The notion of genuine engagement when giving a presentation -- and self-awareness and discipline -- take on a refreshing shine when Steve Blank talks about it on VentureBeat.
Everyone who works hard knows that presenting in business is s full-time job. Always on the hunt for opportunities, we always have to be aware of how people perceive us, on what we focus, and what we reveal.
However, usually, home life is usually thought of differently. Too many of the high-power executives (particularly men) tend to turn off their awareness -- of their own presence and of those around them -- once they hit the front door.
In fact, the business of life outside work requires the same level of engagement. Everything takes practice, including being present in new contexts. And the more present you can be, the more you can listen (to both yourself and those around you), the better quality of presentation and response you'll get from yourself and others.
Lovely post, Steve.
Tuesday, September 08, 2009
Thursday, September 03, 2009
May I Have a Word?
I had a lively discussion with Euan Semple today about life, the universe, and everything.
Euan doesn't like the word "teach" to mean the very broad set of activities by or from which people can learn. He's right -- it implies a top-down, Victorian style classroom behavior that is more broadcast than conversation.
Equally, I don't like the word "coach" to describe the activity through which an individual works to improve his or her presentation skills through interaction with someone who understands performance.
Again, it implies a top-down set of behaviors.
As I am called both a teacher and a presentation coach and find the lack of readily available and suitable vocabulary irritating.
Anyone got better words for multi-directional interaction through which learning takes place on all sides?
Euan doesn't like the word "teach" to mean the very broad set of activities by or from which people can learn. He's right -- it implies a top-down, Victorian style classroom behavior that is more broadcast than conversation.
Equally, I don't like the word "coach" to describe the activity through which an individual works to improve his or her presentation skills through interaction with someone who understands performance.
Again, it implies a top-down set of behaviors.
As I am called both a teacher and a presentation coach and find the lack of readily available and suitable vocabulary irritating.
Anyone got better words for multi-directional interaction through which learning takes place on all sides?
Monday, August 31, 2009
Play Within Structure: More on Giving a Successful Pitch
On the subject of practical tips on giving a pitch, here's anecdote about working with a very successful client.
This client is an advertising executive -- let's call her Lucy. Lucy had been effectively selling ideas to companies for years. But she felt that something was missing. (More on that here).
A Different Way of Depending Too Much on Content
Lucy is a strategist and excellent at what she does. However, when it comes to doing her pitch, there always seems to be too much information to relay in the time allotted.
Furthermore, Lucy has many slide decks to present every week. She would need a photographic memory to remember it all. So she compensates by looking quickly at a slide's headline and improvising on each topic. To remind herself of where she is, she uses industry jargon to get her from one subject to another rather than telling a story that could stand on its own for anyone.
The effect? Lucy hits a heading, wandered around a topic, hits yet another, and rambles again. All the information is there. But there seems to be no emphasis, either within or among the paths that lead between sign posts.
You can follow the plot line, but it isn't exactly gripping.
Creative Performance Depends on Structure
When in doubt, impose a structure.
In this case, I suggested Lucy should ask a Question (or State a Premise/Heading), explain step-by-step how to get from the question to the answer, and end with a So-What? Clause.
For those of us who are new to this blog, a So-What Clause is the content with which you should conclude all presentations -- written, or oral. Time and space is valuable real estate when selling an idea. You've already told them the WHAT. Now tell them why they should care.
It Worked
Lucy was thrilled with the results. She said she hadn't been able to reconcile her feeling of being lost with her thorough knowledge of the subject area and experience presenting. She had gotten bored and hadn't really addressed her audience. She felt she was focusing instead on her content.
Lucy concluded enthusiastically by saying she wished she had met me when she was 20.
I must admit I was chuffed.
This client is an advertising executive -- let's call her Lucy. Lucy had been effectively selling ideas to companies for years. But she felt that something was missing. (More on that here).
A Different Way of Depending Too Much on Content
Lucy is a strategist and excellent at what she does. However, when it comes to doing her pitch, there always seems to be too much information to relay in the time allotted.
Furthermore, Lucy has many slide decks to present every week. She would need a photographic memory to remember it all. So she compensates by looking quickly at a slide's headline and improvising on each topic. To remind herself of where she is, she uses industry jargon to get her from one subject to another rather than telling a story that could stand on its own for anyone.
The effect? Lucy hits a heading, wandered around a topic, hits yet another, and rambles again. All the information is there. But there seems to be no emphasis, either within or among the paths that lead between sign posts.
You can follow the plot line, but it isn't exactly gripping.
Creative Performance Depends on Structure
When in doubt, impose a structure.
In this case, I suggested Lucy should ask a Question (or State a Premise/Heading), explain step-by-step how to get from the question to the answer, and end with a So-What? Clause.
For those of us who are new to this blog, a So-What Clause is the content with which you should conclude all presentations -- written, or oral. Time and space is valuable real estate when selling an idea. You've already told them the WHAT. Now tell them why they should care.
It Worked
Lucy was thrilled with the results. She said she hadn't been able to reconcile her feeling of being lost with her thorough knowledge of the subject area and experience presenting. She had gotten bored and hadn't really addressed her audience. She felt she was focusing instead on her content.
Lucy concluded enthusiastically by saying she wished she had met me when she was 20.
I must admit I was chuffed.
Monday, August 24, 2009
More Tips on Presentation: Don't Rely on Your Content
I promised to unpack the post from last week a bit -- the one that talks about how to give a better presentation.
Here's a start.
When Last We Saw Our Hero(e) . . .
I was recently with a very accomplished fellow who interviewed me for a project at a cafe in Mayfair. He asked me the usual questions -- what qualifies you to do performance coaching? (20 years of doing it), how did you get to London? (brought here to establish and run a charity), what's formal credentials do you have (PhD in drama and five years of teaching from Brown University), and so on.
Then he surprised me by asking me to review his performance.
I thought this a very canny move. Most people don't think of conversation as performance. However, in business as in life, all interactions are an opportunity te sell yourself.
Information Can't Sell Itself
The conversational mode is a little intimate for this level of direct talk on first acquaintance. So the question demonstrated an unusually high level of self-confidence in the face of possible criticism.
Just that piece made me want to work for him.
What I Said, and What Might Be Useful to You
I told client that he relies on his content to sell itself rather than using eye contact to get his point across. His charm, too -- which is considerable -- was interrupted and the effect eradicated when his eyes wandered away.
This is true regardless of the fact that the content my client offered would have been tremendously engaging if I hadn't been so distracted by what seemed like careless or lazy delivery. I followed his line of thought because he's a client -- but if he hadn't been, my mind would have wandered several times.
The Lesson?
Even if you've been to the moon, don't expect the story to stand on its own. You need to sell it, although a tale of space travel probably requires a lighter touch than, say, doing your laundry.
And Now, Back to Our Story
The client agreed. He told me that it's difficult for him to hold someone's gaze -- that it's uncomfortable. He mentioned that perhaps it's because he's British and culturally determined.
Everyone faces internal obstacles in some process or other. These can be either overturned by new habits or, if deep-seated, they can merely be adjusted for. Ultimately, it depends on how much time you want to put into the process.
The Easiest Route
If you find yourself with the same challenge, try the suggestion I made to this client.
At the point of feeling uncomfortable, look away in a deliberate manner rather than allowing your eyes to wander off. The latter looks rude and undisciplined. The former makes the speaker seem as though he were thinking -- or, at least, seems to connect the intermittent periods of eye contact. This connection gives the listener an impression that he or she is being attended to in a focused way, regardless of the moments of disconnected eye contact.
And So . . .
It seemed to work for the client. If any of you try this, please report back on the results of how you feel -- and how it works.
Here's a start.
When Last We Saw Our Hero(e) . . .
I was recently with a very accomplished fellow who interviewed me for a project at a cafe in Mayfair. He asked me the usual questions -- what qualifies you to do performance coaching? (20 years of doing it), how did you get to London? (brought here to establish and run a charity), what's formal credentials do you have (PhD in drama and five years of teaching from Brown University), and so on.
Then he surprised me by asking me to review his performance.
I thought this a very canny move. Most people don't think of conversation as performance. However, in business as in life, all interactions are an opportunity te sell yourself.
Information Can't Sell Itself
The conversational mode is a little intimate for this level of direct talk on first acquaintance. So the question demonstrated an unusually high level of self-confidence in the face of possible criticism.
Just that piece made me want to work for him.
What I Said, and What Might Be Useful to You
I told client that he relies on his content to sell itself rather than using eye contact to get his point across. His charm, too -- which is considerable -- was interrupted and the effect eradicated when his eyes wandered away.
This is true regardless of the fact that the content my client offered would have been tremendously engaging if I hadn't been so distracted by what seemed like careless or lazy delivery. I followed his line of thought because he's a client -- but if he hadn't been, my mind would have wandered several times.
The Lesson?
Even if you've been to the moon, don't expect the story to stand on its own. You need to sell it, although a tale of space travel probably requires a lighter touch than, say, doing your laundry.
And Now, Back to Our Story
The client agreed. He told me that it's difficult for him to hold someone's gaze -- that it's uncomfortable. He mentioned that perhaps it's because he's British and culturally determined.
Everyone faces internal obstacles in some process or other. These can be either overturned by new habits or, if deep-seated, they can merely be adjusted for. Ultimately, it depends on how much time you want to put into the process.
The Easiest Route
If you find yourself with the same challenge, try the suggestion I made to this client.
At the point of feeling uncomfortable, look away in a deliberate manner rather than allowing your eyes to wander off. The latter looks rude and undisciplined. The former makes the speaker seem as though he were thinking -- or, at least, seems to connect the intermittent periods of eye contact. This connection gives the listener an impression that he or she is being attended to in a focused way, regardless of the moments of disconnected eye contact.
And So . . .
It seemed to work for the client. If any of you try this, please report back on the results of how you feel -- and how it works.
Monday, August 17, 2009
Performance Coaching: Some Tips
For those of you who need performance help but do not live in London, I thought I'd share a few tips with those who feel nervous about presenting that I offer to my clients.
It's certainly not all there is to the process, but it should help.
Tips for Non-Actors
1. Good presenting skills are not mysterious. Here's the math:
95% of great performance is preparation and practice. Only 5% is inspiration and/or innate talent.
+
People are innately creatures of habit. Once we start, it’s almost impossible to stop. Effective performing habits can be learned.
= The odds are in your favor to become at least an above-average presenter - at best, excellent -- with practice. No matter where you are today, you can get there.
2. Inspiration is a meeting point of emotional and intellectual insight. So get that 95% preparation down cold – only then will you find a way to channel inspiration into your performance with consistency.
3. Empathy is a chemical reaction – you automatically effect the people in the room by being present. If it feels natural for you to smile, do it – it’s about the most effective sales tool you’ve got. But only if it’s genuine.
And, believe it or not, acting with sincerity can be learned.
4. The best way to channel nerves is enthusiasm. The alternatives are dire.
5. You’re most effective when you find your own presenting style. But steal whatever works from wherever you can get it.
Become aware of the way people move, sit, and stand around you. If there is something particularly effective in a gesture or expression (or particularly undermining), write it down with as much detail as possible. It will make you more aware of your own body language.
6. Practice. Slides never sold a thing, so don’t depend on them.
Pretend there’s only one word on every slide – the main idea, say “Opportunities” or “Management Team” – and then explain why it’s there. Don’t point or even look at the screen unless there is a very good performance reason.
7. Practice. The value of your performance reflects the credibility of your company. Half an hour a day. Every day. In front of someone who doesn’t know your material.
Don’t say you don’t have time. If you had a big bug in your software, you’d throw all resources into fixing it.
Think of your performance as the most important software you’ve got.
8. Practice. Find different emphases for different audiences, and have a few presentations up your sleeve. Make sure you can do them in automatic pilot.
But don’t. Ever.
More in the next post.
It's certainly not all there is to the process, but it should help.
Tips for Non-Actors
1. Good presenting skills are not mysterious. Here's the math:
95% of great performance is preparation and practice. Only 5% is inspiration and/or innate talent.
+
People are innately creatures of habit. Once we start, it’s almost impossible to stop. Effective performing habits can be learned.
= The odds are in your favor to become at least an above-average presenter - at best, excellent -- with practice. No matter where you are today, you can get there.
2. Inspiration is a meeting point of emotional and intellectual insight. So get that 95% preparation down cold – only then will you find a way to channel inspiration into your performance with consistency.
3. Empathy is a chemical reaction – you automatically effect the people in the room by being present. If it feels natural for you to smile, do it – it’s about the most effective sales tool you’ve got. But only if it’s genuine.
And, believe it or not, acting with sincerity can be learned.
4. The best way to channel nerves is enthusiasm. The alternatives are dire.
5. You’re most effective when you find your own presenting style. But steal whatever works from wherever you can get it.
Become aware of the way people move, sit, and stand around you. If there is something particularly effective in a gesture or expression (or particularly undermining), write it down with as much detail as possible. It will make you more aware of your own body language.
6. Practice. Slides never sold a thing, so don’t depend on them.
Pretend there’s only one word on every slide – the main idea, say “Opportunities” or “Management Team” – and then explain why it’s there. Don’t point or even look at the screen unless there is a very good performance reason.
7. Practice. The value of your performance reflects the credibility of your company. Half an hour a day. Every day. In front of someone who doesn’t know your material.
Don’t say you don’t have time. If you had a big bug in your software, you’d throw all resources into fixing it.
Think of your performance as the most important software you’ve got.
8. Practice. Find different emphases for different audiences, and have a few presentations up your sleeve. Make sure you can do them in automatic pilot.
But don’t. Ever.
More in the next post.
Saturday, August 15, 2009
Teach Engagement, Not Content
Continuing from the last post on performance coaching:
To a large extent, great presenting is like great teaching -- Ben Zander's performance at PopTech! might shed some light on other aspects of such things.
The key, I think, is that everyone remembers a favorite teacher who inspired more than any other. However, it's the passion, not the content, that people remember most. I've covered this before, but it's worth restating here:
Teach your listeners, not your content. It couldn't be truer in business than it is in school.
To a large extent, great presenting is like great teaching -- Ben Zander's performance at PopTech! might shed some light on other aspects of such things.
The key, I think, is that everyone remembers a favorite teacher who inspired more than any other. However, it's the passion, not the content, that people remember most. I've covered this before, but it's worth restating here:
Teach your listeners, not your content. It couldn't be truer in business than it is in school.
Monday, August 03, 2009
Creativity Redux: How to Get Where You Want to Go
Following on the heels of the last post, how do you become more flexible in the ways you think about yourself and what you do for money?
I thought it worthwhile here to link to a post from 2005 on just this subject. No less true today than four years ago.
Funny how that works.
For those of you who just came aboard -- and to continue yesterday's discussion -- please take a look at why Creativity is not a singular quality. It's a practice. In business and elsewhere.
I thought it worthwhile here to link to a post from 2005 on just this subject. No less true today than four years ago.
Funny how that works.
For those of you who just came aboard -- and to continue yesterday's discussion -- please take a look at why Creativity is not a singular quality. It's a practice. In business and elsewhere.
Sunday, August 02, 2009
You Aren't What You Eat (or What You Do, Either)
The recession has made me think anew of the relationships among profession and our sense of identity.
The US is famous for 12-hour work days, short holidays, and a focus on profession to the exclusion of all else.
Europeans, who came up with the stereotype and like to look down on the US for this attitude, brags a higher quality of life with long holidays and much shorter work days.
But how different are the cross-continental individuals' sense of self based on what they do?
What Has Changed
So many people have lost jobs that there is a big push to "retrain". Not just in the US but everywhere. Look at how much effort the UK, for example, has put into new initiatives for just this.
It's going to be a problem.
Re-learning, on the other hand -- particularly learning how to learn -- is going to be the key to success in the new economy. Just ask a financial services leader.. Or for that matter, anyone in the world -- CEOs, policemen, teachers -- with charges to tend and grow.
I've banged on enough in past posts on the differences between training and learning. Long story short, the former is about mastering a specific set of skills, usually in a particular environment to accomplish a fixed group of tasks. Learning is about seeing the relationships -- among environments, ideas, skills, tasks, and so forth -- across disciplines and contexts. And it's process-driven as well as oriented toward results.
Again, ask a business leader in advertising who feels passionate about it.
And This Has Changed.
I've found in the past, when asked "What do you do?", most people describe a profession with conviction. Lately the statements sound a bit shakier. And they're amended with "But I've also done other things."
Being someone myself who has had a series of interesting jobs rather than a career -- and being forced to justify the relationship among them -- I find this encouraging.
Not just for me, either. Given momentum, it could be very good for the economy.
If we retrain, what happens if the new job goes away like the old one did? Retrain again?
Why not instead be the kind of effective learner that everyone is looking for -- from kindergarten through the Boardroom?
Just a thought.
The US is famous for 12-hour work days, short holidays, and a focus on profession to the exclusion of all else.
Europeans, who came up with the stereotype and like to look down on the US for this attitude, brags a higher quality of life with long holidays and much shorter work days.
But how different are the cross-continental individuals' sense of self based on what they do?
What Has Changed
So many people have lost jobs that there is a big push to "retrain". Not just in the US but everywhere. Look at how much effort the UK, for example, has put into new initiatives for just this.
It's going to be a problem.
Re-learning, on the other hand -- particularly learning how to learn -- is going to be the key to success in the new economy. Just ask a financial services leader.. Or for that matter, anyone in the world -- CEOs, policemen, teachers -- with charges to tend and grow.
I've banged on enough in past posts on the differences between training and learning. Long story short, the former is about mastering a specific set of skills, usually in a particular environment to accomplish a fixed group of tasks. Learning is about seeing the relationships -- among environments, ideas, skills, tasks, and so forth -- across disciplines and contexts. And it's process-driven as well as oriented toward results.
Again, ask a business leader in advertising who feels passionate about it.
And This Has Changed.
I've found in the past, when asked "What do you do?", most people describe a profession with conviction. Lately the statements sound a bit shakier. And they're amended with "But I've also done other things."
Being someone myself who has had a series of interesting jobs rather than a career -- and being forced to justify the relationship among them -- I find this encouraging.
Not just for me, either. Given momentum, it could be very good for the economy.
If we retrain, what happens if the new job goes away like the old one did? Retrain again?
Why not instead be the kind of effective learner that everyone is looking for -- from kindergarten through the Boardroom?
Just a thought.
Saturday, July 25, 2009
Doug Rushkoff Redux
Following on from the post about Doug Rushkoff's ideas on a new CFO and Life, Incorporated, see Rushkoff's appearance on the Colbert Report.
There is very little Douglas Rushkoff says that isn't worth hearing.
At least twice.
There is very little Douglas Rushkoff says that isn't worth hearing.
At least twice.
Wednesday, July 15, 2009
More on Emotion and Expression
Continuing on the theme of my recent Affect Labs' blog post about relationships among emotion, thought, and being human, there's a great site that talks about human facial expression worth investigating.
Tuesday, July 14, 2009
Nick Givotovsky: A Proper Goodbye
Dean Landsman wrote this beautiful tribute to Nick. It's worth reading.
Monday, July 13, 2009
People, Thoughts, and Feelings
I find it fascinating that there's no such thing as a neutral expression on a the face of a healthy human being. Our thoughts and feelings are so connected that it's obvious when the latter is missing. The former seems gone as well.
See this post I blogged for Affect Labs.
See this post I blogged for Affect Labs.
Saturday, July 04, 2009
Proof of Concept: Working Social Media
For those of you struggling with what social media can do, here's a wonderful proof of concept.
This parody of West Side Story (and social media) was designed and distributed to enact, rather than show, how social media functions, its impact on those who participate, and how to market its producers at the same time.
You want to see how fast and widely it spread? Do a search for comments on Twitter. See how many hits it got that instigated public endorsement.
Fabulous.
This parody of West Side Story (and social media) was designed and distributed to enact, rather than show, how social media functions, its impact on those who participate, and how to market its producers at the same time.
You want to see how fast and widely it spread? Do a search for comments on Twitter. See how many hits it got that instigated public endorsement.
Fabulous.
Saturday, June 27, 2009
Data Sets Old and New: Learning is Disorganizing
For those of you who have followed this blog for a while, you might remember a post on the disorganizing nature of learning.
A friend recently asked me how to shake up her staff because she (and they) are so used to working in particular ways. In fact, the entire team has put a lot of effort into working creatively together, but those techniques have hardened into habit.
So What Do You Do?
To sustain creativity, it's important to change your universe of data -- people, ideas, places, and the connections we've forged among them in order to come up with solutions to problems. If you apply old information to new challenges, you are unlikely to innovate.
Another alternative is to take a new process and apply it to the old data. Where would you find that thinking process, and how would you use it?
Crossing disciplines often works. If you use a strategy from one field and (thoughtfully) use it for another, who knows what you'll come up with? Introduce new people to your process. Or new places. Or new things.
Sometimes even unresolved results are better than old ones.
Above all else, remember to play. Process usually needs more care and feeding than results if you want to keep things fresh. And if you're one of those people who want one habit on which to rely, make it sustaining curiosity.
It's probably the most productive (and stimulating) rut that you could possibly (and consistently) seek.
ij3mre7cgu
A friend recently asked me how to shake up her staff because she (and they) are so used to working in particular ways. In fact, the entire team has put a lot of effort into working creatively together, but those techniques have hardened into habit.
So What Do You Do?
To sustain creativity, it's important to change your universe of data -- people, ideas, places, and the connections we've forged among them in order to come up with solutions to problems. If you apply old information to new challenges, you are unlikely to innovate.
Another alternative is to take a new process and apply it to the old data. Where would you find that thinking process, and how would you use it?
Crossing disciplines often works. If you use a strategy from one field and (thoughtfully) use it for another, who knows what you'll come up with? Introduce new people to your process. Or new places. Or new things.
Sometimes even unresolved results are better than old ones.
Above all else, remember to play. Process usually needs more care and feeding than results if you want to keep things fresh. And if you're one of those people who want one habit on which to rely, make it sustaining curiosity.
It's probably the most productive (and stimulating) rut that you could possibly (and consistently) seek.
ij3mre7cgu
Friday, June 26, 2009
Time Out for a Small Miracle
Just thought I'd take a moment for a brief advert.
It's Not Like You Haven't Heard This Kind of Thing Before . . . .
This is another one of those stories where the hero spent hundreds of dollars, went to every great doctor in New York, over a course of years (15), and was told there was nothing to be done (ankle problem, me).
Then, after asking a London friend for a suggestion about a back problem, she found out that there was something to be done after all.
Everything changes when you can walk without pain.
Who Is This Magician, You Ask?
Dave Gibson on England's Lane -- I'm not kidding. If you are having any health problems, limp over there as soon as you can.
It's Not Like You Haven't Heard This Kind of Thing Before . . . .
This is another one of those stories where the hero spent hundreds of dollars, went to every great doctor in New York, over a course of years (15), and was told there was nothing to be done (ankle problem, me).
Then, after asking a London friend for a suggestion about a back problem, she found out that there was something to be done after all.
Everything changes when you can walk without pain.
Who Is This Magician, You Ask?
Dave Gibson on England's Lane -- I'm not kidding. If you are having any health problems, limp over there as soon as you can.
Thursday, June 25, 2009
The Geeks Are Coming
For those of you who are interested in what's going on globally in social media, you can take it (at least partially) off-line next week if you live in the UK.
Some American bloggers coming to London, and there is a big agenda planned. Some events open to the public, some closed -- but certainly worth a look.
Renee Blodgett, publicist extaordinaire, has organised the week and done a remarkable job.
Check it out.
Some American bloggers coming to London, and there is a big agenda planned. Some events open to the public, some closed -- but certainly worth a look.
Renee Blodgett, publicist extaordinaire, has organised the week and done a remarkable job.
Check it out.
Wednesday, June 24, 2009
Worth Repeating: Feelings and Business
I've begun revising and posting some older pieces from this blog on Affect Labs' website.
As those who have followed me know, I've done a lot of research on the ways in which people learn, in business and elsewhere.
The bottom line:
The more resources of your own to which you have access, the more innovative and creative you can be.
Sounds Obvious?
In business, it's pretty clear that affect is frowned upon. Feelings are suspect; ideas are supposedly products entirely of the intellect. OK, Emotional Intelligence sold well back in the day, but how often is it actually applied in a board room?
Why is this Worth Repeating? And Why There?
Affect Labs is proof of concept. Their software crawls social networks for what is said about brand based on the feeling expressed in phrases. Jennie Lee, who invented it, says there are no algorithms quite like the ones she created to do this.
Jennie's pretty smart, so I believe her.
It seems like that site is the place to reposition the relationships among language, social media, learning, and business because Affect Labs can help companies benefit from them.
But first they have to believe it.
Feeling Presentable
This might be a good place to connect up how this is related to the way people present themselves and performance coaching.
But that's for another time.
As those who have followed me know, I've done a lot of research on the ways in which people learn, in business and elsewhere.
The bottom line:
The more resources of your own to which you have access, the more innovative and creative you can be.
Sounds Obvious?
In business, it's pretty clear that affect is frowned upon. Feelings are suspect; ideas are supposedly products entirely of the intellect. OK, Emotional Intelligence sold well back in the day, but how often is it actually applied in a board room?
Why is this Worth Repeating? And Why There?
Affect Labs is proof of concept. Their software crawls social networks for what is said about brand based on the feeling expressed in phrases. Jennie Lee, who invented it, says there are no algorithms quite like the ones she created to do this.
Jennie's pretty smart, so I believe her.
It seems like that site is the place to reposition the relationships among language, social media, learning, and business because Affect Labs can help companies benefit from them.
But first they have to believe it.
Feeling Presentable
This might be a good place to connect up how this is related to the way people present themselves and performance coaching.
But that's for another time.
Wednesday, June 17, 2009
TheNextWomen.com
I'm now on the advisory board for TheNextWomen.com. It's one of the really good online magazines about women "heroes," generally women in new media.
And the founder, Simone Brummelhuis, is tremendously generous with her introductions. No politics, no nonsense. The spirit is genuine teamwork to get women some advantages in networking they might have missed (but that their male counterparts might take for granted).
What a relief.
Also will be working on a book for Simone -- so women heroes, step forward please. I'd be very glad to hear your stories.
And the founder, Simone Brummelhuis, is tremendously generous with her introductions. No politics, no nonsense. The spirit is genuine teamwork to get women some advantages in networking they might have missed (but that their male counterparts might take for granted).
What a relief.
Also will be working on a book for Simone -- so women heroes, step forward please. I'd be very glad to hear your stories.
Perfomance Coaching
I've begun a business doing several things, all of which fall under the category of business strategy:
--Advising on big-picture thinking on business plans and the steps that lead to where you want to go.
--Writing and editing website copy for best results, both for visitors and SEO.
--Coaching people on business presentations.
If you can't do any one of these things well, your business is probably in trouble. Out of the three, I find the last to be the most satisfying and the most misunderstood.
Business Coaching
I coached acting for 20 years and still work with people preparing for auditions. Along the way, I've picked up some executives who have felt their presentations could be better. Business coaching is both very similar and very different from what I did for the theatre.
What Are Actors Good For?
Actors (the good ones) are primed to be aware of their bodies, their pace, and so on. They build a relationship with the other actors on stage primarily by listening well. But they can't deviate from the script.
It can feel as though one's foot is nailed to the floor -- there is only so far you can roam from what was intended by the writer. And sometimes the playwright wasn't so smart.
What About People in Business?
Business people (the good ones) are less tuned in to the way they present themselves and more focused on a rehearsed, fixed set of content.
The problem? It's never strictly the content that sells a product. It's the presenter.
Given that business people can always change the script if the relationship with their listeners changes, a focus on fixed content (usually on power point slides) would not really be to anyone's advantage. Yet those slides seem to hold an almost mystical power over the presenters. They can't seem to let go.
Wouldn't it be better to focus on the relationship between yourself and your audience? Adjust your manner and even the content to the level and kind of receptiveness you meet?
Don't panic. It's just a matter of focus. And practice.
Emma Gilding wrote a nice piece about this. Take a look.
--Advising on big-picture thinking on business plans and the steps that lead to where you want to go.
--Writing and editing website copy for best results, both for visitors and SEO.
--Coaching people on business presentations.
If you can't do any one of these things well, your business is probably in trouble. Out of the three, I find the last to be the most satisfying and the most misunderstood.
Business Coaching
I coached acting for 20 years and still work with people preparing for auditions. Along the way, I've picked up some executives who have felt their presentations could be better. Business coaching is both very similar and very different from what I did for the theatre.
What Are Actors Good For?
Actors (the good ones) are primed to be aware of their bodies, their pace, and so on. They build a relationship with the other actors on stage primarily by listening well. But they can't deviate from the script.
It can feel as though one's foot is nailed to the floor -- there is only so far you can roam from what was intended by the writer. And sometimes the playwright wasn't so smart.
What About People in Business?
Business people (the good ones) are less tuned in to the way they present themselves and more focused on a rehearsed, fixed set of content.
The problem? It's never strictly the content that sells a product. It's the presenter.
Given that business people can always change the script if the relationship with their listeners changes, a focus on fixed content (usually on power point slides) would not really be to anyone's advantage. Yet those slides seem to hold an almost mystical power over the presenters. They can't seem to let go.
Wouldn't it be better to focus on the relationship between yourself and your audience? Adjust your manner and even the content to the level and kind of receptiveness you meet?
Don't panic. It's just a matter of focus. And practice.
Emma Gilding wrote a nice piece about this. Take a look.
Tuesday, June 16, 2009
Affect Labs: Feeling Social?
I have begun working as a strategist and partnership developer for Affect Labs, a start-up based in Scotland with a London office (mine).
Jennie Lees, a tremendously smart entrepreneur, has designed some software that crawls the web - social networks, blogs, you name it -- and comes back not only with positive and negative phrases aggregated around key words but also with star ratings. Phrases are given values, and the algorithms automatically update the stars as opinions change or as positive or negative opinions arrive to weight the star differently.
It's an amazing tool for companies that want to know what people are saying. And it's an important thing, this Emma Gilding, just for example, would say it could be the most important conversation a business can hold with its stakeholders.
This Time, With Feeling
I've also begun blogging for them -- in the spirit of how the Learning Lab began, in fact. Isn't what people feel -- and how they express it -- the same as what they think? Or close enough for rock and roll?
Keep your eye on the Edinburgh Fringe Festival this year where we'll test out the software to help theatre-goers figure out which shows they'd like.
When I brought shows up in the 90s, our casts always made sure to be there the second week of the Festival to get random people's opinions of what was worth seeing.
Now the random people can be heard on the first day. Good for the audience, good for the shows, good for the festival.
How wonderful is that?
Jennie Lees, a tremendously smart entrepreneur, has designed some software that crawls the web - social networks, blogs, you name it -- and comes back not only with positive and negative phrases aggregated around key words but also with star ratings. Phrases are given values, and the algorithms automatically update the stars as opinions change or as positive or negative opinions arrive to weight the star differently.
It's an amazing tool for companies that want to know what people are saying. And it's an important thing, this Emma Gilding, just for example, would say it could be the most important conversation a business can hold with its stakeholders.
This Time, With Feeling
I've also begun blogging for them -- in the spirit of how the Learning Lab began, in fact. Isn't what people feel -- and how they express it -- the same as what they think? Or close enough for rock and roll?
Keep your eye on the Edinburgh Fringe Festival this year where we'll test out the software to help theatre-goers figure out which shows they'd like.
When I brought shows up in the 90s, our casts always made sure to be there the second week of the Festival to get random people's opinions of what was worth seeing.
Now the random people can be heard on the first day. Good for the audience, good for the shows, good for the festival.
How wonderful is that?
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