This is our social media policy at ACM Training. We’ve seen some longer ones in our time. Like the BBC’s social media policy where our social media trainer, Richard Uridge, used to work. He confesses he’s never read it. And that’s one of the problems with long and complicated policies. Nobody reads them when they really should. It’s a bit like the “mind the gap” warning on the railways. Short, sharp and to the point. Take too many words to say the same thing and people plunge to their (social media) deaths.
Point one above is about being purposeful. For profit or not-for-profit, you’re using social media to “sell” something.
Points two, three and four are, one way or another, about being mindful.
Point five is about being careful.
Point six is about being carefree (not mutually exclusive with the previous point)!
And the final point is a warning – both to individuals and organisations – that criminal, civil and even contractual law does or at least should or may apply.
So if you’re contemplating posting a picture of a cat that looks like Donald Trump to your Facebook page – don’t. That’s banned under rule one. And, come to think of it, the others too!
If you’re in the process of drawing up a social media policy for your organisation we’d love to help.
I’m a big fan of diaries. Leather-bound analogue or online digital, they’ve saved my (personal) life more than once. Reminded me of children’s birthdays when there was still enough time to get presents. Helped me remember the exact day I met my wife so that the flowers arrived on the actual anniversary because a day late…well that bunch of tulips may as well have been Triffids. Stopped me missing the deadline to get those Christmas cards in the post to relatives Down Under.
And so content calendars can be (professional) life savers. Reminding us in plenty of time to plan and schedule content before it’s too late to post – not to Australia – but to LinkedIn, Facebook, Twitter and the other places we’re colonising as part of our social media empires.
A content calendar should be the number one tool in your social media tool kit. It helps you plan and schedule your content across the full range of your platforms in advance.
The sheer volume of content on the social web means it’s getting harder and harder for your content to stand out. And to make matters worse organic reach is in decline. So to tackle these twin challenges you need to generate creative content, schedule it well and consistently and boost it selectively as your budgets allow.
Consistent posting is one of the best ways to get more followers. Regular updates show potential followers you are, in fact, worth following. That they’ll be rewarded with fresh and interesting stuff – whether that stuff is pictures, videos or words (written in a blog post or spoken in a podcast).
A content calendar can you help you achieve this consistency across your platform mix by getting you into the habit of planning and scheduling in advance and not missing opportunities. I’m guilty – and I’m sure I’m not alone – of forgetting my Twitter feed, for example, and then playing catch up by posting heaps over a short period.
Finding the right content mix
The temptation is to use social simply to “sell.” Don’t! Many a sale has been lost by the seller being too pushy (think getting pounced on by an over-eager assistant the moment you walk into a shop). Pushy on social is understandable. After all, you’re putting a lot of time and effort into it and you want the best possible ROI. But, paradoxically, the harder you try to sell in an obvious way the less well you’re likely to do. Too much self-promotion can alienate your “customers.” The answer is to mix the explicit sales stuff with other content.
Eighty/twenty (80/20) is a good starting point. That is for every post that’s “selling” your product or service you make sure there are four posts that are helpful and interesting.
Another starting point is to use what’s called the rule of thirds. A third of your posts promote your business or generates leads. A third comes from other sources within your sector – on the understanding that your customers aren’t just interested in you and your company or organisation but have wider interests. And a third of posts engage directly with followers – for example, by answering their questions, responding to their comments or posting user-generated content.
Whichever approach you adopt, over time you’ll discover the exact mix between these sources that works for your business. A content calendar will help you stick with the right mix.
The simplest content calendars are those that come with your computer, tablet or smartphone. Just jot down ideas as you get them. They might be timeless ideas or have a long long “shelf life” in the sense that it doesn’t really matter if they’re posted this week or next month. Others might be date-related – tied to a particular day or event such as national bring your dog to work day (yes, really)!
The more sophisticated calendars are spreadsheet based and can help you keep an eye on things like content quantity and network mix, with colour-coded pie charts and bar graphs. You can even add columns to assign work to colleagues or link to resources such as word documents, images and videos. Here’s one I’m road testing for a client courtesy of Smartsheet. It’s a free resource and seems pretty impressive so far, although I’ve only done a few miles so far so to speak.
Whatever calendar option you choose, encourage collaboration by sharing it via the cloud – unless it’s an old-fashioned wall planner which has the simple virtue of being seen by everybody who walks past it whether they want to or not.
Save time (and money)
You might think it’s a lot of faff filling in a content calendar and making sure it’s up to date. But used well it’s a time saver not a time waster. And the time you save can be re-invested in the all-important business of content creation. Remember content is king. Without good quality content and plenty of it you’re bound to fail!
Here are three other content calendar tips…
Content calendars remind you to create platform-specific versions of your content to avoid posting exactly the same posts across multiple networks with the embarrassment of asking Facebook or LinkedIn followers to retweet. Uncool.
Look back through the entries in your content calendar as well as forward. This way you can keep an eye out for content that’s becoming too samey or repetitive whether that’s at a key message, target audience or content level, thematically (too many posts on the same subject) or over-reliant on the same words and images (too many puppy pics).
Compare your content calendar with your analytics. Are there any patterns? Did a particular post do well? If there’s a spike in your visitor numbers on a Thursday what content might have created it and when? If you’re going to pay to boost certain posts it’s usually better to boost the best performing rather than waste money trying to breathe life into the worst. Your content calendar will enable you to spend your advertising budget wisely.
Finally here’s my content calendar entry for tomorrow: start blog post on quantity versus quality – why posting rubbish is drowning out the good stuff. And here’s my diary entry: order Christmas turkey.
For years now the aspiration for most media trainees from the very top levels of industry, commerce and, especially, politics has been to be prepared for a haranguing by Humphrys (John, long-standing rottweiler-in-chief of BBC Radio Four’s flagship Today programme). And for years media trainers have dutifully helped them meet that aspiration. It’s been the default position on both sides of the training room. But with Humphrys’ kennel mate Paxman no longer baring his teeth on Newsnight, a new, less adversarial kind of journalism has been taking its place. This more conversational approach might, on the face of it, be less challenging for interviewees. Yet it presents them with different kinds of challenges. Ones which require less obvious and softer presentational skills than before. So media trainers must adapt their approach too.
I was reminded of this when given the brief to train the chief executive and senior management team at a non-departmental government body. The media manager told me that, like many people at their level, they’d been media trained earlier in their careers. But not recently and certainly not in a way that prepared them for the kinds of interviews they were increasingly being asked to give. Interviews where the expectation from the media was that the interviewees would be more reflective, less inclined to simply deliver their key messages irrespective of the questions (slippery style as I call it) and more entertaining (whatever that means) to boot. They’d clearly failed to meet this expectation, the media manager went on, because a recent interview hadn’t been used. Spiked, as us journalists with a print background like to say. All of which, he concluded, was a pity because they had some really important points to make.
In essence, the problem here is one of perception. One person’s shiny key messages are another person’s ditchwater. A safe pair of hands from an organisational perspective can be terminally dull from a media perspective.
Let me put it this way: if, by comparison to other contributors, your key messages are the least interesting (to readers, viewers and listeners) then in order to survive the edit and, in future, be asked back, your contribution has to be the most engaging.
Now, of course, I’d be the first to admit this is a gross oversimplification. And I’m not suggesting that if what you’ve got to say is dull then you’d best deliver it from a unicycle while dressed as a clown and juggling three chainsaws. What I am saying, however, is that you have to work even harder to frame your key messages in the most appealing way possible and deliver them with all the presentational charm you can muster. It’s a tall order. But one that at ACM Training we can help you with!
Should councillors here in the UK take a leaf out of the Donald Trump playbook and be on Twitter? Set up their own Facebook page? Start a YouTube channel? Post pictures to Instagram? Or, like me, write blogs?
The answer to all these questions should be, in my view, a resounding yes. Call me old-fashioned, but democracy, whether it’s national or local, works best when people know what decisions are being made on their behalf. When I first started as a cub reporter on the Reading Chronicle in the early 1980s, local newspapers had healthy circulations and could be relied on to report local government. But now that kind of local journalism has been emasculated, councils – and wider civic society – has to find other ways of keeping people informed. And one of those ways should be via the social web.
That said, doing so is not without risk. A lot of councillors I speak to – especially women – are reluctant to promote themselves and their vital work via Twitter in particular, because of an understandable fear of trolls. And that’s not the only barrier; many elected members are, to put it bluntly, getting on a bit and can find the technological and editorial challenges intimidating. It’s a generational thing!
But I firmly believe the positives outweigh the negatives. And with getting on for 40 million UK users of Facebook, not having anything to do with social media is a crazy as the councillor who decided to have nothing more to do with his local paper (the one I wrote for as it happens) and who lost his seat at the next election.
This presentation was part of a longer social media training session for Guildford Borough Council. I share it freely (with their permission and with the addition of a commentary) in the hope that other councillors or would-be councillors will be encouraged to have a go.
I should add that in the spirit of openness Guildford Borough Council webcast many of their training sessions including the one that this presentation was a part of. I think it’s fair to say that watching it via the web isn’t quite the same as being in the room. But if you fancy a flavour of proceedings you can see them here. And, as you’ll quickly gather, I’m the grey-haired geezer at the front wearing a black shirt.
The old proverb needs rewriting. It should read distraction is the thief of time. Because since the saying was penned by the poet, Edward Young, in the 18th century, distractions have grown to become the bigger criminal. In fact, I’d argue they’re now the biggest crook of all when it comes to time wasting. Way ahead of not keeping a to do list, multi-tasking and failing to prioritise.
Young wasn’t distracted by smart phones when he was writing Night Thoughts where the line first appeared. He felt no uncontrollable Pavlovian urge to scan news websites every time he heard a corny jingle. Wasn’t constantly checking his social media accounts for thumbs and hearts. Or snowed under drifts of non-urgent emails. His was a simpler life. Shorter I’ll grant you. But the price we pay for progress – for literally living longer – is that we waste more and more of that extra time on pointless, frivolous and unproductive tasks. Little wonder we’re becoming less and less efficient.
Some studies reckon we waste up to two hours a day at work by being distracted. I’d argue that in some organisations that’s a conservative estimate. Indeed, the Institute for Public Policy Research in it’s report Prosperity and Justice: a plan for the new economy, highlights the fact that productivity in the UK is 13% lower than in other G7 countries. But whatever’s being lost why waste the most precious commodity of all? So if you’re serious about getting back some of that invaluable time, to become more efficient, more productive, then learning how to manage distractions and interruptions is a really important part of time management. And as a consequence I can say, without a hint of irony, that it’s something delegates spend a fair bit of time on in my time management workshops at ACM Training.
So if you haven’t got the time to attend (and, of course, I think you should make the time) here are my top five tips for managing distractions:
Recognise what’s truly distracting you in the first place by listing the source of the distraction every time you’re distracted over, say, a period of a week. The distractions are very likely to be digital – text, email and social media pop ups for example. But don’t forget to list the analogue too – a noisy office, and open door, a room with a view…
Switch off, shut out or turn your back on those distractions that you can reasonably do so to. In digital terms that means going into your phone, tablet or computer settings (and preferably all three because of multi-screening) and switching off audio and visual notifications. Better still, turn off the phone entirely. In analogue terms it might mean closing your office door and putting up an old-fashioned do not disturb sign or rearranging the office furniture so that you’re not endlessly daydreaming over the view from the window.
Limit those distractions that are genuinely unavoidable. For example, you may be on call and, therefore, unable to switch off your phone. You can always turn it face down to avoid visual alerts but still hear the ring (generally we’re more easily distracted by vision than by sound). Can you limit email receives to once an hour or even less frequently? The always on, always available attitude may make us feel important but it’s rarely necessary in most workplace settings.
Take regular breaks. If you’re hungry or tired, getting deep vein thrombosis from sitting still for too long or out of breath from rushing about too much take it easy, if only for five minutes. Abraham Maslow was right – we simply can’t ignore our physiological needs and the harder we try to ignore them the more distracted by them we are. If you try concentrating on a really important task on an empty stomach (and, therefore, an energy-deprived brain) I can guarantee you’ll be distracted. So stop. And during your break by all means be distracted momentarily by all those things you’ve listed in point one. Think of it as your reward. I call it compartmentalising. You have a big compartment for work. You have a smaller one for distractions. Not one big noisy space where they all compete for your attention. Because the distractions win pretty much every time. They’ve been designed that way. Attractive distractions if I can coin another phrase.
Schedule the most important stuff for times when you’re least likely to be distracted. That might be early mornings before everybody else has got to work (or got up if you work from home). Or it might be in the evening when everyone else has gone home (or to bed). I’m a big believer in handheld technology freeing us from the constraints – and distractions – of the desk or office. Sitting in the corner of a coffee shop where nobody disturbs you because nobody knows you. Pecking away at your tablet screen to finish that annual report. Or blog post. Now how about a slice of cake (see point 4) or, better still, a bag of nuts?
I should add that these points refer mainly to what could loosely be called external, physical distractions. But, of course, we can also be mightily distracted by the internal, mental and emotional stuff swirling around in our heads and hearts. I’ll make dealing with these the subject of a separate post in this occasional series, Time Management for Time Wasters. If I can find the time!
Well yes and no. Yes because the web provides writers with just another medium for their words. No because web users read in a different way to readers of text in other media such as newspapers, books and magazines. They read in a much less linear fashion flitting across the screen like a butterfly looking for something to settle on. And when they do settle they tend not to hang around for long if there’s nothing of interest – not least because just a few clicks away there’s the whole of the World Wide Web to distract them. So as a web writer first you’ve got to grab your readers’ attention, then you’ve got to hold them long enough for your words to work their magic. And if that wasn’t hard enough you’ve got very little space to do it – especially if your words are displayed on a tablet or smartphone.
If I viewed the preceding paragraph on my iPhone in landscape mode, in a font large enough to read without straining my eyes (Calibri 11 if you’re a real anorak and want to check for yourself) I ’d get halfway through the seventh line before having to…
…scroll down. As a rule of thumb – an ancient expression that seems oddly modern in an age of handheld devices – you can squeeze 120 words on a Smartphone. Tablets, laptops and desktops can, of course, accommodate progressively more in one “screenful”. Read this on your iPad in landscape mode and you’d get about as far as the word anorak in the second paragraph – a word count of about 200. Turn the screen through 90 degrees and you can squeeze in an extra hundred or so words – 330 in total. A figure not to be scoffed at in a world where Twitter limits you to 280 characters but still relatively few compared to the olde worlde of paper and ink.
Take the book that’s been gathering dust under my bed for so long it’s now more dust than book. It’s called The Isles – A History by Norman Davies. It contains approximately 450 words per page – twice that between page turns given that you get to see two pages at a time. How do I know this? Because I am that anorak! What’s more I’ve just counted 2,750 words on a double page spread in the best-selling tabloid newspaper and 3,056 words on a similar two pager in a leading broadsheet.
I’m not saying people won’t scroll down. I’m just saying that these differences between screen and page demand much of us as writers. Certainly we shouldn’t be putting really important stuff so deep into a webpage that people have to scroll down to find it because they simply may not bother. To avoid this problem we have to “front-load” web pages – that is, put the most critical information at the top of the page where it’s clearly visible. In the old days of broadsheet newspapers it was called putting stuff “above the fold” where, on a news stand, the bit of the article on the top half of the front page could instantly be seen by potential buyers.
Authors have long been aware of the need to keep readers reading over the potentially awkward chapter breaks. That’s why they often set up some kind of conflict towards the end of one chapter but keep the resolution from us until the beginning of the next. Done well the book becomes unputdownable. The challenge then is to make our websites unclickawayfromable!
Actually that’s not quite what the Prussian Chief of Staff said (more of which later) but for now I want to ask if the same can be said of communications plans? Are they any more likely to survive contact with a crisis than battle plans with foes? If my recent experience working with a second tier responder to the Grenfell Tower disaster is anything to go by, the short answer is no.
Reviewing their response to the tragedy, I was astounded to be told that they hadn’t, in fact, activated their emergency plan. They’d simply been too busy in the immediate fallout of the fire to even think of it. And by the time they did, several days later, it hardly seemed worth bothering. To this day I’m not sure they’ve looked at the plan.
In effect there was no contact with the enemy, so who knows if it would have survived? Which is a pity because the plan may have worked – at least in part – and led to a better response* than the actual one. And even in failure it might have been instructive by making comms plans for future crises more robust.
What, then, can we learn from this peculiar affair?
Well the first lesson, surely, is that unless crisis comms plans are regularly reviewed and rehearsed, they’ll be forgotten or ignored at the very moment they were designed to help. Risk-averse industries like aviation and nuclear power are required, by law, to practice for emergencies so that if, or when, an actual emergency unfolds everybody is well versed in how to respond – both at an operational level and at a media, PR and communications level. At ACM Training we help a number of clients such as the nuclear decommissioning company, Magnox, achieve the realism necessary to make the rehearsals effective and the learning long lasting. For example, we provide what we call pseudo media news crews to act exactly as the media would in reality, asking awkward questions, sticking cameras and microphones where they’re really not welcome or expected. And now, with social media playing such a significant role in crisis comms, we have the ability to test an organisation’s online response to an event through our socialmediatestbed.com tool.
For the second learning point we need to go back to von Moltke and examine what he actually said:
The tactical result of an engagement forms the base for new strategic decisions because victory or defeat in a battle changes the situation to such a degree that no human acumen is able to see beyond the first battle. In this sense one should understand Napoleon’s saying: ‘I have never had a plan of operations.’ Therefore no plan of operations extends with any certainty beyond the first contact with the main hostile force.
If we swap the word battle for crisis and think of victory and defeat in terms of positive and negative outcomes, what von Moltke is saying, in effect, is that no communications plan can extend with any certainty beyond the first contact with a major crisis. And I’m inclined to agree. In my experience no anticipated, planned and rehearsed version of events has ever been close to the actual version. In most cases the imagined event is a lot worse than the actual event (perhaps that’s because emergency planners have overwrought imaginations or are just plain pessimists). Rarely is the reality worse, although it was undoubtedly so with Grenfell. In all cases the reality is different. But does this mean that crisis communications planning is a waste of time?
Again, let’s turn to von Moltke for some beyond-the-grave advice. Despite what he said he wasn’t an advocate of going into battle without any plan at all. He was an advocate, however, of flexibility. And so it should be in crisis comms. Have a plan. But be prepared to adapt it as circumstances change.
Please don’t leave it in the cupboard.
* In fairness perhaps I should have said an even better response, because unlike, say, the council, my client’s response to the Grenfell Tower fire is considered to have been good including by those directly affected by the disaster.
Beyond Boris’s inelegant turd-polishing outburst exactly what went on behind the heavy doors and high windows of Chequers during the Cabinet’s Brexit awayday negotiations will be kept secret under the Thirty Year Rule. And by the time the minutes are released to the National Archive Brexit may have been such an unalloyed success/disaster (delete depending on your own disposition) that only the nerdiest constitutional historians pore over them. But we don’t have to wait until 2048 to find out because ACM Training’s mediation and negotiation techniques trainer, Sandy Keating, has imagined, in her inimitable Australian way, how the discussions might have been handled…
Even before the ministerial limousines started sweeping down the narrow Buckinghamshire lanes, the most eagle-eyed hacks would have noticed an Office Depot van turn into the Chequers’ driveway. In the back a stack of flipchart pads and a dozen or so boxes of fat felt pens. You really can’t negotiate without these tools of the trade. Oh, and Post It notes. Everybody loves Post It notes although, because this was a Conservative get together, the driver was told in no uncertain terms not to bring any of those pinko lefty ones. Or orange ones for that matter because the colour would remind them too much of Nick Clegg. In fact, the only exception to the fifty shades of blue rule was to be several rolls of crimson sticky tape to mark out those uncrossable red lines.
Joking aside, the language you use in negotiation is important. All this talk of red lines is incendiary. It’s perfectly acceptable to make clear you have a position that would be difficult or impossible to give way on. But you must articulate it in an even-tempered way. Cool heads and dispassionate language are, or at least should be, the order of the day. Because, of course, once tempers flare and people start taking things personally positions tend to become entrenched.
When this happens and people are deadlocked I suggest both (or more) parties work separarely in break out groups and list what they want – which is where those flipcharts and pens come in. Then I ask them, in discussion, to put that list in order of importance. The items at the top will necessarily be the things they’re not prepared to give up. But in order to keep those things maybe they are prepared – willing even – to give way on some of the items towards the bottom of the list.
It may seem very old fashioned in this age of tablets and smarphones but actually writing stuff down – making a mark on a piece of paper – is a penny drop moment for so many of the people I’ve trained to negotiate and mediate. When the sides come back together to compare and contrast notes it’s almost always easier to see (literally) the negotiation in terms of WIN-WIN-lose-lose rather than WIN-LOSE. What’s the difference? Well I’ve used upper and lower case letters to emphasise that in order for both sides to win big they both have to lose small – rather than one side winning big at the expense of the other losing big.
The challenge with the Brexit negotiations at a UK-EU level is that one side at least doesn’t seem to know what it wants. Perhaps there weren’t enough flips charts in the back of that van. Possibly they forgot to order enough BluTack. Or, more likely, the caretaker at Chequers wouldn’t let them stick it on the antique wallpaper. That’ll be it. We’re coming unstuck literally and metaphorically.
Mozart was a dab hand at the piano. Which is putting it mildly. A veritable child prodigy, by the age of five he was already performing for royalty. And by the time he died – at just 35 – he’d written 600 works including his Piano Concerto 21 shown above.
I mention all this because more than 200 years later Mozart’s music has something to teach us as presenters and public speakers. He knew how to captivate an audience with high notes and low notes. Fast sections and slower, more reflective sections. Louder bits and quieter bits. In short, he scored his compositions in such a way that made them captivating. And I’d argue that you should score your presentations to make them captivating.
Far too many of the presentations I’ve had the misfortune of sitting through wash over me. Not because the content is dull (although it may be) but because the delivery is dull and as a consequence the content, however important, fails to register.
“Blah, blah, blah…
Nobody uses these exact words, of course. But they do use words that when spoken by the same voice, at the same pace and the same tone end up sounding so samey they may as well be.
“…blah, blah, blah.
The net effect of which is to send the audience to sleep. So how can we turn our presentations from unintended lullabies into stirring sonatas?
Well let’s start with tempo. You’ll see the word “andante” appears above the bar at the beginning of the sheet music at the top of this post. This notation of Italian origin is an instruction that the movement or passage should be played at a moderately slow tempo. If the whole concerto was to be played at the same tempo it’d sound much less impressive. It’s the juxtaposition of different tempos that make each stand out and contribute to the overall effect. And so it is with presentations. What bits of your presentation are best delivered allegro – that is fast? And which sections might best be delivered adagio – slowly?
Back to that sheet music you’ll see the letter “p” appears under a couple of notes. This means that the note should be played piano or softly. Two ps together as in pp means the note should be played pianissimo or very softly. It seems counterintuitive but if you want your audience to take notice of a really important point, saying it more quietly than your usual presentational volume (p or pp in musical terms) forces them to listen more carefully and helps reinforce the point. Although not if you’re too quiet – ppp!
At the opposite end of the dynamic range are the effs – f, ff and fff. F stands for forte or loud. FF for fortissimo or very loud. And FFF for fortississimo meaning very, very loud. I’d avoid fff altogether as it can seem really rude and shouty unless done for special effect, in which case it’s probably best to forewarn the audience or, at the very least, explain immediately after the very, very loud passage why it was so. And even ff should be used sparingly as it’s tiresome to listen to permanently loud speakers.
The knack is to vary the volume in a pleasant sounding and naturalistic way just as we do automatically in conversation. Think of your presentation coming to a crescendo – another musical term that means increasing or, literally, growing. Build to a major point or a call to action.
Look carefully at the sheet music above and you’ll see what looks like a fat or bold hyphen at the end. This is what’s called a rest (actually it’s a half rest but let’s not get too technical – this is presentation skills not piano grade 8). A rest mark tells a musician to pause for a period of time to let the previous note die away. To echo into the distance. To be savoured to the very last decibel. And so you should pause for effect in your presentations. Carrying on before the audience has properly understood and appreciated your previous point is to cheapen that point. A tip here. A short pause for the audience can seem like an eternity for us presenters – especially if we’re nervous in which case silence can really spook us. So in order not to under do the pauses count to five in your head in one thousand chunks before moving on.
“One thousand. Two thousand. Three thousand. Four thousand. Five thousand.”
In summary, the human voice is a musical instrument. So play it like one. And if you feel the audience may be getting bored listening to the same old instrument playing the same old song can you change the instrument (if not the song)? By that I mean can you change the presenter? Most presentations tend to have just one voice (you) but can you recruit co-presenters and double-head or even triple-head your next speech? The simple expedient of a change of voice can keep an audience attentive for longer.
Forgive me for a final foray into this musical metaphor. Make sure your presentations are well orchestrated. Be a maestro. Just like Mozart. Aim for a bravura performance.
This post was first published as a podcast (complete with extracts from Mozart’s Piano Concerto 21) in ACM Training’s Five Minute Masterclass series. You can listen to the original there or below.
Imagine paying good money to see the Birmingham Royal Ballet perform Swan Lake at Sadler’s Wells, only for the dancers to be rooted to the spot throughout the performance. Static. Unmoving. You’d demand a refund.
In ballet, beauty springs from movement and choreographers think long and hard about how dancers use the full extent of the stage, where they position themselves in relation to one another and the audience and which steps to take – a pas de deux maybe or a pas de chat.
And so it should be in presentations, with speakers giving similar consideration to the choreography of their performances. Now I’m not suggesting for one minute that this means pulling on a pink tutu and sashaying across the boardroom floor but simply injecting some more modest, naturalistic movement into your presentation in a way that compliments your words – energises them even – rather than detracts from them.
Don’t mess with my tutu
Too many presenters I’ve seen (or rather haven’t) stay hidden behind the lectern throughout. And those who do show us their legs often pace nervously up and down an imaginary track and I end up worrying more about the carpet than I do listening to what’s being said.
I get why presenters stay close to the lectern. It’s where their notes are and, looking out at the sea of faces that is the audience, they fret that if they swim too far from this presentational lifebelt they’ll end up drowning. Trouble is that, in a big auditorium in particular, the lectern is usually stage left or right which means you’re closer to one side of the audience than the other. And while the extra distance between you and those opposite may not be an obvious distraction, subconsciously at least, it may leave those farthest away feeling somehow left out.
Mind the gap
And so it is with the people in the cheap seats at the back, again, of the bigger venues. They can feel ignored if you don’t do something to literally or metaphorically close the gap between you and them. Literally closing the gap might mean coming down off the stage (with a radio microphone if the event is that big), walking along the aisle to the back of the auditorium and delivering a section of your talk from there. Metaphorical gap closers include spoken ones – “can you hear me alright back there?” – and unspoken ones such as making eye contact with people in all quadrants of the audience, not just those closest to you. A really good tip I was given years ago is to divide the audience into quarters (or sixths in bigger venues), pick a friendly face in each section (front left, front right, middle left, middle right, etc.) and make eye contact with them periodically. Because of something called parallax it appears as if you’re looking at everybody in each section rather than just one.
Come out come out wherever you are
Now in order to feel comfortable moving away from that lectern or desk and your notes means weaning yourself off those notes, so I’ll make that the subject of another post. But before that let’s explore the consequences of too much movement.
Carpets have feelings too
I’ve written elsewhere about nervousness and posted a 10 point plan for tackling it. Suffice to say that when our mind is racing our body often follows suit. So we pace up and down. And for the audience it can be a bit like watching a game of tennis where we’re the ball and their eyes swivel from left to right and back again ad nauseam which, in Latin incidentally, means literally ‘to sickness.’ Remember audiences (and carpets for that matter) have feelings so don’t overdo the movement. With practice it’ll become instinctive. Just as the movement does for those ballerinas.
Form and function
If too much movement can be distracting, it follows that the right amount can be attracting. What we should aspire to then is movement that is meaningful. Meaningful because it grabs the audience’s attention; gives people a chance to move around in their seats (and so prevents deep vein thrombosis); adds value to your words. By adding value I mean that your movement is actually making a point. Let me explain by giving a real life example.
A Third Sector presentation I recently helped choreograph was designed to get people to stop and think about the scourge of rough sleeping. The words went something like this…
“You’re walking down the street. It’s like a minefield. You’re navigating around other pedestrians who’re paying more attention to their mobile phones than the pavement ahead. Picking a route that avoids the beggars who are up. And tip toeing past the rough sleepers who’re down.”
Now these words could have been delivered statically from behind a lectern. But I’d argue they had twice the impact because they were delivered while the presenter was walking along an imaginary pavement, the actions mirroring the words.
Actions speak louder than words
If you want your audience to stop and think about the point you’ve just made, stop and think yourself. If you want your audience to take action, be active. If your presentation needs a moment of reflection, of quiet contemplation, then slow down and stop. If you’re excited, look excited. And, of course, sound excited. Which brings me on to a subject for a future post – musicology, or how to use your voice as a musical instrument and play all the right notes in your next presentation.