June 17, 2010
Here’s an article from the HBR on energies and where they should be directed:
http://theenergyproject.com/sites/default/files/HBR_Manage_Your_Energy_Not_Your_Time.pdf
You can take on energy audit on the energy project website too (you need to give your email address to get the results):
http://www.theenergyproject.com/tools/the-energy-audit
April 21, 2010
March 29, 2010
7 ways to stop CEOs from boring the audience
By Bill Sweetland williams@ragan.com
How to bring out your executive’s human side What’s the problem with intelligent, personable CEOs who make terrible speeches? They suffer from “Al Gore Syndrome,” said freelance speechwriter Jeffrey Porro. “Talk to any reporter who covered Al Gore in the presidential campaign of 2000,” said Porro. “They’ll tell you that in small private groups, Gore was relaxed, witty, brilliant. But as a public speaker, Gore was a disaster: stiff, awkward, uncomfortable—and uninspiring.” Put an executive in front of a bank of cameras or a congressional hearing, Porro said, and suddenly the engaging guy his speechwriter knows turns into a nervous robot—“Al Gore 2000.”
What to do? Sometimes you must bow to the inevitable and bring in a speech trainer. But before you do that, Porro said, try these tactics to loosen up and humanize your executive:
1. Make the speech you’re working on personal. Find something that he or she cares about—something from their background they liked—and get them to talk about that. Their passion will instantly connect them to their audience.
2. Use stories, not statistics. “This is always one of the tough ones for me, especially with a new client. Why? Because executives love statistics; they live and breathe them,” Porro said.” Convey their points by telling stories—ironic, dramatic or humorous anecdotes grounded in everyday reality.
3. Find your theme, and stick to it. This is good advice for all kinds of writing, said Porro. In print, you can return to a theme in many ways, often by using headlines and subheads that repeat your central idea. But a speech requires a different technique. It’s important to remind listeners that what they heard at minute 12 ties back to the theme mentioned at the speech’s start.
4. Repeat yourself. This, Porro admitted, was a hard lesson for him to learn. He wrote op-eds for a living before he became a speechwriter. “I was always telling myself to cut, cut, cut—don’t repeat yourself.” But in a speech, Porro pointed out, the human ear likes repetition if it’s done well. Ronald Reagan was a master of rhythmic repetition, and showed this mastery in his speeches in the mid-l980s at Normandy and at World War II sites in Germany, Porro said.
5. Conflict can be a good thing. None of us likes conflict in our lives. But in a speech, conflict brings life and interest. Pit two ideas, two forces against each other for instant liveliness in your speech.
6. Use humor—but use it cautiously. Research your audience and know your speaker inside and out to see if he or she will be comfortable with humor. Use self-deprecating humor. It’s the safest kind. Self-deprecation immediately connects the speaker with the audience.
7. Remember the kryptonite factor. Someone once said: Superman without kryptonite (his one dangerous weakness) is boring. One of the best speeches Porro ever heard was by a senior PR executive who admitted tremendous mistakes she’d made with a client. Be very sure your CEO feels OK about revealing weaknesses or mistakes. It’s best to develop a long-term relationship with your CEO before you counsel doing this. “You don’t want to lead off a new relationship with an executive client by suggesting this,” Porro said.
March 23, 2010
Another great corporate video. I’m so jealous…http://vimeo.com/2188162
March 23, 2010
This is so apt for me right now as I’m launching a new corporate vision on Monday. I’m using a corporate video, will let you know how it goes.
Here’s the article on corporate videos from Ragan.com:
| Posted On: 3/19/2010Do your employees ‘get’ your corporate vision? By Jenny Schade |
|
| If not, here are steps you can take to fix thatWhile meeting recently met with the vice president of marketing at a large hospital, I asked, “I notice the vision on your Web site describes you as unique in the way you collaborate with patients on their care. That’s interesting. How does that work?”
There was a brief pause. “We’ve had that up there for a while,” the client replied sheepishly. “Our CEO loves it, but I don’t think I can give you an example of how we actually do that. We should probably consider taking that down.” It never ceases to amaze me that companies will devote extensive resources to develop a vision and strategic goals that satisfy executives in the board room, yet do little to ensure understanding of these objectives among the very people they are counting on to achieve them—their own employees. If the VP of marketing can’t explain the company vision, it’s unlikely other employees can relate to it. Unfortunately, “Sounds good, but I can’t tell you how it works,” is the rule rather than the exception when it comes to many organizations’ vision statements. Staff members are often able to parrot the company vision but don’t know how to apply it. Some say confidentially that they doubt the vision is attainable. In the current economic climate, employees who understand what their organization seeks to achieve and how their role supports that goal provide a competitive advantage to lean organizations struggling to achieve business goals with fewer resources. They can work self sufficiently, recognize when they need to step outside their defined role, and uncover options that bolster the organization’s bottom line. As my story about the hospital vision shows, this depth of understanding and motivation doesn’t occur automatically. In order to succeed, the organizational leaders who adopt the vision need to ensure that employees at every level understand the vision and are clear on how their job furthers the organization toward its realization. This is where research and communications professionals can really add value. By nature, a vision statement is aspirational and powerful—providing an overriding organizational focus. Consider the original—and most successful—vision statement: “Go forth and multiply.” Since its inscription in Genesis 24:2, this vision continues to inspire. What about the most famous vision statement in the universe? “To explore strange new worlds. To seek out new life and new civilizations. To boldly go where no man has gone before.” All of the team members on the starship Enterprise understood where their venture was going and how they fit in. So how can organizations on planet Earth inspire their employees to achieve their visions? Although vision statements can and should be initiated by leadership responsible for setting the direction of the company, they will work only if rank-and-file employees understand the vision and how it applies to their roles. In other words, what does success look like, and how can employees support its realization? There’s only one way to enable this kind of insight—ask employees for input. Before the Web site video, company celebration, or corporate rollout associated with a new organizational vision, take the time to run the statement past employees companywide through focus groups, an online forum or another vehicle in which employees feel comfortable expressing their opinions. Ask employees to:
Obtaining employee input in a corporate vision accomplishes two key objectives: 1. It ensures employees understand the vision and how their job responsibilities support it. In the end, many extensive employee engagement studies boil down to one common issue: Employees don’t know how their day-to-day work is moving the company toward achieving its overall goals. The resources devoted to developing and obtaining employee input for a corporate vision will pay off in spades when team members across the organization get behind the vision and collaborate to move it forward. Jenny Schade is president of JRS Consulting Inc. |
|
March 19, 2010
Well, here’s how some theatre writers are getting their inspiration - riding on a bus. This project asks 16 writers to travel on the 428 bus in Sydney and write a play from what they see.
It’s always easier to write when your audience is front of mind, this gets them right in front of you. It’s an interesting idea. Check it out here.
March 16, 2010
Here’s some quotes the Happiness Institute blogged about recently and I thought I’d share:
“To live long and achieve happiness, cultivate the art of radiating happiness.” – Malcolm Forbes
“I don’t know what your destiny will be, but one thing I do know; the only ones among you who will be really happy are those who have sought and found how to serve.” – Albert Schweitzer
“Acceptance is not submission; it is acknowledgment of the facts of a situation. Then deciding what you’re going to do about it.” – M. Kathleen Casey
“Where your talents and the needs of the world cross lies your calling.” – Aristotle
“Appreciate people. Nothing gives more joy than appreciation.” – Ruth Smeltzer
“As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them.” - John F. Kennedy
RSS for inspiration
