially with enterprises that find themselves stalled because of the leader's reluctance to commit. Shakespeare got it right when he wrote:
Our doubts are traitors
And make us lose the good we oft might win
By fearing to attempt.
PKP
Tuesday, 20 July 2010
Who speaks for your business?
If your first response was to think of the CEO, Chairman or some other top person, please pause and think again.
I recently went for an eye test, returning to Specsavers in Bromley, where I got my previous specs. I was greeted warmly by Sanchoy, the dispensing opticians whose professionalism last year prompted my return. I told him so and, with a happy laugh, he called out my remarks to the store manager, who said something like, "That's what we like to hear" and returned to staring out of the door.
Who was speaking for Specsavers?
I contacted a car repair shop to ask about some remedial re-spray work and was told, "We only do MGs, and sometimes some other sports cars. If we want to. We have so much work."
Would you give them any business?
I rang a well-known organisation that sells things online. When eventually I managed to speak to a person, she told me, in her Sarf Lunnon voice, "If you wanna order anyfink you have to do it online."
Who was speaking for the company?
When certain organisations started painting "How am I driving?" on their vans, they were trying to integrate every public contact with their expensively created image. They were also, subtly, telling their drivers to behave as representatives of a public-friendly organisation. The message bypassed the Sainsbury driver who was competing with other traffic this afternoon in Sydenham.
Every single person who is in contact with your public is the one who speaks for your business, and is the one who determines how your business is perceived in the market place. In some ways, more than the Chairman, the MD or CEO, the PR company, or the sales team. Because it is the attitude shown in day-to-day transactions that will matter more than polished presentations or Press Releases.
Every surly shop assistant, every curt telephone manner, every unhelpful tax inspector or restaurant waiter, reveals a serious training need. In these days of harsh economics, who can afford to ignore it?
Phillip
I recently went for an eye test, returning to Specsavers in Bromley, where I got my previous specs. I was greeted warmly by Sanchoy, the dispensing opticians whose professionalism last year prompted my return. I told him so and, with a happy laugh, he called out my remarks to the store manager, who said something like, "That's what we like to hear" and returned to staring out of the door.
Who was speaking for Specsavers?
I contacted a car repair shop to ask about some remedial re-spray work and was told, "We only do MGs, and sometimes some other sports cars. If we want to. We have so much work."
Would you give them any business?
I rang a well-known organisation that sells things online. When eventually I managed to speak to a person, she told me, in her Sarf Lunnon voice, "If you wanna order anyfink you have to do it online."
Who was speaking for the company?
When certain organisations started painting "How am I driving?" on their vans, they were trying to integrate every public contact with their expensively created image. They were also, subtly, telling their drivers to behave as representatives of a public-friendly organisation. The message bypassed the Sainsbury driver who was competing with other traffic this afternoon in Sydenham.
Every single person who is in contact with your public is the one who speaks for your business, and is the one who determines how your business is perceived in the market place. In some ways, more than the Chairman, the MD or CEO, the PR company, or the sales team. Because it is the attitude shown in day-to-day transactions that will matter more than polished presentations or Press Releases.
Every surly shop assistant, every curt telephone manner, every unhelpful tax inspector or restaurant waiter, reveals a serious training need. In these days of harsh economics, who can afford to ignore it?
Phillip
Monday, 5 July 2010
6-point plan for the brand that's You
In these competitive times, it is increasingly important for us all to distinguish ourselves from our competitors. It applies equally to those in corporate life as to those in business for themselves.
Here's a 6-point plan for getting ahead of the pack.
1. Know what you do - for others. Yes, it is important to know what you do, but don't focus inward. I say a bit more about this under Point 6, but your starting position is to consider what your market wants, and how you can be of commercial benefit to others.
2. Identify a pain that you can remove. Is there a weakness that your customers encounter, to which you have the solution. Focus your 'offering' on magnifying the pain and then showing how you can remove it. You then become the long-awaited Solution.
3. Do something right. Apart from removing a pain, there could be something positive that you could do, something that adds to the collective good, something that no one else has thought of doing.
4. Mix with the right people. We all need reinforcement, and we get that from like-minded people, whose own thinking reassures us that we are on the right track. If you network, be selective and don't commit to regular meetings that lead nowhere. If you don't feel uplifted after spending time with certain people, and if they don't understand the things you say, it may be time to move on. Remember, too, that we are judged by the company we keep.
5. Drop the toxic folk. Some people are just plain bad for you. Maybe they are chronically negative, maybe they don't respond well to your enthusiasms, maybe they drag you down in other ways. Leave them to the professional therapists and move along. Don't let them infect your mind or use up your energy.
6. Project your one defining benefit. What's the ONE thing that defines you and distinguishes you from the following pack? Spend time finding out. Get feedback from those you trust. Challenge your first thoughts about it. Then make it the core of your business offerings and everything you say about yourself.
For example, I work with words. I write and deliver speeches and presentations, and I write books about verbal communication. I help others with their speeches and presentations. The central factor is a way with words that gets results. No verbal wallpaper.
So my focus is: Words that Work.
What's yours?
Here's a 6-point plan for getting ahead of the pack.
1. Know what you do - for others. Yes, it is important to know what you do, but don't focus inward. I say a bit more about this under Point 6, but your starting position is to consider what your market wants, and how you can be of commercial benefit to others.
2. Identify a pain that you can remove. Is there a weakness that your customers encounter, to which you have the solution. Focus your 'offering' on magnifying the pain and then showing how you can remove it. You then become the long-awaited Solution.
3. Do something right. Apart from removing a pain, there could be something positive that you could do, something that adds to the collective good, something that no one else has thought of doing.
4. Mix with the right people. We all need reinforcement, and we get that from like-minded people, whose own thinking reassures us that we are on the right track. If you network, be selective and don't commit to regular meetings that lead nowhere. If you don't feel uplifted after spending time with certain people, and if they don't understand the things you say, it may be time to move on. Remember, too, that we are judged by the company we keep.
5. Drop the toxic folk. Some people are just plain bad for you. Maybe they are chronically negative, maybe they don't respond well to your enthusiasms, maybe they drag you down in other ways. Leave them to the professional therapists and move along. Don't let them infect your mind or use up your energy.
6. Project your one defining benefit. What's the ONE thing that defines you and distinguishes you from the following pack? Spend time finding out. Get feedback from those you trust. Challenge your first thoughts about it. Then make it the core of your business offerings and everything you say about yourself.
For example, I work with words. I write and deliver speeches and presentations, and I write books about verbal communication. I help others with their speeches and presentations. The central factor is a way with words that gets results. No verbal wallpaper.
So my focus is: Words that Work.
What's yours?
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