D i a l o g u e S t r a t e g i e s

The ABC’s of

Effective Business Communication

The Concise Communication Skills

Dictionary

by

Dialogue Strategies Inc.

1

Introduction

Communicating in a business environment can be extremely challenging. Delivering

a relevant and tailored message, in an appropriate tone, with enough credibility and

persuasiveness to elicit a specific desired outcome, is not an easy task.

The goal of this guide is to help you be a more effective business communicator.

Business communication takes on many forms--from formal stand-up presentations in

front of large audiences, to quick hallway exchanges between yourself and a co-

worker. Throughout this book, we refer to this range of situations, as “presentations”.

Many of the points made in this book are relevant to sales meetings or sales call

situations as well. All of these situations represent a message or idea being conveyed

to others with the objective of achieving a specific type of action or response.

This dictionary addresses many facets of presenting and selling in a point-form,

succinct manner. The goal of every page is to help you become more confident,

credible and persuasive. In these pages, there are no willowy anecdotes or discussions

on esoteric theories of adult learning. You will find, however, quick tips and practical

references, written in a style suitable for busy business people who want the bottom-

line on how to communicate effectively. This book is for people who instinctively

know that the one key factor that could differentiate them from their competitors, is

the manner in which they communicate.

We hope you will be able to use this guide to assist you in creating positive

impressions with others in your business (and personal) world--impressions that your

own natural talents will enable you to achieve.

Neil Grammer

Dialogue Strategies Inc.

Toronto

neilgrammer@rogers.com

(416) 809-1429

D i a l o g u e S t r a t e g i e s

2

D i a l o g u e S t r a t e g i e s

The ABC’s of

Effective Business Communication

Table of Contents Page Number

A a agenda 3

awareness

4

B b body language 5

C c conclusions 6

conversational tone 7

D d dedication

8

E e eye contact 9

F f filler words 10

G g gestures 11

H h hot buttons 12

humor 13

I i impromptu 14

introductions 15

J j jargon 16

K k key messages 17

L l listeners 18

long-windedness 19

M m movement 20

N n nerves 21

O o openings 22

P p pause 23

persuasiveness 24

plan & prepare 25

probing 26

Q q questions & answers 27

R r rapport 28

rehearse 29

S s structure 30

so what? 31

summary 32

T t team presentations 33

telephone sales 34

transitions

35

U u understanding 36

V v visual aids

37

voice 38

voice-mail 39

W w who factor 40

…a bit about Dialogue Strategies Inc. 41

All material produced in this document cannot

be reproduced in any form without the express

permission of Dialogue Strategies Inc., Toronto,

Canada

3

A a

agenda

• Always have an agenda.

Whether you’re kicking off a meeting or a presentation, you

should always let your listeners know what you will be

covering:

An agenda adds structure and credibility to your

presentation. It is like a road map--it’s much easier to

reach your goal if you know where you are going from

the outset. This applies whether you are doing the

speaking or the listening.

An agenda forces you to break down your message

into manageable, logical sections. Smaller sections,

as opposed to one lengthy, unorganized chunk of

information, will be easier for your listeners to digest,

and for you to present.

Finally, there are many people, especially busy

executives, who need to know, at the outset of your

presentation or meeting, the direction in which they

are being taken. If they aren’t informed of this early

on, they may, out of frustration, tune-out or start

interjecting.

• Keep it simple.

How many times have you witnessed an entire audience

groaning after the presenter proudly displays a 20-item

agenda for a supposed 15 minute presentation? Keep your

agenda to 4 or 5 items, maximum. Even if your “true”

agenda consists of more sections, bundle these sections

into a few agenda items so that you don’t intimidate and

lose your listeners from the outset.

4

A a

awareness

• Be aware of your listeners.

Are you focussing on yourself and your next sentence, or

on the people to whom you are speaking? Are they

listening? Are they interested? Can they see your visual

aids? Effective speakers and salespeople are more aware

of their listeners than anything else.

• Stop and ask.

Never treat a presentation or sales pitch as a one-way

communication. If your listeners are looking puzzled or

annoyed, ask them, right then and there, if there is

something you can clarify or discuss. If they are looking

bored or sleepy, attempt to pump-up your energy level, tell

an interesting anecdote to revive their attention, or shorten

your presentation. Your listeners will appreciate your

awareness.

• Check your blind spots.

In group discussions, most speakers will focus their

attention down the centre of the group. Remember to be

aware of those in your periphery. When sitting at a

boardroom table, it is usually those who are closest to us

(beside us) that are the most difficult or uncomfortable to

look at.

5

• Make a positive initial impression.

In the first 30 to 60 seconds of your presentation or

sales pitch, it is likely that your listeners will be paying

more attention to your body language than to your

words.

• Pay attention to your feet, hands, and eyes.

Whether sitting or standing, be aware of your

posture. Slouching will give the appearance that

you are lacking in confidence, energy, and

conviction.

While presenting, you should strategically change

your position within the room to catch attention,

add interest, or change the tone of the

atmosphere. (See “Mm for movement”)

When you move, you should do it with energy and

purpose.

If you’re sitting or standing in one spot, your feet

should be still.

You should gesture naturally with your hands as

you speak.

If you gesture constantly, or use repetitive

gestures over and over, your audience will be

distracted by your hands.

When your hands aren’t gesturing, avoid fidgeting

or awkwardly looking for a spot to put them. Find

comfortable rest positions ahead of time. (See “Gg

for gestures”)

Be sure to make eye contact and to connect with

your listeners.

(See “Ee for eye contact)

Guide your listeners through your visual aids in a

professional manner. (See “Vv for visual aids”)

B b

body language

6

C c

conclusions

• State your main point.

In your conclusion, you should state the main point of your

entire presentation. Ask yourself-- “At the end of my

presentation, what exactly do I want my listeners to think,

and why should it be important to them personally?” Your

answer to this question is exactly what you should say to

your listeners in your closing.

• Always define a next step.

Many effective salespeople believe that even if you don’t

finalize a sale during your sales call, as long as you have

come to an agreement on a next step, your meeting was

not a waste of time. A next step can be a date that is set

for you to get in touch again, or an agreement that you will

send materials to follow-up your meeting, or a name of

another person in the company to see. Many salespeople

lose a sale because they simply didn’t ask for the business

at the end of their presentation or meeting, or because they

only said “Thank you for your time”, and walked away

without setting a definite next step.

• Don’t forget the magic words.

It may sound like common sense to say “thank you” to your

listeners when you are finished your presentation or

meeting, but many people forget. Thanking them is

important to remember--they just gave you something very

valuable--their time. The odd thing is, your listeners

probably won’t notice much if you do thank them, but they

are likely to notice if you don’t.

7

C c

conversational

tone

• Be yourself.

Listeners will relate and respond best to people who are

“human” -- those who are natural, and imperfect, like

themselves. Think about the conversational tone you use

when you are talking to someone in a non-business

environment. This is usually the tone to which people

respond best in a business environment as well.

• Make your listeners comfortable.

Listeners respond to those who make them relax and feel at

ease. In addition to using a conversational tone, it may be

appropriate to smile or to use humor if it suits you (see “Hh

for humor”). A very effective way of making your listeners

feel more comfortable is to interact with them and involve

them by asking them questions and eliciting their opinions.

• Don’t go into “presentation mode”.

Many try to sound perfectly polished when they speak in a

business environment, especially during stand-up

presentations. These people often flip into “presentation

mode”. Presentation mode is very robotic, formal, cold and

impersonal. This is also the way a scripted and memorized

speech sounds which takes away the warmth and sincerity

of a message. If you feel you have a tendency to flip into

presentation mode, worry less about the exact words you’re

using and concentrate more on softening your tone.

8

D d

dedication

• Believe!

Your listeners will believe in what you are saying, if you

believe in what you are saying. This is because when you

are passionate about something, your conviction is

expressed through every physical move you make.

• If you’re not feeling conviction, crank up your

energy a notch.

If there is no real conviction, and you don’t consciously

push for extra energy, your listeners will quickly pick-up

physical and emotional clues revealing a lack of dedication.

Even if you are committed to your topic, but having a bad

day, your listeners may interpret your lack of energy as a

lack of conviction or commitment, or a lack of interest in just

being there to talk to them. Your credibility can be severely

affected if you don’t make a conscious effort to crank-up

your enthusiasm. You can do this by using:

your voice

your facial expressions

your eye contact

your gestures

• Remember--just a “notch”.

When you are making a conscious effort to pump-up your

energy level, try not to overdo it. There is a fine line

between looking like you are very eager for the business,

and looking like a gushy, insincere actor playing out an

over-rehearsed, over-acted script.

9

E e

eye contact

• Use an appropriate amount of eye contact.

In the North American culture, too much eye contact can cause discomfort, or

look antagonistic, blaming, or condescending. Too little eye contact may imply

insincerity, lack of conviction, lack of confidence, or lack of knowledge and

awareness. Most people in business meetings and presentations, use too little

eye contact.

• Have mini-conversations.

In groups, use eye contact as if you were speaking to one individual at a time--

don’t “scan” the audience. Have mini-conversations with each person in the

group and focus your eyes on each individual as you speak to them. Your eye

contact should last approximately 3 to 4 seconds per individual (which feels a

lot longer when you’re actually doing it). If your listeners feel you are speaking

to them directly, it is more likely they will listen, and find you to be more

persuasive.

• In very large groups, speak to segments.

In very large groups where mini-conversations are not possible, break the group

down into segments, and make eye contact with each segment. Each listener

in each segment will be under the impression that you are making eye contact

with them individually.

• Everyone is different. In one-on-one situations, you must determine the right amount of eye contact

that your listener is most comfortable with. Obviously, if your listener keeps

breaking eye contact and looking uncomfortable, you should ease-off a bit.

Regardless of how much is appropriate for your specific listener, it is important

to make eye contact when you state important phrases; for example, when you

are making promises or guarantees, when you are summarizing your key

points, or at any other time when you want to be as persuasive as possible. It is

also important to make good eye contact when answering tough, or credibility-

testing questions.

• Finish your thoughts.

While speaking, people often, at the end of a phrase or a thought, let their eyes

drift to the next visual aid, the next page of a document, or even to the floor or

the wall. When verbalizing a thought, it is typically at the end of the thought

when you state an important key point or summary. There is no worse time to

lose eye contact if you are trying to be convincing. Keep your eyes connected

with your listener’s while you finish your phrase, pause as you prepare for your

next sentence (change the visual aid or turn the page), look up to resume eye

contact, and begin speaking again.

10

F f

filler words

• Know your personal filler words.

Why is it that most humans will do almost anything to avoid

that ominous pause in their conversations? This fear has

spawned the incessant use of filler words--words that don’t

add to the message, but just “fill” the space where a pause

should be inserted. Typical filler words are:

ummmm

ahhhh, uhhhh

you know

sort of

like

kind of

basically

totally

The first problem with filler words is that we usually don’t

hear ourselves saying them. It is typical to play back a tape

recording of someone, point out the abundance of filler

words, and hear them reply in astonishment, “I had no idea

that I used those words!”. Tape yourself, leave a message

for yourself, or get a friend to be brutally honest with you.

• Pause, and then pause, and then pause again.

When practicing to rid your language of filler words, slow

down your speech, and insert long pauses whenever you

feel the urge to ummmm or ahhhh. Get used to hearing the

silence. The pauses from your listener’s point of view will

probably not be that noticeable even though each one may

seem like an eternity to you. Once you become used to it,

you will be much more comfortable pausing and will

completely rid your language of those distracting, credibility-

killing filler words.

11

G g

gestures

• Be as natural as possible.

Gesturing is natural. People even gesture while on the

phone when their listeners can’t see them. To look like a

comfortable, natural speaker, you should allow yourself to

gesture. If you don’t gesture at all, and leave your hands

hanging by your sides, you may create the impression that

you are uncomfortable, or that you have no conviction about

what you are saying.

• Don’t be distracting.

Although you should gesture, constant gesturing and/or

repetitive gestures will focus your listener’s attention on

your hands.

• Rest in between.

Since it is not normal to gesture constantly, you should find

a few “rest positions” for your hands that look and feel

comfortable. Try clasping your hands in front of you. Try

one hand in a pocket. Practice in front of a mirror and find

those rest positions that suit you best.

• Incorporate relevant gestures.

To emphasize key points, use gestures that match your

words. How large was that fish you caught on your last

fishing trip? How small was the amount by which you

missed your revenue target?

12

H h

hot buttons

• Determine what motivates your listeners.

Think about what will catch your listener’s attention. What

will cause them concern? What are their goals and

priorities? Make a list of all the issues that you think will be

important to them and be sure to address these issues in

your presentation or sales call.

• Focus more on emotional issues.

Most people speak about rational issues, but it is usually

the emotional issues that effect the way decisions are

made. Did you win that last business pitch because your

product was superior, or because your client liked you

better and trusted you more? In addition to determining the

rational issues, be sure to define the emotional issues that

will effect your listener’s decision-making process. Plan out

how you will appeal to these issues in a discreet manner;

for example, if you were trying to convince a Senior

Manager to implement a new e-mail platform, you may not

want to come out and say “I know you’re worried about

being fired if the system crashes”; however, you could

appeal to the fear issue by saying “We’re proud of the fact

that none of our clients have experienced a system crash

once this platform was fully implemented.”

• Don’t underestimate Fear and Ego.

Never underestimate the number of business decisions

made based on two strong motivating factors: fear and

ego. Many projects do not go ahead because of fear of

failure or blame. Many incorrect decisions are made for the

sake of the decision-maker’s image or pride. Do fear and

ego play a role in your listener’s decision making process?

13

H h

humor

• If you’re funny, go for it!

Everyone loves laughing. Most funny presenters or salespeople

can immediately win over their listeners. If a listener has been

won over, it is much easier to sell an idea or product. If you are

one of the fortunate few who can naturally evoke hearty chuckles

from your listeners, and if the environment is appropriate, you

should definitely communicate with humor.

• Keep it relevant.

The presenter who tells a funny joke at the beginning of a

presentation, and then suddenly launches into a topic that is

completely unrelated, often gets mixed reactions from the

audience. Some may feel that the presenter was trying to “trick”

them into paying attention, and others may be distracted

throughout the presentation wondering what the joke had to do

with the current topic and how it would all be tied together. For

humor to flow well, it should be relevant to your topic, and

appropriate transitioning comments should be planned to link

your humorous comments to your more serious material.

• If you’re not a naturally humorous person, you

can still incorporate fun.

Have you ever seen someone who is not funny, trying very hard

to be funny? Didn’t you wish, for their sake and yours, that they

hadn’t tried at all? If you’re not funny, you probably won’t

succeed in winning over your listeners with humor; however,

that’s not to say that you can’t have fun with them. Be creative.

Throw questions to your listeners that will evoke funny anecdotes

from them. Ask them to do something that may make them

laugh. Use relevant materials such as quotes, comics, video

clips--but remember to transition appropriately, always relating to

your topic.

14

I i

impromptu

• Gain credibility with impromptu presentations.

Thinking “on your feet” is one of the most challenging

business communication skills to master. The ability to

remain poised and comfortable in moments of surprise is

one of the most effective means of building credibility. The

next time you are in a meeting and someone asks “So tell

me, how is our progress with Client X coming along?”,

remember these tips:

Create a mental agenda

Quickly think of the two or three key things that you need

to convey about Client X. Even if there are nine or ten

ideas jumbled in your mind, quickly determine the two or

three that are the most important. Let your listeners know

what you will be covering before launching into it. By

creating this agenda, you and your listeners will be able to

stay focused.

Be succinct

Don’t let yourself ramble. Give your listeners a few

important points from each of the categories in your

agenda. State them in brief, succinct sentences. This

brevity will foster a perception that you are on top of the

issue. It may also encourage dialogue because succinct

sentences will allow spots for interactive questioning.

Pay attention to your tone, language, and eyes.

Sound confident by avoiding a monotone voice, and,

above all, avoid “filler words” such as “um”, “ah”, “you

know”, and “basically” by using pauses instead. Filler

words, especially at the start of your presentation, will

immediately create the perception that you are unsure of

your message. Finally, make sure you are maintaining

good eye contact with your listeners. Darting eyes will

dramatically minimize the credibility of your answer.

15

I i

introductions

• Clarify the “administrative” details.

There are some things your listeners want to know before

you get rolling. For example, how long will your

presentation or meeting take? Will you be providing hand-

outs? When will you be distributing the hand-outs? Will

there be breaks? How are you going to handle questions?

Clarifying these details will make you look considerate and

prepared. Clarifying simple administrative details is also an

easy way to launch into your discussion and minimize the

initial nervousness that most presenters feel.

• Don’t be modest.

Many presenters state only their name during their

introduction as they feel that a detailed description of

themselves and their experience will make them look

arrogant. In fact, your listeners do want to know who you

are (and whether you’re worth listening to!). As long as

your introduction is relevant to what you will be discussing,

and not too lengthy, it will add a great deal of credibility to

you and your presentation. Your listeners will find you more

persuasive if they realize that you are qualified to talk about

your subject matter. Ideally, if you could arrange for

someone else to introduce you, your introducer could

embellish your background a little more comfortably. If you

choose to take this route, be sure to write your own

introduction for your introducer to read for the sake of

accuracy, and to ensure that your best, and most relevant

attributes are presented.

16

J j

jargon

• Watch for jargon.

Many people think that using jargon is a means to

showcase their expertise and knowledge. Using jargon and

acronyms that your listeners don’t understand can make

them feel stupid and make you look unaware,

condescending or showy. The other problem with jargon is

that you usually won’t find out if your listeners understood it

or not. It is very rare for a listener to interrupt and say “Hold

on a minute--I don’t understand the terms and acronyms

you’re using”. Most will just nod their heads in agreement

trying to look like they understand.

• Don’t assume you’re jargon-free.

There is much more jargon in your language than you

realize. Rehearse in front of someone outside of your

industry to catch it all. Don’t assume that just because

someone is from the same industry or company as you, that

they will understand your jargon. They could be new to the

field, or in a department that doesn’t use the same terms.

• If you use it, explain it.

If you wish to use an acronym, state the acronym, say the

words in full, and continue with your presentation. This

shows your own knowledge level, and at the same time,

gives a subtle explanation to those who aren’t familiar with

the acronym. It’s wise to do this the first two or three times

your use the acronym for the benefit of those who may not

have been fully attentive the first time.

17

K k

key messages

• Determine the key messages necessary to

reach your ultimate goal.

What is your ultimate goal with respect to your listeners?

What do you need them to think when you are finished your

presentation? For example, if your ultimate goal is to win a

specific business contract, you may need your listeners to

think that your company i) is trustworthy, and ii) provides

the best service. These two factors should become the key

messages in your sales pitch. If you don’t emphasize any

key points, you probably won’t stand out or be convincing.

• Specifically define your key messages.

Before each presentation or sales call, write down the two

or three key messages that are critical to persuading your

listeners. Think about the cocktail party scenario. If

someone asked one of your clients at a cocktail party the

reasons as to why they decided to give you their business,

they would probably respond with a few succinct key

reasons stated in a very casual, straightforward manner.

These are the key points you should emphasize in your

presentation in the same succinct and straightforward style-

- especially during your summary and conclusion.

18

L l

listeners

• Know your listeners.

You should know as much about your listeners as possible

before planning your presentation or sales call. This will

enable you to tailor your information to their interests to

ensure a more persuasive message. Consider these

questions:

Who are the decision-makers?

Are there any listeners who are not decision-makers,

but key influencers?

How much do your listeners know about your topic?

What do you think they want to hear?

What do they need?

What ‘turns them on’, i.e. their hot buttons?

What is the attitude of your listeners toward you, your

subject, your company? Are there political

implications?

Are there factors affecting the timing of your

presentation?

If you can answer these questions, you will feel more

confident about your presentation because you will be able

to tailor your message to make it more relevant.

• Know the communication styles of your

listeners.

It is important to know how your listeners like to

communicate so that you can build as much rapport with

them as possible. How much time do they like to take in

meetings? Is their style formal or casual? How assertive

are they? (See “Rr for rapport”).

19

L l

long-windedness

• Keep it brief. Keep it simple.

In the history of presentations or meetings, there has

probably never been anyone who has uttered the words,

“Great presentation, totally convincing and dynamically

delivered. The only problem…too short.” If you do a great

job in a short time, your listeners’ impression of you will only

be elevated--they certainly won’t complain. In fact, most

people complain that presentations are too long, too

intricate, and too boring. Make your points simple, make

them clear, make them punchy.

• Just say it.

If you asked a presenter, “What was the key point you were

trying to get across when you presented this slide?”, it is

likely that they would give a very clear, succinct answer as

opposed to the mumbo-jumbo you heard during the

presentation. The next obvious question to them should be

“Then why didn’t you just say that?”

20

M m

movement

• Avoid “monospace”.

Have you ever seen a presenter stand rigidly in one spot for

an entire presentation? We call this “monospace”. Did this

person strike you as being a dynamic individual?

Monospace can drain the energy from a presentation and

can bore listeners.

• Move to create impact. Move to change tone.

For example, walk quickly toward your visual aid with

energy and conviction to point out a specific figure or word.

Another strategy may be to sit down at the boardroom table

to present your conclusion with more direct, persuasive eye

contact.

• Avoid purposeless movement.

Purposeless movement, such as pacing, looks like

unharnessed nervous energy or a dance step gone wrong.

It can be distracting and make you appear inexperienced

and lacking in confidence.

21

N n

nerves

• Don’t be nervous about being nervous.

The best speakers and salespeople feel nerves; the

difference is that they know how to manage and control

them.

• Don’t try to be perfect.

Many suffer from nerves because they feel that they must

be perfect during a presentation or sales pitch. Your

listeners don’t want you to be perfect. You will be more

human and likeable if you are yourself. Your main goal

should be to get your key points across as best you can.

• Plan nerve-reducing strategies.

Rehearse, rehearse, rehearse. If you’ve never

rehearsed a presentation, it is no wonder that you

suffer from nerves! If you try rehearsing, you will be

amazed at how much confidence you will build with

every run-through. Be careful, however, not to

rehearse to the point where you lose your natural tone

or spontaneous expressions.

Treat your presentation as a conversation. Do this

from the start by interacting with your listeners

immediately--ask them questions and spark a

discussion. Create appropriate spots where you can

encourage interaction throughout your presentation.

Know your first line and your last line cold. Once you

get past your first line without a hitch, you will feel

more confident. If you know your final remarks, your

presentation will seamlessly flow into your conclusion

which will make you feel stronger and sound more

persuasive.

22

O o

opening

• Catch your listener’s attention.

The opening of a presentation or sales pitch is when most

of your listeners could be very distracted. They may be

“checking you out” by looking at your clothes or how you

are standing. They may still be thinking about whatever it

was they were pondering before you started. They may still

be in conversation with someone else in the audience.

They may be distracted by your visual aids. A presenter or

salesperson who starts with a creative opening has a much

better chance of catching their listeners’ attention

immediately.

• Be creative.

Creative openings can incorporate humor. (If you are going

to consider using humor, it is important that you read

“humor” under H h). Interesting anecdotes can be used as

creative openings. You could throw a thought-provoking

question out to the audience, or use an impressive quote.

You could use high-impact visual aids such as a video clip

or a single word up on a screen. Once you experience the

difference that a creative opening makes, you will never

present or sell again without one.

• Make sure your opening is relevant and

appropriate.

Don’t open your presentation or sales pitch in a way that

catches attention, but has nothing to do with your topic.

Your listeners won’t like the fact that you are trying to “trick”

them into paying attention. Credible, dynamic speakers can

incorporate relevant creative openings, and find a perfect

transitioning phrase to seamlessly link the opening into the

remainder of their presentation. Always consider whether

or not your creative opening is appropriate for your

listeners, for the topic you are addressing, and for the

environment in which you are presenting.

23

P p

pause

• For a positive effect--pause.

You may have noticed that dynamic presenters have the

ability to pause effectively. Competent, credible speakers

are not afraid of the silence brought on by a pause.

Pausing creates many positive effects:

Pausing shows that you want to give your listeners time to

think about what you just said. You know your material

well, but this is the first time your listeners are hearing it.

Show consideration, perceptiveness, and eagerness to aid

their understanding by pausing.

Pausing shows you have control over yourself--that you

can look someone in the eye, say nothing, and maintain

self-control.

Pausing shows you can control your listeners--by holding

their attention as they wait for your next words with

anticipation.

Pausing gives the impression that you just said something

very important. If you pause, your listeners may review

your last statement in their minds again, attaching extra

weight to it.

Pausing before answering a question gives the impression

you are considering your answer carefully, as opposed to

quickly launching into a rehearsed, scripted answer.

Pausing and looking at someone after they have answered

a question may prompt them to begin speaking again in

order to avoid uncomfortable silence. It is usually during

the second answer that you will receive more emotional

and spontaneous opinions. These comments will help you

get a much better understanding of the person and how to

sell to them.

24

P p

persuasiveness

• Use persuasive language when you speak.

Always take the time to plan how you will incorporate

persuasive language into your presentations or sales calls.

In order to be persuasive to a wide variety of listeners, your

messages should contain the appropriate blend of:

Features – Features are specific attributes that

describe your product, service or idea (such as cost,

size, location). Many presentations are feature-

driven; however, used alone, features are not very

persuasive. Features alone will not distinguish you

from your competition, nor will they convince decision-

makers.

Benefits – Benefits indicate what features will

actually do for the listener. For example, “Because

we have offices across the country (feature), your

corporate branches in the east and west will be

serviced with no additional travel costs (benefit)”.

Most benefits boil down to saving or making money,

saving time, making people “look” good, and making

people “feel” good. Although benefits are more

persuasive than features, there may still be a degree

of doubt about actually deriving the benefits you have

articulated.

Evidence – Evidence is what is required to help

people believe they’ll receive the benefits you’ve

promised. Evidence can be statistics, examples, case

studies, demonstrations, testimonials, and even

analogies. The key is remembering that different

decision-makers respond to different types of

evidence.

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P p

plan and prepare

• To ensure success, plan and prepare.

Planning is critical. The following checklist will help you

create more relevant and persuasive messages.

Analyze Your Listeners - Who are they and what do they

care about? (See “Ll for listeners”, “Rr for rapport” and “Hh

for hot buttons”).

Establish Objectives - What do you want your listeners to

think as a result of your meeting? What overall tone do

you want your message to create? (See “Kk for key

messages”)

Gather Content – What information is appropriate and

relevant, relative to your listeners and your objectives?

Add Evidence to Content - How can you add evidence to

back-up your key claims? (See “Pp for persuasiveness”)

Structure Content - Structure your content so it is

succinct, logical and easy for everyone, including yourself,

to follow. (See “Ss for structure”)

Anticipate the “So What?”- Check each section of your

presentation for relevance by asking the question “so

what?” Try to take the audience’s perspective--why should

they care about what you just said? Did you articulate this

relevance? (See “Ss for so what?”)

Anticipate Questions - Which questions are you

dreading? Prepare your answers. (See “Qq for questions

and answers)

Create Visual Aids - Are your visual aids and/or handouts

enhancing the audience’s experience, or are they

distracting them? (See “Vv for visual aids)

Rehearse - Say your entire presentation, along with the

answers to your anticipated questions, out loud. Rehearse

again incorporating voice modulation, gestures,

movement, and visual aids. (See “Rr for rehearse”)

Set-up - Be sure your equipment and other aids are ready-

to-go and that you know how to use them. Test the

lighting in the room. Remove obstructions which may

block your listeners’ views or obstruct your movement.

26

P p

probing

• Probe, Probe, Probe, then Talk.

The best communicators are generally the ones who let

others do most of the talking. By probing effectively, others

will tell you critical information about themselves, their

situations, and their decision-making criteria. Consider the

following:

Closed-ended questions - These questions typically elicit

a one-word answer such as “yes” or “no”. They are useful

for heading down a specific path of questioning, but will

quickly halt an in-depth discussion from evolving if not

followed-up with insightful open-ended questions.

Open-ended questions – To determine what drives your

listener to make certain decisions, ask open-ended

questions. These questions start with words such as Why,

If, Describe, Tell me, and How (W.I.D.T.H.) A question

such as “Describe the attributes you are looking for in a

financial advisor”, will result in an answer that reveals a

great deal about the other person’s opinions and decision-

making criteria.

Listening with Subjectivity – Most people speak with

subjectivity; for example, “Your service is too expensive”.

When we hear subjective words spoken, such as

“expensive”, we automatically attach our definitions to

these words instead of probing for the other person’s

definitions. The word “expensive”may mean different

things to different people.

Ask your listener to define “expensive’ for you.

Defining Subjective Terms - The use of subjective terms

leads to worthwhile probing opportunities--“What is your

definition of expensive?”, “What aspects of a service,

other than price, represent good value to you?”. You will

find that many situations could have been misinterpreted, if

you hadn’t probed.

27

Q q

questions and

answers

• Minimize reasons for listeners to ask questions.

Handling questions may well be the most critical factor in

establishing or destroying credibility. Tough questions

usually aren’t planned--they generally arise as a result of

something the presenter did (or did not do). Aid your

listener’s understanding by carefully planning your words

and visual aids, backing-up your claims with evidence, and

structuring your messages.

• Use these 5 guidelines consistently.

If challenged with questions, never get defensive. The

person who gets hot-headed and agitated will almost

always lose credibility. Attempt to be objective, open-

minded, and respectful. Your audience will admire your

professionalism. The following guidelines will help:

Pay Attention: Once a question is being asked, stop everything

and give the questioner your undivided attention.

Clarify: Rephrase the question in your own words. The listener

will realize you were listening, you will avoid basic

misunderstandings, and it will buy you time to collect your

thoughts and composure.

Consider: Try to uncover the source of the question. An

example is as follows: Clarification: “So you want to know about

the type of market research we have done to this point.?”

Consider: “May I ask you why market research is an important

issue to you?” Your answers will be more satisfying to your

listeners if you can address their specific underlying concerns.

Regardless of how simple or flippant you believe some questions

to be, treat each one with consideration and respect.

Answer: Once you’ve uncovered the key issues, pause to

gather your thoughts, and answer succinctly. Long, drawn-out

answers will make you appear uncertain--as if you are answering

while still thinking about your exact position on the matter.

Confirm: Always ensure that the question has been answered to

the questioner’s satisfaction. This will show respect and concern

for their understanding.

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R r

rapport

• Relate to your listeners.

Rapport is essential for building relationships with your

listeners; however, it does not necessarily require you to be

friends with your listeners. Rapport is simply

communicating with your listeners so that they relate well to

you. The best way of building rapport is by communicating

with people in a style that makes them feel comfortable--

which is usually their own style. Some dominating

communication styles in business are:

The Driver

The Driver is succinct, confident, decisive and to-the-

point.

Be very direct, professional, bottom-line oriented, succinct

and time-conscious.

Don’t chit-chat too much or give too much detail.

The Analytical

The Analytical is even-keeled, patient, logical and

methodical

Be conservative, professional and detail-oriented. Use

lots of evidence such as statistics to back-up your claims.

Don’t be too emotional or talk about “gut” feelings or

conceptual ideas.

The Amiable

The Amiable is friendly, chatty, and personal.

Be casual, address the “people” issues, and take the time

to allow trust to build.

Don’t be assertive or expect direct yes/no answers.

The Expressive

The Expressive is dynamic, confident, egotistical,

optimistic, and likes to talk (as opposed to listening).

Be upbeat, creative and big-picture oriented.

Don’t do too much of the talking as an expressive likes to

do more than his/her fair share.

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R r

rehearse

• Prepare like a Professional.

Professionals rehearse, amateurs don’t. Many people feel

that they are too busy to rehearse. Those who do find the

time are the ones who look and sound credible,

professional, and persuasive.

• At a minimum, consider timing, and rehearse

your opening and closing.

If you decide to take a risk and not rehearse your entire

presentation, at the very least, consider the following:

Watch your timing

One of the cardinal sins of presenting or meeting, is going

over your allotted time. Unless you rehearse from

beginning to end, there is no way of knowing whether you

will adhere to the allotted timeframe. Regardless of how

dynamic you are as a communicator, audiences typically

don’t want to spend more time with you than originally

allotted. If you aren’t going to rehearse from beginning to

end, keep in mind that the estimated length of your

presentation is probably half of what it will actually be.

Create Impressions

Ideally, you should attempt torehearse every presentation

from beginning to end in a room with a similar set-up to the

one in which the actual presentation is to take place. If this

isn’t going to happen, at least rehearse your opening and

your closing. Why? These are the two times when you are

most likely to have your listeners’ undivided attention.

Ironically, these two spots also tend to be the most

uncomfortable and nerve-wracking for most presenters.

For the sake of your presentation and your own credibility,

plan these parts well, and rehearse them until you know

them, cold.

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S s

so what?

• Think of your listener’s perspective.

Most people tend to communicate a message from their

own perspective rather than their listener’s perspective. As

a result, the key point of their message may not be

completely clear to the listener. The listener could walk

away asking themselves “So What?!” It is important to

consider your listener’s perspective and to address the

points that they want to hear.

• Define the Story, Point, Benefit.

There are ways of ensuring that you do answer the “so

what”. For each slide or section of your presentation, ask

yourself these questions, and present your answers to your

listeners:

The Story: In one or two sentences describe what the slide or

section should convey to your listeners. For example, “This slide

is simply showing us the difference between sales in our four key

regions over the last three years”.

The Point: What is the key point that you are trying to make

in your slide? For example, “The key point is...there has been a

steady decline in the region where we have not revised our

merchandising mix”.

The Benefit: This is the reason why your audience should

care or the “so what” of the slide. For example, “The reason you

should care is...if we don’t revamp our merchandising mix, we

will have to subsidize the losses in region X with the profits from

the other regions--this could mean that everyone’s bonus may be

decreased”.

Be sure to use this Story, Point, Benefit approach at the

end of your presentation or meeting to re-iterate the overall

“so what”. For example, “So in conclusion, by revamping

the merchandising mix, our customer retention objectives

will be met and our profitability will increase on a corporate

and an individual level.”

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S s

structure

• Always structure your messages.

Key benefits to using a structure:

it will make you look professional, organized, logical

and experienced--all of which will add to your overall

credibility.

it will help your listeners understand better because

your message will be easier to follow.

it will help you remember the flow of your presentation

or pitch so that it can be delivered in a clear,

seamless manner.

it will ensure that you emphasize your key messages

at the right times.

• Use a simple structure.

This simple structure can be applied to any presentation or

sales call regardless of how lengthy the session, how

intricate the topic, or how much is available to prepare.

INTRODUCTION

AGENDA

DETAILS FOR EACH AGENDA ITEM

SUMMARY

CONCLUSION

Although this structure is straight forward, you may wish to

read about each section in more detail--please see “Ii for

introduction”, “Aa for agendas”, “Pp for persuasiveness”,

“Ss for summary”, and “Cc for conclusion”.

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S s

summary

• Always have a summary.

When are listeners most attentive after a presentation has

started? Usually when you state those three key words “so

in summary…..” . Regardless of how dynamic and

interesting you are, people are bound to drift off at various

times during your presentation. When you finally indicate

that you are about to summarize, your listeners will assume

they can catch all of the juicy tidbits of information they may

have missed. They will anticipate you telling them the most

important things which they should remember. Don’t

disappoint them--make sure that your summary is a clear

and concise synopsis of your presentation.

• State key points only.

Your summary is the time to restate your key points in a

succinct, powerful way. State no more than the gist of your

key points while making eye contact with your listeners.

Your summary is not the time to add new information that

you forgot to mention earlier in your presentation. It’s better

to skip what was forgotten for risk of confusing your

listeners, and to focus on summarizing what you did

discuss.

• Don’t just restate your agenda topics.

Many people think that a summary is merely a restatement

of the agenda topics; for example, “So just to summarize, I

spoke about our past performance, then I reviewed our

current situation, and then we discussed our future

prospects”. This type of summary doesn’t help your

listeners. What were the few key points about the past, the

few key points about the current situation, and the few key

points about future prospects? This is what your audience

needs you to emphasize.

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T t

team

presentations

• Make them envious.

Effective team presentations generally prompt listeners to

think, “Wow, I wish I was part of that team!”, or “It’s obvious

they work well as a team”. Consider these key tips to make

this happen:

Assign Roles.

Don’t show up at the client’s office ten minutes before

the presentation, introduce yourselves to each other

and then randomly assign who is doing what. Every

role in the presentation should be assigned and

rehearsed well before the meeting.

At a Minimum, Rehearse Transitions .

Ensure that transitions between team members

(switching from one presenter to the next), are

seamless. It is during the transitions when the

audience gets a real feeling of whether or not the

team members work well together and like each

other. Determine how each person will exit and enter

the presentation area. As one presenter hands-off to

another, there should be eye contact and a quick nod,

smile, or “thank you” between the two. If appropriate,

they should address each other by first name.

Manage the Q & A.

A great presentation can be undermined by poor Q&A

management. There should be a lead team member

who directs questions to the appropriate person on

the team. Team members who are not answering

should avoid interrupting with phrases such as, “What

Bob really means is…..”. If something should be

clarified, try “Bob’s made a good point, and I’d like to

add to it by saying…..”.

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T t

telephone sales

• Try to get a meeting.

Your first priority when making sales calls, if possible, should be

to get a meeting to sell face-to-face. When it comes to being

persuasive, few tactics are as effective as using effective eye

contact and facial expressions. Providing too many details over

the phone may give your listener opportunities to “shut you down”

and refuse a meeting. Say just enough to create intrigue, then

ask for a short meeting.

• Know your pitch ahead of time

Plan your pitch so that your sentences aren’t full of credibility-

killing filler words such as “ummm” and “ahhh”. Knowing your

pitch will make you sound confident, credible, and persuasive.

Also plan to address specific benefits that are relevant to your

prospect.

• Be respectful to the “gatekeepers”

When someone answers the phone on behalf of the person you

are trying to reach, you are dealing with a “gatekeeper”.

Generally, people have no interest in speaking with gatekeepers

and almost never ask for their opinion or treat them with respect.

You could elicit the gatekeeper’s opinion as to the best way to

approach your prospect. You could include the gatekeeper in the

sales process; for example, “perhaps you could review my

marketing materials and suggest which pieces would be of most

interest to Mr. Smith”. You may gain a valuable ally who not only

passes along your message, but also persuades your prospect to

meet with you.

• Be succinct with decision-makers.

When speaking to decision-makers over the phone, be conscious

of how much of their time you use. Sound confident, be succinct,

and avoid filler words. Talk about benefits that will mean

something to them personally. Say something interesting about

their industry using appropriate industry language to indicate that

you understand their business. Before hanging-up, set a next

step whether it is a meeting, another phone call, or a promise to

forward materials and follow-up at a later date.

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T t

transitions

• Create a seamless message.

In any cohesive message, there needs to be effective

phrases that link one main idea to the next. These linking

phrases are called transitions. Good transitions enable a

communicator to pull seemingly disparate ideas together

into a logical presentation with one central theme.

• Think about strong bridges.

Think of a presentation as being like the boroughs of New

York City. Each section of your presentation is an island

that could stand on its own. Transitions are the bridges that

make those individual islands part of a greater whole.

Bridges, in effect, link all of the “boroughs” like Brooklyn,

Manhattan and Queens into one great city that is New York.

• Put some creativity into your transitions.

If your message was comprised of three main areas such

as i) the current situation ii) the proposed solution and iii)

the expected result, a good transition between sections i)

and ii) might be “So the current situation finds us poised for

major growth. The best way we can maximize that growth

is best illustrated in my proposed solution”. A very common

yet ineffective way of transitioning is to simply state only the

title of the next section, and then continue on. By

incorporating more creative, seamless transitions, you can

make a very positive impact on your listeners (albeit usually

at a subconscious level). Effective transitions will make

your listeners feel that you are more intellectual,

experienced and sure of your topic.

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U u

understanding

• Do as much as possible to be well understood.

If your listener doesn’t completely understand your

message, you probably won’t be convincing. Consider

these points:

Jargon – If you are using unfamiliar jargon or if your

language is at a level that your listeners don’t

understand, your audience will probably tune-out and

miss all of your key points.

Examples - Using examples is one of the most

effective ways to aid understanding. Examples must

be relevant to the concepts you are discussing.

Visual Aids - Busy, cluttered visual aids which are

difficult to read, can frustrate listeners and discourage

understanding. Even with simple, clear slides, if the

presenter does not point out where he or she is at on

the slide, listeners can get confused and lost.

Structure - Poorly structured messages are difficult

for you and your listeners to follow. If they can’t

follow, they won’t understand.

Probing - Ask your listeners if they have questions.

Keep them involved.

Eye Contact - Connecting with your listeners

increases their level of involvement and

understanding.

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V v

visual aids

• Use visual aids.

Visual aids can be the most effective way to enhance and clarify your

message. If structured correctly, they will help you stay on track without

the use of notes. Unfortunately, visual aids can be distracting and

frustrating for your audience if you do not follow some key guidelines.

• Know how the equipment works.

With any type of visual aid, things that are seemingly controllable could

go wrong. Know how your equipment works and where it should be

placed.

• Do more with less.

Cover only one main concept per visual aid slide.

Try not to have more than four bullet points on a slide and keep

each bullet to approximately four to five words in length.

Allocate no more than 50% of the area of any slide to blank or

“white” space and space-out the text or graphics (as opposed to

squishing everything into to top quarter of the slide, for example).

Use a font size that can be seen from the back of the room.

If using computer graphics, avoid distracting your audience with

fancy features such as varying transitions, bullets flying in from

all directions, and words that spin, explode, or flash.

Before showing a complex slide, give a brief verbal explanation

of what the slide is about.

Turn your equipment off, or use a blank slide if you are going to

talk for a period of time without using visual aids--you won’t have

to compete with your visual aid (or machine noise) for attention.

• Talk to the audience.

Too many presenters talk to their visual aids and lose eye contact with

their listeners. Draw your listeners’ attention to a particular point on the

visual aid by looking at it and motioning to it, then look at your listeners

to explain the point. As a rule, don’t talk if you aren’t looking at your

audience.

• Prepare for a worst-case scenario .

Always make hard (paper) copies of your visual aids. Put acetate

slides onto frames and number the frames. Take extra bulbs for the

equipment. If something does go wrong, stay cool and calm, and

proceed with your back-up plan. Your audience will be impressed and

relieved.

38

V v

voice

• Use voice modulation to be a more dynamic

communicator.

One only needs to listen to the powerful speeches of Martin Luther King

or Winston Churchill to fully appreciate the importance of voice

modulation in making an impact on an audience. The number one

factor attributed to perceiving someone as being boring, is a monotone

voice. The key to using your voice effectively is variation. Three

techniques are outlined below:

Vary the Volume

Many people speak at the same volume level for an entire

presentation. As a result, nothing in particular stands out. By

raising, or sometimes lowering the volume of your voice during a

presentation, you can change the atmosphere in the room and

draw attention to your statements.

If you are soft spoken, you should try speaking at a volume that

is slightly louder than where you are comfortable. Soft voices

can be perceived as a being a sign of nervousness, discomfort,

or lack of knowledge. Keep in mind that if your voice sounds

loud to you, it probably sounds just right for your listeners.

Vary the Inflection

It is inflection that gives us a natural, conversational tone which

endears listeners to us and keeps them interested. Think about

the exaggerated inflection one uses when reading a story to a

child. We do this because we want the child to stay interested

and we want to breathe life into the story. Ironically, when

delivering a business presentation, most people go to the other

extreme and their voices “flatten” out. This contributes to the

monotone that plagues so many presenters.

Vary the Pace

Like volume, changing the pace of your delivery can dramatically

change the tone of your message. Speeding-up the pace may

create a sense of urgency or passion. However, delivering an

entire presentation at rapid pace could also create the

impression that you are in a state of panic, or are a very unaware

individual. Alternatively, slowing your pace may be effective in

stressing a point. Speaking at a slower than normal pace for the

entire presentation however, will probably put your audience to

sleep.

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V v

voice-mail

• Plan your voicemail messages.

Voicemail will continue to be one of the most important

components of business communication. In many

instances, voicemail is used as a means for conveying

information. The messages you leave should create an

impression in the listeners’ mind that you are someone they

would like to call back and/or meet. Some key points to

consider when leaving a voicemail to elicit return calls

include:

Be prepared

Most people don’t actually think about what they are going to say

when leaving a message, until after the beep. Have a message

prepared so that when you hear the beep, the first word out of

your mouth isn’t “um.” If the “um’s” continue, most listeners will

tune-out and create a negative perception about your

capabilities.

Be succinct and clear

A voicemail message, unless there is a very specific reason,

should not exceed 30 seconds in length. Remember that yours

is probably not the only message the listener has to get through.

If you don’t waste time on voicemail, your listeners will likely

return your calls because they won’t feel that you will waste time

on a phone call or in a meeting. Being succinct, however, is very

different from sounding rushed. Clearly enunciate your name

and telephone number. State your name and number at the

beginning of the message, and repeat them again at the end.

Some listener’s will go back to a saved message to get your

name and number and will have to listen to the entire message if

you don’t leave this information at the beginning.

Deliver a benefit

Your voicemail message needs to entice your listener and give

them a compelling reason to return your call. By providing a

specific benefit that is relevant to your listener’s situation and

needs, you can create an impression that you understand their

issues, and add value.

40

W w

who factor

• Be aware of the “who factor”.

The impression that is made on an audience, based upon

who the speaker is, (which can include the speaker’s rank,

reputation, and relationship with the listeners), is what we

call the “who factor”. Some studies indicate that 40% of the

overall impression that one makes is based on this “who

factor”. 53% of the overall impression is based on how a

message is delivered and 7% is based on the content of

the message itself. The categories that make up the “who

factor” are:

Rank – Clearly, someone who is introduced as the CEO will

have more immediate credibility than the “Jr. Systems Analyst”.

Credentials and titles do make an impact on listeners. If you feel

that you can build credibility by stating your credentials or title,

don’t hesitate to do so.

Reputation – If you and Tiger Woods were giving concurrent

presentations on golf, most people would go to see Tiger

because of his reputation. (Nothing against you personally, of

course). If you have a good reputation, you may benefit from

having someone else boast about your reputation while

introducing you.

Relationship – If you already have an established

relationship with the listener, you may not need to work as hard

to gain credibility as would someone who is a stranger.

• Use a credible introduction, and deliver it well.

If, by chance you lack any of these three “R’s”, don’t

despair. When introducing yourself, be sure to give a brief

overview of your credentials and experience to build your

“who factor” (See “Ii for introductions”). Finally, if your

delivery is confident, controlled and professional, you will

begin to build a good reputation and relationship with your

listener which will carry over into subsequent meetings and

presentations.

41

...a bit about Dialogue Strategies

Inc. Dialogue Strategies Inc. assists companies and individuals to develop credible and effective

business communication skills. Our goal is to enhance the business development efforts of your

firm.

We Specialize.

Dialogue Strategies provides specialized coaching to individuals and groups in Professional Services

companies.

We focus on Selling Skills, Presentation Skills, and Business Pitch Development.

We have coached thousands of managers and senior executives across North America and we can

provide references from small, entrepreneurial, start-up firms to the country’s largest blue chip companies.

Our Methodology is Different.

People learn to communicate effectively through guided practice, and not by listening to generic theory.

We won’t stand in front of you and tell you how things should be done—we will get you to actually do them.

All learning will be practical and immediately applicable in your business.

Our Facilitators Own the Company.

We own Dialogue Strategies Inc. and have a vested interest in making you a very satisfied client.

We will facilitate your session and we will be the people with whom you meet to develop the format and

content of your session. We are not “trainers” by education—we are senior level business people who have

real-world presenting and business development experience.

How Will You Learn?

You can learn by hiring us for a one-on-one session, or by participating in a group session. You can also

learn on-the-job if you invite us to participate in the development of a business pitch with your company:

One-on-One Coaching:

We can schedule time at your office to take a series of “appointments”. During these appointments, we will coach

individuals on a one-on-one basis. This format works extremely well for busy people who cannot dedicate a full day

to a group session. It is also ideal for those who would like us to focus on more individual needs. Many individuals

within organizations are reluctant to be coached in front of a group due to political or personal reasons--and so this

one-on-one format is something that they will embrace.

We also provide individual coaching in the “field” during work—perhaps we’ll attend an actual presentation, or join a

salesperson on a sales call.

Group Sessions:

Our group sessions range in length. We understand the time constraints placed upon people in the professional

services industries and we have formatted our sessions to be as efficient as possible.

Business Pitch Development:

We have helped many companies win major business pitches by assisting with the development and rehearsal of

their presentations. Most of these consulting assignments are a few days in length and involve an intensive regimen

of planning, analysis, pitch development and practice.

Need to Know More About Us? Please call us if you need to know more about our services. (416) 809-

1429.