Elements of Great Public Speaking: How to Be Calm, Confident, and Compelling By J. Lyman Macinnis
BOOK: How to look, sound, and act like someone worth listening to.
New Art of Public Speaking By David Garfinkel, Dale Carnegie
BOOK: An easy-to-use, in-depth, fun-to-read guide on speaking to inform, educate and convince.
Fast Company
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Effectively Influencing Up
by Marshall Goldsmith
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“The great majority of people tend to focus downward. They are occupied with efforts rather than results. They worry over what the organization and their superiors ‘owe’ them and should do for them. And they are conscious above all of the authority they ‘should have’. As a result they render themselves ineffectual”. - Peter Drucker
• Focus on contribution to the larger good – not just the achievement of your objectives.
An effective salesperson would never say to a customer, “You need to buy this product, because if you don’t, I won’t achieve my objectives!”
Effective salespeople relate to the needs of the buyers, not to their own needs. In the same way effective upward influencers relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing up, focus on the impact of the decision on the overall corporation. In most cases the needs of the unit and the needs of the corporation are directly connected. In some cases they are not. Don’t assume that executives can automatically “make the connection” between the benefit to your unit and the benefit to the larger corporation.
• Strive to win the “big battles” – don’t waste your energy and “psychological capital” on trivial points.
Executive’s time is very limited. Do a thorough analysis of ideas before “challenging the system”. Don’t waste time on issues that will only have a negligible impact on results. Focus on issues that will make a real difference. Be willing to “lose” on small points.
Be especially sensitive to the need to win trivial non-business arguments on things like restaurants, sports teams or cars. People become more annoyed with us for having to be “right” on trivia than our need to be right on important business points. You are paid to do what makes a difference and to win on important issues. You are not paid to win arguments on the relative quality of athletic teams.
• Present a realistic “cost-benefit” analysis of your ideas – don’t just sell benefits.
Every organization has limited resources, time and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that something else may have to be sacrificed in order to have your idea implemented.
By getting ready for a realistic discussion of costs, you can “prepare for objections” to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan may outweigh the costs.
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