Learn | Listen | Think | Speak | Inform | Entertain | Communicate | Connect | Impress | Persuade | Convince | Inspire

- Openings
- Humour success - content vs. delivery
- Voice warm-up tips for more speaking power
- When to Memorize in a Speech
- Tune Your Presentations with Strong Transitions
- Top five tips for getting motivated
- Qualities of a leader. How many do you have?
- The Forgotten Art of Listening


1. Make points that folks agree on first. Never create controversy early, unless you are doing it for dramatic effect.

2. Never tell a long involved story unless it is HIGHLY TESTED. If it bombs, you will have a tough fight to win back the audience.

3. Never tell any story or joke that has a remote chance of offending someone. After you warm up the audience, you may be bolder.

4. Somewhere in your opening you must tell the audience why you are there. They need some selfish reason to listen to you.

5. Using humour in your opening tells the audience that yours is going to be a fun presentation. It tells them that they might actually enjoy it. Don't disappoint them by telling an opening joke and boring them the rest of the time.



When delivering humour, which is more important: content or delivery? Words or style?

That would be like asking, "When creating an oil painting, which is more important: the paint or the technique of the artist?" The truth is you need both. One without the other produces no art. A dry canvas.

And content without delivery, or vice versa, usually gives you no humour – a dry talk. Let's briefly look at some elements of content and style.

Two important elements of content are relationships and structure.

At the core of good humour is the linking of two concepts or things. Study Gary Larson cartoons to see how he often links animals to human characteristics. The second element is structure. Always choreograph your funny lines to keep the critical punch line and punch word at the very end.

Two critical elements of delivery are timing and connection.

There are many aspects to timing, but the most important is a skilful use of the pause. Pause to accentuate the punch word. Pause to let them absorb the funny relationships. Do not rush your delivery. And the secret of connection is eye contact. Truly deliver the funny line to just one person. Nail the eye contact.

Be conversational. And as master coach Max Dixon teaches, maintain the eye contact for a beat or two after you deliver the punch line.

• Check your posture -- Ensure that your spine, neck and pelvis are in alignment


• Alleviate tension in your head, neck and shoulders -- Shoulder shrugs, shoulder rolls, neck stretches and facial exercises all form part of your preparation of your muscles for greater voice power
• Take control of your breathing -- Learn to access deep breath for greater voice power while sitting, standing for more vocal energy and less vocal fatigue


• Gently release the voice -- Release a strong, yet tension-free voice as experienced in a long "yawn-sigh." Yawning is one type of exercise that uses all of the physical components of voice in a gentle manner


• Develop a richer tone -- Feel for vibrations on the front of your face, the bridge of your nose as you release a hum. Different techniques will help you become aware of achieving a "richer" tension - free voice that is pleasing to the ear and more memorable to your audience


• Work on voice projection -- Visualize releasing your voice to other end of room. Try using a movement or a change in posture to elicit more physical energy in conjunction with your voice or while you are speaking. Focus on generating energy from your diaphragm or your solar plexus


• Practice varying your rate -- Practice speaking quickly and then slowly as you read aloud from a newspaper. One effective tip to slow down is to pause before and after important words or phrases


• Improve clarity -- Over-exaggerate the movements of your mouth and tongue as you speak important words and phrases. This will help slow you down and achieve crisp clarity so your message is heard


• Vary your pitch -- Practice reading aloud a series of happy or light material such as children's stories that generate a lighter feel and a variety in the higher and lower notes of your voice for greater audience interest and attention to your speaking

Memorizing a speech creates many challenges--having a memory block, sounding mechanical in delivery, and lacking rapport with the audience, to name a few. Besides, memorizing a speech simply takes too much time. Thus I recommend: do not memorize a speech!

However, as is the case with most general rules, there are exceptions. That is true about memorization connected to a speech. There are certain parts of a speech that will make you more effective if they are memorized.

Memorize the opening lines of your presentation. This will get you off to a good start. Your language will be specific and concrete to insure that the audience will listen to you. When you get off to a good start, your nervousness lessens and you are on your way to a successful presentation.

Memorize a joke or humorous story you are going to tell. Reading a joke to an audience just does not work. You need to be able to interact with the audience nonverbally as you tell something you hope they think is funny. What you can do with a short piece of material such as a joke is to memorize it and then practice it until it does not sound memorized.

In a persuasive speech, memorize the move to action step. You should know exactly what you want your audience to do as a result of your presentation. In fact, end with "What I want you to do as a result of my presentation is…." Know those words by heart. You will have confidence in your conclusion and will make eye contact with your audience as you deliver this final line.

Sometimes you should memorize transitions. If you have an abrupt change of direction in the middle of your presentation, you might choose to memorize the transition leading to your next point. Thus the audience will receive proper direction and not be confused. For example, in a speech on oral style, I might say, "We must realize that words don't mean--only people who use them." Each word counts; I would memorize it.

Only under rare circumstances do I recommend memorizing any part of a speech; the above suggestions, however, should make you aware of possibilities for enhancing your effectiveness as a speaker.



Toastmaster foreword Successful transitions are important to us in every aspect of our lives : moving between childhood adolescence and adulthood; between jobs, homes and relationships; between the multiple roles in our daily lives – parent, teacher, friend, neighbour, partner - other roles, too.

Mentors help us pose and answer questions about our self-development and make successful transitions.

Next time you give a speech or make a presentation think of yourself as a mentor to your audience. Use verbal – and non-verbal – cues to ‘signpost’ your transition between the different parts of your structure.

Successful transitions make for successful connection with our audiences. Help your audience understand and make the successful transitions.

What is a transition?
A transition is used when we change from one state to another, from one thought/idea to another, from one topic to another, and from one method to another – in other words, a transition serves as a bridge for change. It can be smooth and effective. Or, it can be jarring and ineffective. Transitions need to be well planned and rehearsed, so that they help our listeners receive the full benefit of our presentations, which segues (transitions) right into the next section of this article.

Why should we use transitions?
Our listeners aren't as familiar with our material as we are. Transitions serve as guides and bridges between the directions we are going and know ourselves where we are going. Participants are often busy and distracted. So, by using smooth and effective transitions, we can grab their attention, lead them into each new area with ease and help them to latch onto our whole message. When we move to a new thought or topic, a listener may still be thinking about our last statement. A well-placed transition will give him or her time to catch up.

When, where and how do we use transitions?
The first and most important transition is our opening. We must transition our listeners from their daily lives, their conversations with others and their present concerns into paying attention to us and what we have to share. Once we are introduced it is now the time to bring the audience focus onto us. That first impression will determine whether or not they will listen to and trust us. If we don't make a striking first impression, we often lose them for the rest of the presentation. Don't say anything for several seconds. Give them some time to settle down.

Then, start with a compelling story, a meaningful – not hackneyed – quotation, an interesting question to start participants thinking, or a startling statement. Many speakers think that telling a joke or saying something like, "I am so pleased to be here. Thanks for inviting me," is appropriate. Boring – don't go there. Or, if you have a sufficient amount of time you may start with an ice breaker. Keep in mind that some participants may not be ready this early on to take part in an ice breaker, while others will be delighted, so choose carefully.

The next transitions should occur between important points, thoughts and/or topics. These transitions can be as simple and straight-forward as, "And that brings me to the next point." Or, they can be much more creative which takes prior planning. I love to use stories that relate to the next topic and I usually say, before I get into the next point, let me tell you a story." This never fails to get their undivided attention (everyone loves a story) – and also brings to life those who are close to dozing. Make sure, however, that your story relates, is short, punchy and worthwhile. (I can't stress practice enough here!)

Other ideas for interactive transitions include participants turning to the person next to them and telling them something that answers a question you have posed, or sharing an idea that you have sparked, or even having all stand up and stretch. Just remember, you will lose their attention and will need a clever way to get them back – another creative transition!

I have experienced presenters who use a bell, whistle or other musical instrument to signal the group that it is time to get back on track. Again, as in the beginning, the polished presenter knows that pausing for a short time will capture audience attention. Depending upon the time allotted and type of presentation, you may designate a question and answer period.

Even in workshops, I feel that all of our transitions and strengths can be ruined if we let participants continually interrupt us. I have learned – through unpleasant experiences – to tell my listeners/participants that, "There will be time for questions, so write them down as I go along." Or, if there won't be time, that, "I will be here afterward or during the conference, etc. if you have questions." Again, make sure that you know how long you have for questions and answers and plan a clever way to transition everyone back to your presentation when the time is up.

The final, and important, transition is the close of your presentation. Don't start many minutes before saying, "Before I close." I know you have heard a speaker do this, and you keep waiting and waiting, not even hearing what they are saying, thinking, "When will they get there." For the close – the last transition – consider the most important thought, idea and/or action you want your listeners to leave with. The closing should never give the impression that you have just run out of time and need to rush. So, have a rehearsed, memorized and strong, strong closing prepared.

Remember that your transitions, well planned and strong, will add a smoothness and professionalism to your presentations that will wow any audience.



1. Begin with the end in mind
That's right, identify what it is you want to achieve. As Stephen Covey stated in the famous quote above, to know your outcome gives any work you may need to do much greater focus.

So, get focused, and get writing with what it is you want to achieve. Don't worry if you can't yet dream the big stuff yet, start small – and I promise you'll be moving on up to the bigger pictures sooner than you ever imagined!

2. Get a plan
If you knew where you wanted to go, the next question would be, "how are you going to get there?" What would you need to do first in order to be "on course" to succeed? Be practical; fit your planning in with whatever time you have right now, but push just a little bit.

3. Chunk
Chunking is that age old way of achieving what may first appear impossible, simply because it's just too damn big. Chunk down, plan "baby steps," and again before you know it you'll be looking like a giant.

4. Challenge those fears
Whatever comes up and stops you achieving, challenge. Ask yourself; Is this for me? Is it what I really want? What do I need to change in order to get success? Do I need to enlist anyone else's help or take some training? What would I need to believe to win? What can I do to re-enforce that new belief?

5. The secret ingredient... ...and the secret? There is no secret; just TAKE ACTION. There's only so much dreaming, planning, refining, challenging, chunking, reviewing (blah blah blah) a person can do – and then you need to take action. Nothing - let me repeat - NOTHING will build up your motivation quicker or more solidly than following through on your actions. Remember your mantra, from today it's "do it, do it now!"

Let me know how you get on. Much respect, Mike



Take me to your leader …if you have one. Are you a leader? Do you aspire to be one? Are you a true leader or a leader in name (or title) only?

Leadership is the true challenge for the next decade. Entrepreneurial ventures are starting in record numbers, competition is stiffer than ever, customers are demanding more, and profit margins are thinning. All of these trends create leadership opportunities.

• Do your people follow you or avoid you?
• Do your people respond to your assignments?
• Do your people complete their tasks? On time?
• Are the meetings you lead structured, supportive, and encouraging?

Where do leaders come from? Everywhere. Some have natural aptitude and environmental advantages, but all leaders must learn the fundamental skills if they want to gain or maintain their position. If you're having a hard time following, you might try leading.

A few leadership challenges to ponder:

• Are you tired of being a follower?
• If you want to lead, where do you start?
• Are leaders born or made?
• What is the best way to become an effective leader?
• What are the leadership skills you need to develop?
• Do your people want to listen to you, or do they HAVE to listen to you?

If you are one, or want to be one, check out these 8.5 qualities of "what it takes" to be an effective leader:

1. Maintain a positive attitude Be solution oriented—action oriented—people oriented. A leader's enthusiasm is contagious. If you get too close, you can catch a serious case of success.

2. See change as an opportunity Change is certain. Followers tend to resist change. It is the mark of a leader to welcome change and take advantage of the opportunity it presents.

3. Deploy courage Douglas MacArthur said, "Courage is just fear that holds out a little longer." Good advice. George Patton said, "I don't take counsel from my fears." Good advice. Leaders choose courage.

4. Take a risk The biggest risk is to never take one. One of the hallmarks of success is the willingness to risk. Leaders are determined to win or try again.

5. Listen with the intent to understand. Leaders listen to learn. Your prospects know their needs, and they know what's happening on the front lines of their business. Just listen.

6. Communicate Leaders set the example for open communication. They use their heads, say what they feel, and speak from their heart, not from their policy.

7. Delegate and empower Leaders share responsibility. They don't dictate. They set examples for others to follow. Leaders encourage growth in others by challenging them to take new responsibility, encouraging them to succeed, and supporting them if they fail. Leaders understand that mistakes are lessons on the way to success.

8. Understand others, yourself, and your situation Leaders understand the importance of an open, inquisitive mind. A constant quest for knowledge brings greater understanding.

8.5 Commitment is the catalyst that makes all the other leadership qualities a reality. Daily rededication to commitment is the difference between leaders and would-be leaders. Rate yourself between one and ten in those 8.5 areas. If your score is under 80 (highest possible 90), you need help.

Whether you lead your company, lead your sales team, or lead your peers—how you employ and implement your leadership skills will determine your leadership success.

If you're a business owner…You wear many hats. So many owners fail to realize their first job and biggest responsibility is in sales. How you lead the sales team determines how the rest of the business fares.

If you're a sales manager…Lead, don't manage. Your hands-on support and encouragement is often the difference between exceeding your sales goal and finding a new job.

If you're an aspiring leader…Start small. Lead a group or committee. Do whatever is necessary to make it a winner. Do it again, until it begins to feel natural. Respect the power of leadership—and the power of the people you seek to lead.

There is one rule that is universally applicable. This rule, when followed, makes great leaders. Unfortunately, this rule is employed the least: Lead by EXAMPLE.



I was having lunch at a bistro in St. Paul de Vence, a picturesque hill town in the south of France. In my fractured French, I tried to order a bottle of beer.

"Je voudrais une bouteille de biere, sil vous plait." I would like a bottle of beer, I told the waitress.

"In a can," she replied. "Non," said I, "En bouteille!" In a bottle. With her hands on her hips and a sneer on her face, she repeated, "In a can!"

Now I was really getting mad. "Not in a can," I insisted. "In a bottle. En bouteille. EN BOUTEILLE!"

She threw her hands up in despair. "Monsieur, IN A CAN!"

"All right," I said. "Have it your way. Give it to me in a can. Anything. Just give me a beer!"

She stormed off and returned with a bottle of Heineken. Heineken, when you say it in French, loses the "H" and sounds like, "In a can." I practically fell off my chair, I was laughing so hard. She thought I was nuts.

The point of the story is exactly what I stress in my negotiation presentations. We hear mostly what we want to hear, not what the other person is trying to communicate to us. Many conflicts can be resolved easily if we learn how to listen.

The Catch

The catch is that listening is the forgotten art. We are so busy making sure that people hear what we have to say that we forget to listen.

The first indication I had that my education had a hole in it occurred in the Marine Corps. A kindly colonel gave me a bit of advice. "Lieutenant," he said, "you need to learn how to listen." "What?" I replied. Obviously it was going to take more than his counsel to get the point across.

Luckily for me, my next escapade was tailor made. Dun & Bradstreet hired me as a salesman in an enterprise based upon a new technology called data processing. D&B had just computerized its entire database of credit information on millions of companies and was now selling information for marketing purposes.

For example, if your company sold ice to Eskimos, D&B could give you a printout of all the Eskimo companies in your market area, with pertinent information such as the number of Eskimos in each company and the names of key decision-making Eskimos. This was cutting-edge stuff back in 1968.

Well, my sales territory was the Canal Street area in New York-the armpit of Manhattan Island. This was the toughest place to try selling door-to-door, which is what I was being underpaid to do. I learned very quickly that the key to success in selling-as it is in negotiating-is keeping your mouth shut and listening to what people have to say.

I discovered that my sales prospects would tell me everything I needed to know in order to make the sale-if I just kept my mouth shut long enough. If I tried to make a flowery presentation, I would be thrown out. But if I let them tell me what their problems were, they would buy anything from me-even ice.

Staying In Shape

It turns out that listening is not a difficult art to master. In fact, it's quite simple. It's similar to what I go through in order to keep physically fit. The easy part of staying in shape is doing all the exercises. The hard part is getting to the gym on a regular basis. The excuses I come up with for not going are amazing. Once I get to the health club, I'm home free.

Learning to listen is the same. The hard part-the equivalent of "getting to the gym"-is shutting up. If you can train yourself to keep your mouth shut most of the time, you will be a great listener and a great negotiator.

Listening Tips
Here are some suggestions for developing your listening skills: "Develop the desire to listen. You must accept the fact that listening to others is your strongest weapon. Given the opportunity, the other person will tell you everything you need to know. If this doesn't create desire, I don't know what will.

"Always let the other person do most of the talking. This is a simple matter of mathematics. I suggest a 70/30 rule. You listen 70 percent of the time and you talk 30 percent of the time. "Don't interrupt. There is always the temptation to interrupt so you can tell the other person something you think is vitally important. It isn't, so don't. When you are about to speak, ask yourself if it is really necessary.

"Learn active listening. It's not enough that you're listening to someone-you want to be sure they know you're listening. Active listening is the art of communicating to the other person that you're hearing their every word.

"Ask for clarification if needed. This will clear up any misunderstanding you have.

"Get used to 'listening' for nonverbal messages-body language. The other person may be communicating with you via body language. You need to decode the message.

"Ask a question-then shut up. This is a foolproof way to listen. Think of yourself as an interviewer like Barbara Walters! She listens and questions. So should you.

Tips For Asking Questions
Once you have learned how to keep yourself from speaking, the art of asking questions is the shortcut to effective listening. Here are some tips for asking questions:

"Ask open-ended questions. Questions that can't be answered with a simple yes or no. "How could we do this?" "What do you think?" Your objective is to get them to talk as much as possible.

"Don't ask questions that put them on the defensive. For example, "Why?" is intimidating. Don't ask "Why?" Ask "How come?"

"Ask "What if?" What if we did it this way?

"Ask for their advice. "What would you suggest we do to resolve this?" Everyone loves to be asked for advice.

"Offer alternatives. "Which way would you prefer?" This demonstrates your respect for the other person.

"Ask about their feelings. "How do you feel about this?" People love to have their feelings validated.

"Repeat what they said. "Let me be sure I understand what you're saying. You're saying that...?" This technique will prevent misunderstandings and convince them that you really are listening.

Being A Detective

Well, there it is. Now all you need to do is practice. If you want to watch a role model for all of this, turn on a rerun of Columbo, and watch how the disheveled-looking detective, played by Peter Falk, listens to and questions murder suspects. He's my role model. I advise all my negotiators to think of themselves as detectives.

One more thing. If you get to St. Paul de Vence, do me a favor. Don't be an ugly American. Take whatever they give you.

ed@brodow.com, or visit his Web site: