Right Attitudes

Ideas for Impact

Archives for November 2007

Inspirational Quotations #196

By Leave a Comment

I don’t care how much you know until I know how much you care.
—Unknown

If you judge people, you have no time to love them.
—Mother Teresa (Albanian Catholic Humanitarian)

A bird doesn’t sing because it has an answer, it sings because it has a song.
—Maya Angelou (American Poet)

It is not enough to fight. It is the spirit which we bring to the fight that decides the issue. It is morale that wins the victory.
—George Marshall (American Military Leader)

Anger is the most impotent of passions.—It affects nothing it goes about, and hurts the one who is possessed by it more than the one against whom it is directed.
—Edward Hyde, 1st Earl of Clarendon

Dharma means the natural state or condition of beings and things, what sustains, the law of their being, what is right for them to be, the very stuff of their being.
—S. N. Tandon

Oh, the comfort—the inexpressible comfort of feeling safe with a person—having neither to weigh thoughts nor measure words, but pouring them all right out, just as they are, chaff and grain together; certain that a faithful hand will take and sift them, keep what is worth keeping, and then with the breath of kindness blow the rest away.
—Dinah Craik (English Novelist)

A bird does not sing because he has an answer. He sings because he has a song.
—Joan Walsh Anglund

The one important thing I have learned over the years is the difference between taking one’s work seriously and taking one’s self seriously. The first is imperative and the second is disastrous.
—Margot Fonteyn

Life seems but a quick succession of busy nothings.
—Jane Austen (English Novelist)

Establish Credibility for Persuasion

By Leave a Comment

‘Facts bridge the credibility gap.’

In “The McKinsey Way,” author Ethan M. Rasiel presents numerous insights to problem solving, analytical reasoning and effective communication practiced by consultants from McKinsey & Company, one of the foremost management-consulting firms.

When a typical associate joins McKinsey & Company, she “will have graduated near the top of her college class, spent two or three years working for a large company, then received her MBA from a top business school. She will be in her mid- to late-twenties. On her first engagement, she may have to present her analysis to the CEO of a Fortune 50 company, who will not give much credence to what some newly minted, 27-year-old MBA has to say—unless she has an overwhelming weight of facts to back her up. This is just as true for a junior executive presenting a proposal to his boss.

Call for Action

One of the primary facets of our work is to sell ideas—to lead and persuade an audience to appreciate our arguments or our perceptions on a certain topic or problem.

Credibility is the cornerstone of persuasive communication. Many of us mistakenly presume that credibility is an entitlement—a function of our positions or affiliations. We fail to realise that credibility is a virtue we earn and preserve over time.

Establishing Credibility with Research

The single most effective approach to establishing credibility is to demonstrate concrete foundations to our proposed thoughts—to draw on meaningful information and deduce concrete inferences in support of our positions.

  • Collect facts and data from reliable sources. Interpret data and demonstrate its relevance. Deduce and structure your arguments in a logical manner to lead people to draw conclusions you would like them to.
  • Include particulars (data, analyses, information) of your background work in an appendix to your presentation or report.
  • Consider your position from every angle and prepare to answer questions. Address counter-arguments in your communication: “Some of you may argue that… Let me assess the risk and suggest a contingency plan.”

Bear in mind that people trust a person’s thoughts so long as they trust the underlying research.

Wondering what to read next?

  1. Here’s a Tactic to Sell Change: As a Natural Progression
  2. Honest Commitments: Saying ‘No’ is Kindness
  3. How to … Make a Memorable Elevator Speech
  4. Become a Smart, Restrained Communicator Like Benjamin Franklin
  5. Benefits, Not Boasts

Inspirational Quotations #195

By Leave a Comment

Failure is the opportunity to begin again more intelligently.
—Moshe Arens

Accountability starts with yourself. “I am responsible.”
—Rudy Giuliani (American Politician)

Every human mind is a great slumbering power until awakened by a keen desire and by definite resolution to do.
—Edgar V. Roberts

There’s no scarcity of opportunity to make a living at what you love. There is only a scarcity of resolve to make it happen.
—Wayne Dyer (American Motivational Writer)

When a man begins to understand himself he begins to live. When he begins to live he begins to understand his fellow men.
—Noruin G. McGranahan

Doubt is the vestibule which all must pass before they can enter the temple of wisdom.—When we are in doubt and puzzle out the truth by our own exertions, we have gained something that will stay by us and will serve us again.—But if to avoid the trouble of the search we avail ourselves of the superior information of a friend, such knowledge will not remain with us; we have not bought, but borrowed it.
—Charles Caleb Colton (English Angelic Priest)

Real generosity is doing something nice for someone who’ll never find out.
—Frank A. Clark

No matter what I do, someone is going to hate me for it, so I might as well do it anyways.
—Unknown

One who fears failure limits his activities. Failure is only the opportunity more intelligently to begin again.
—Henry Ford (American Businessperson)

In spite of all wanderings, happiness is always found within a narrow compass and among objects which lie within our immediate reach.
—Edward Bulwer-Lytton, 1st Baron Lytton (English Poet)

We can only learn to love by loving.
—Iris Murdoch (English Novelist)

Let a man strive to purify his thoughts. What a man thinketh, that is he; this is the eternal mystery. Dwelling within himself with thoughts serene, he will obtain imperishable happiness. Man becomes that of which he thinks.
—The Upanishads

Inspirational Quotations #194

By Leave a Comment

Be brave. Even if you’re not, pretend to be. No one can tell the difference.
—Unknown

There is nothing so comfortable as money, but nothing so defiling if it be come by unworthily; nothing so comfortable, but nothing so noxious if the mind be allowed to dwell upon it constantly. If a man have enough, let him spend it freely. If he wants it, let him earn it honestly.
—Anonymous

Pain is inevitable but suffering is your own decision.
—M. Kathleen Casey

Never let the fear of striking out get in your way.
—Babe Ruth (American Sportsperson)

When you judge others, you are revealing your own fears and prejudices.
—H. Jackson Brown, Jr. (American Author)

Talent is that which is in a man’s power; genius is that in whose power a man is.
—James Russell Lowell (American Poet)

Flowers are the sweetest things God ever made, and forgot to put a soul into.
—Henry Ward Beecher (American Protestant Clergyman)

Live, love, laugh.
—Anonymous

Joy increases as you give it, and diminishes as you try to keep it for yourself. In giving it, you will accumulate a deposit of joy greater than you ever believed possible.
—Norman Vincent Peale (American Clergyman, Self-Help Author)

The key is not to prioritize your schedule, but to schedule your priorities. Do the important things first – because where you are headed is more important than how fast you are going.
—Stephen Covey (American Management Consultant)

What comes first, the compass or the clock? Before one can truly manage time (the clock), it is important to know where you are going, what your priorities and goals are, in which direction you are headed (the compass). Where you are headed is more important than how fast you are going. Rather than always focusing on what’s urgent, learn to focus on what is really important.
—Unknown

Etiquette: Protocol of Introducing People

By 38 Comments

The purpose of introducing people is to give them an opportunity to know each other. Beyond just stating names of the two parties, the person making the introduction is often obligated to establish an acquaintance and help the two parties initiate a conversation.

The Art of Making Introductions: Four Steps

The basic protocol of introductions calls for introducing the ‘lesser-ranking’ (socially, professionally, by age or seniority) to the ‘higher-ranking’ person. Here are four steps:

  1. First, state the name of the person being introduced to. This is the ‘higher-ranking’ person.
  2. Second, say “I would like to introduce” or, “please meet” or, “this is,” etc.
  3. Third, state the name of the person being introduced. This is the ‘lower-ranking’ person.
  4. Finally, offer some details about each, as appropriate. As I wrote in a previous article, add a snippet of information about a topic of common interest between the two parties. Do not elaborate. This will help them connect and pursue a conversation.

The foremost principle of etiquette for making introductions lies in understanding reverence and respect. Here are some guidelines.

Higher Ranking Person Lower Ranking Person Example: Introduce lower-ranking person to higher-ranking person
An older person A younger person “Grandma, this is my neighbour, John”
A senior professional A junior professional “Mrs. President, this is Mr. Analyst”
A customer A team of employees “Mr. Customer, this is my sales team”
A guest A host “Ms. New Yorker, this is my daughter, Sarah”
A guest from out-of-town A local guest “Mr. Australian, this is my neighbour Janet”
Peer from another company Peer from your company “Mr. IBMer, this is Ms. Edwards”

When introducing people of equal seniority or status, you may introduce either person to the other.

Making Introductions: A Few Examples

  • Introduce a younger person to an older person. “Grandma, please meet Alicia and Carlos, my neighbors.”
  • Introduce a relatively junior professional to a senior professional. “Ms. Director, I would like to introduce Mr. Nakamura, the Chief Product Architect for our software division.”
  • Introduce an employee to a customer. “Mr. Sung, I would like to introduce our plastics engineering team. This is Mark Smith, Jessica Ramos and Liang Zhu. All three participated in last week’s teleconference regarding product definition.”
  • Introduce a host to a guest. “Elaine, I don’t think you have met my daughter, Anna. Anna arranged for all the food at this festival party. Anna, Elaine is my Project Manager.”
  • Introduce a local guest to a guest from out-of-town. “Charlie, this is Debbie. Debbie is my colleague from work. Debbie, Charlie is visiting me from New York. We shared an apartment when we were at Columbia together.”
  • Introduce a peer from your company to a peer from another organization. “Melissa, I would like you to meet Steve, our Systems Engineer. Steve, Melissa Hoffmann is from Marketing. She is our Account Manager for Wal-Mart.”

Gender Distinction

Customarily, a number of people introduce a man to a woman out of respect, regardless of the guidelines presented above.

When introducing a man and a woman at work, consider their positions and seniorities alone. Outside of work, it may be more appropriate to introduce a man to a woman, in contradiction to the above guidelines. Be judicious and sensitive.

Concluding Thoughts

Many people have difficulty introducing people to one another and helping initiate a conversation. With some practice and a sense of social and/or professional ranking, you too can master the art of introduction.

Wondering what to read next?

  1. What’s Wrong With Giving Advice
  2. The Sensitivity of Politics in Today’s Contentious Climate
  3. Witty Comebacks and Smart Responses for Nosy People
  4. How to Be a Great Conversationalist: Ask for Stories
  5. Silence Speaks Louder in Conversations

An Essential Secret of Great Speakers: Pauses in Talking

By Leave a Comment

Seven Steps to Better Presentations

Jeffrey Veen of Adaptive Path, and now, Google, lists seven steps for better presentations here. Here is a summary.

  1. Tell stories
  2. Show picture and use good metaphors
  3. Don’t apologize for something out of order or for a mistake.
  4. Start strong
  5. End strong too
  6. Stand away from the podium and out from behind the presenter table
  7. Pause while speaking

Pausing While Speaking

Often, speakers and presenters talk quickly—sometimes to an extent that the audience cannot clearly understand the speakers’ words. Perhaps these speakers are nervous. Or, they may be excited about their speeches and hence, are in a rush to express their ideas.

An effective speaker uses lots of pauses in speeches. By pausing after important segments along a speech, a speaker can gather his/her thoughts. And, the audience gets a chance to absorb the contents of the speech.

On the other hand, some speakers tend to be slow, especially if they are contemplative. These speakers quickly lose the attention of the audience.

How to Improve Pausing in Speaking

  1. While listening to radio or watching television, observe the speeches of newsreaders, stand-up comedians, broadcasters or background-narrators. Observe how they pause along their talking.
  2. Choose a few newspaper- or magazine-articles and read them out aloud as you would in a speech. At each punctuation mark—a comma, period, semicolon, etc., —pause before you proceed to the next phrase or sentence. Record your speech on a tape-recorder or on your computer (use Audacity software, a freeware) and review.
  3. As you prepare for an important presentation or speech, write down the entire text of your speech with plenty of punctuations. Practice your speech, record and review.

Concluding Thoughts

Audiences typically remember a very small portion of what they hear in speeches and presentations. By using plenty of pauses and pacing yourself, you can improve your ability to articulate and help your audience appreciate your thoughts.

Wondering what to read next?

  1. Unlock the Power of Communication: Start with the End in Mind!
  2. Presentation Skills #4: On Handouts
  3. Avoid the Lectern in Presentations
  4. Why They Don’t Understand You and What to Do About It
  5. A Little-Known Public-Speaking Tip