Speak Like a CEO: Secrets for Commanding Attention and Getting Results

By on June 12th, 2010

summary of the book by Suzanne Bates.

Personal note: I detest the examples given by Ms. Bates in this book from her personal life. She makes great leadership points but her anecdotes from her personal life are IRRELEVANT and that is giving more credit than I want to. Still, there is substance behind the poor form.

  • Introduction
    1. Leaders who communicate well succeed because they can also articulate vision, share wisdom and motivate others to action.
    2. This book doesnt emphasize one particular path – you have to be genuine and find your voice.
  • Part 1: The Secrets – What CEOs and Leaders know
    1. What it means to speak like a CEO
      • The role of the CEO, the daily routine, is speaking and listening. The spotlight is always on you. The cost of poor communication is too steep.
      • The Leadership Value System: Integrity, Vision, Listening, Giving Feedback, Emotional Intelligence, Clarity, Knowledge and Intelligence, Managerial Skills, Follow-Through, Humility.
      • The Natural Born Speaker is a Myth – you CAN learn to speak like a CEO.
      • What it takes to speak well – you have to know your subject, and you cannot be predictable.
      • Speaking like a CEO is really all about projecting a set of qualities that people look for in leaders, and doing it in your unique voice and style.
    2. Eight Secrets of Successful CEOs and Leaders who speak well
      • Your first focus must be content. Technical skill alone is not enough. Your first concern should be what you say and then how you can make it clear and compelling. Without a powerful message, you’re just a speaker, not a leader.
      • 1. Talk about big ideas
      • 2. Speak in the moment
      • 3. Keep it Simple
      • 4. Be a Straight Shooter
      • 5. Be an Optimist
      • 6. Focus on the Future
      • 7. Be Real
      • 8. Stand for Something
    3. You are as good as you decide to be
      • Make it a “game” – set your own rules, goals, etc.
      • Say “Yes” to Public Speaking – many people avoid public speaking if they can – this is wrong.
      • Invest in Yourself – spend the money/time to develop your skills
      • Communicate Regularly – CEO sent company email every Friday.
      • Start Telling Stories – this is a great skill in presentations, makes you comfortable at center of attention
    4. What you can learn from ten thousand leaders and working on TV for 20 years
      • Lesson 1: Expect the Expected – anecdote of Ted Kennedy not knowing why he was running for president
      • Lesson 2: If your Heart is beating fast, it’s usually a great opportunity – Use anxiety to improve your performance, seize the moment
      • Lesson 3: Walk on Stage as if You Belong There – give the impression that you’re comfortable, not arrogant.
      • Lesson 4: Keep the Worst-Case Scenario in Mind – Have a contingency plan – how to deal with media in crisis
      • Lesson 5: The Good News is: There is Bad News – People accept mistakes if you make an apology – they hate avoidance.
      • Lesson 6: Polish Your Professional Image – you must fit in and be appropriate wherever you go
      • Lesson 7: Know When Enough Is Enough – Don’t get carried away with the sound of your own voice.
    5. The 8 most frequent mistakes people make in front of crowds and cameras
      • 1: Underestimating the Importance of Public Speaking to your Career
      • 2: Winging important Speeches, Presentations, or Media Interviews
      • 3: Leaving it all to the Speechwriters.
      • 4: Not Answering the Question – People CAN handle the truth
      • 5: Forgetting the Audience – Thank the important people
      • 6: Blowing the Easy Questions
      • 7: Not Knowing When to Hold ‘em and when to Fold ‘em – Few people will criticize you for giving a speech that is too short
      • 8: Forgetting the Humor – You have to get off to a good start. Audiences want to laugh and have fun.
    6. The Authenticity Gap: Why the Real You must shine through
      • If you don’t appear or sound genuine, people pick up on it and tend not to trust you or listen to what you have to say.
      • How to close the gap? If you’re from Texas, you talk like a Texan. Let a bit of you shine through. You only need to adapt your message to the interests of the audience.
      • People don’t tell you what they really think – if you want to know you have to ask, and show that you really want to know.
      • Behaviors that make a CEO authentic – Share Your Beliefs, Talk about your Values, Be Candid, Reveal Professional Challenges, Be Consistent, Share, Honor Your Roots, have Fun
    7. Taking stock: How do your skills add up?
      • The Six Step Self-Assessment:
      • 1. Tape-record a speech or presentation either live or in a practice session.
      • 2. Review the videotape using the Videotape Work Sheet (list out What I Like and What needs Work)
      • 3. Ask a coach or trusted adviser to watch the tape and assess it.
      • 4. Complete the Personal Assessment Questionnaire, writing out the answers.
      • 5. Ask friends/colleagues to complete the Trusted Adviser Survey.
      • 6. Create your Personal Balance Sheet, listing down strengths vs needs.
      • Videotape Work Sheet: Content Guidelines -
        1. Interesting opening that gets attention
        2. Effectively sets tone, mood, expectations
        3. Clear, compelling idea or concepts
        4. Organized material
        5. Conversational
        6. No jargon
        7. Colorful words
        8. Strong vocabulary
        9. Descriptive phrases
        10. Focuses on audience interests
        11. Valuable information
        12. Good Stories and anecdotes
        13. Interesting, relevant facts
        14. Good use of humor
        15. Current events or news
        16. Effective handouts or visuals
      • Videotape Work Sheet: Style Guidelines -
        1. Posture
        2. Eye contact
        3. Smile
        4. Facial expression
        5. Body language
        6. Movement
        7. Gestures
        8. Attire and grooming
        9. Hairstyle
        10. Accessories
        11. Energy and enthusiasm
        12. Comfort level
        13. “Belongs on the stage”
        14. Voice quality
        15. Inflection
        16. Tone
        17. Pace
        18. Pronunciation/diction/accent
        19. Effective pauses
        20. No vocal habits (um ,uh)
        21. Phrasing
      • Personal Assessment Questionnaire -
        1. What are my strengths in communication?
        2. What do others tell me they like about my communication style?
        3. When am I most comfortable talking to other people?
        4. Who are my best “audiences”?
        5. What are my weaknesses as a communicator?
        6. Presentation skills evaluation – pros and cons.
        7. Keynote speeches – pros and cons
        8. Conversation skills – pros and cons.
        9. Skill at leading meetings – pros and cons
        10. Listening skills – pros and cons
        11. What have I always avoided doing regarding communication?
        12. What are the consequences of my avoidance?
        13. What conditions in my professional life have kept me from addressing these issues?
        14. What would it actually take to improve?
        15. What would be the benefits of improving?
        16. What kind of commitment am I willing to make for this process?
        17. What are the outcomes I expect?
        18. How will I know I have succeeded?
      • Trusted Adviser Survey – Dear Friend, This questionnaire is a tool that I am using to build communication skills. I value your opinion and hope that you will provide me with candid constructive feedback on my strengths and needs. Please write brief answers to the questions below. There is also a space at the bottom of the survey for general comments.
        1. What do you see as my strengths in communicating?
        2. Can you give me a specific example?
        3. What areas of communication need further development?
        4. Please give me a specific example.
        5. What is the consequence of not developing this area?
        6. How do you believe other people react to this?
        7. What would be the best way for me to address this need?
        8. What other areas of communication could I work on?
        9. Why are those important?
        10. Please rate my skills in these specific areas – Presentations, Speeches, Leading Meetings, Conversation, Listening, Writing
        11. Please tell me how I do with these groups – Direct reports, Colleagues, Board of Directors, Customers, Industry analysts, Reporters and editors, Other constituencies
        12. Assess my executive presence such as – Posture and body language, wardrobe and style, personal grooming, office decor and environment
        13. What else do I need to know in order to grow?
        14. Are there any other comments you have that would contribute to my work?
    8. Creating a Plan: Leaders know its the Way to get Farther, Faster
      • Failing to plan – without a plan, “someday” never comes.
      • Creating the Plan – put in time each week – results keep you motivated.
      • You will not learn to speak overnight
      • Set Goals – review personal balance sheet
      • Note Events – review calendar for speaking opportunities, especially challenging ones.
      • Create a Project Folder for Each Event – including a to-do list for that project only. Example todo list includes Research (fresh ideas, cutting-edge thinking), Preparation (organizing, writing, editing the big idea, three main points, questions audience may have, a story, talking points, graphs for slides), Practice (out loud, using mirror, recording, timing, with friend), Assemble a team, Hire a Coach
  • Part 2: The Situations – A Survival Guide for the Events Where You Must Speak and Be Great
    1. Speeches
      • One clear theme, one topic.
      • Usually three main points.
      • Short words are better than long ones.
      • Stories (suspense, conflict (with well-placed details), humor, introducing topic), Talking about your Audience (tell stories about members of the audience, pay tribute to them), Humor (devices = sarcastically stating the opposite, and exaggerating circumstances), Analogies (“A boycot is voting with your wallet”), Startling facts, Anecdotes (esp to bring facts and figures to life), Current Events
      • Speaking Tips: 1) Find Authentic Personal Style of Expression, 2) Body Language, 3) Facial Expressions, 4) Gestures, 5) Voice (watch the monotone, volume, awkward word choices), 6) Phrasing, 7) Appearance, 8) Not Memorizing, 9) Teleprompter
    2. Presentations
      • Focus on informing, provoking discussion, creating debate, enhancing decisions, selling products
      • 1) Write down your topic and describe your audience
      • 2) Write down your agenda – everything you want people to know, info they should have, what you hope to persuade them to do, what action you would like them to take
      • 3) Write their agenda – why are they there, what is keeping them awake at night? what questions do they want you to answer?
      • 4) Compare agendas – throw out your agenda.
      • Quick Prep for Presentations: What is this project or activity? Why are we considering it? What are the disadvantages/advantage? What’s it going to cost? How did you come up with your recommendation? What makes you think it’ll work? What alternatives are there? What does this group need to decide? How will we measure success? What’s the next step?
      • Powerpoint – max six bullets per slide, six words per bullet.
      • Be aware of how you say things, use humor throughout, use inclusive language, be a little unpredictable, wording matters (used car vs “preowned”), using catchphrases, using visuals/pictures,
    3. Q&A Sessions: Thinking on Your Feet
      • Four Rules for Q&A Sessions: Be calm, Be honest, Be available (stay to answer everyone’s questions), Be open-minded.
      • The 98 percent solution – write down the worst questions – that ones that you don’t want to answer – start drafting your answers. See if you need more information. Spend time phrasing the answer exactly as you would like to deliver it.
      • The four types of tough questions – the False Alternative (giving you two equally wrong answers to choose from – refuse to accept either and go to the root of the question), the Irrelevant Question (don’t appear dismissive, but suggest when might be more appropriate for discussing the topic), the Hypothetical (respect the questioner but point out that the situation is hypothetical – not likely, too far in future, or impossible to predict), the Anonymous Source/Rumor (tell the truth, but deflect anything that is pure gossip)
      • Unanticipated Question (What is your opinion of Big Bird?) – deal by 1) Repeating the End of the Question and 2) Making a Qualifying/Opinion Statement (ie. the best thing about…, what excites me about… the most distressing thing is… the one thing you must know is…)
      • Be gracious, positive, brief, complete, specific, strategic.
    4. Media Interviews
      • What’s news – reporters are looking for: Timeliness, Trends, Controversy, Expertise, Strong Opinions, Fresh angles, Broad appeal
      • Interview questions – use 98 Percent solution and Unanticipated Question methods
      • Be Responsive – when reporters call you should respond somehow.
      • Prepare talking points – you want o convey two or three primary messages
      • Flag your messages – “the most valuable lesson here is…” and Bridge from what the interviewer has raised to a point you want to emphasize “we’re happy to report…”
      • Be Brief
      • Never say No Comment, but know the difference between knowing and saying – don’t say to much.
      • You’re always on the record – PR people can only correct factual errors
      • Don’t Overreact – avoid engaging in hostility, and be patient – reporters are generalist
      • Handling a media crisis – give an interview as soon as possible so you can control the message even if the news is not great.
      • Rules of Crisis Communication – Anticipate issues, get out front, act; don’t react, be visible, tell the truth, fully inform spokespersons, talk directly with stakeholders, express empathy and concern, take responsibility, don’t delay
    5. Leading Meetings
      • Meeting Leader Competencies – Writing a good, working agenda, Identifying issues before the meeting, Getting buy-in from stakeholders in advance, encouraging discussion and participation, starting, staying, and ending on time, managing conflict, actively listening, summarizing points, building consensus, motivating others, creating accountability.
      • Premeeting Decisions – Should we have a meeting? (What can be handled without a meeting, what would happen if we did not have the meeting/postponed?) Who should be at the meeting (Who has info we need? Who needs to make decisions? Who needs to execute the plan? Who else is absolutely essential? Nobody should be there to observe/learn/kept in the loop – should have contributions.)
      • Creating an Agenda – It sets expectations, keeps meetings on track, creates accountability. Tips – Give the meeting a title, describe the purpose, name participants, state briefly aspects of each pertinent issue, delineate impending decisions, write in time limit for each item, include hidden agenda items that could derail meeting, distribute reading materials in advance of agenda, confirm participants received agenda 24h in advance, allow time for participation and discussion
      • Premeeting Communication – Let attendees know whats happening, Get feedback on issues of concern, Pose questions, Gather information, Uncover new issues, Discuss options, Reach agreement about an approach or action.
      • Ask: Who can help you and why? Who can undermine the meeting’s mission and why? What questions do you need to ask each attendee? What will you do with the info you obtain?
      • Encourage Participation – cannot let a few individuals dominate the conversation – ask quiet ones what they think, take a vote with no abstains
      • Stimulate Discussion – Whats your reaction.. whats your view of.. What are some other ideas.. How could we…
      • Manage Time – Don’t start late/end late/waste time in between
      • Promoting Positive Conflict – Create a safe, open environment, encourage all participants to speak up, use decision devices such as pros and cons, eval sheets, and grids, set the ground rules and enforce them.
      • Managing Negative Conflict – Listen to views, Identify common goals, Build agreements, Avoid placing blame, Depersonalize through your own words, Look for a winwin outcome, Communicate respect, Use a positive tone, If conflict persists, take isue off-line, Maintain zero tolerance for personal attacks
      • Summarize Effectively – take notes, mentally capture key words, repeat key words, put individual ideas in context of whole discussion, create analogies/names for central ideas
      • Get to consensus – the resolution of conflict in a way acceptable to majority of participants – Define the issue, Wait until others have spoken before offering your opinion, Encourage creative brainstorming, Assume responsibility for narrowing the options, Refrain from dominating discussion, Ask probing questions, Discuss conflicts until issues completely understood by everyone, Analyze and evaluate what you have learned, Summarize what has been said, Call for/make a decision
      • Dealing with difficult people – acknowledge the issue one-on-one before the meeting, allow them to vent or discuss – point out the behavior you appreciate.
      • Controlling Side meetings – look at them until they stop.
      • Be open to bad news – don’t give bad consequences to people who bring bad news
      • Shake things up – different leader facilitates each meeting – changing when and where you meet.
      • Adopt the one-page memo, Give Nagging rights to employees to remind management of ignoring core values, Call on Everyone for an “idea of the day”, Throw your cares away – write problems down and throw away or pass around for quick suggestions
    6. Conversations
      • When you become CEO, conversations change – people start choosing their words, or choosing to say nothing at all
      • Make time to talk to people even if it’s only for a minute. Have “genuine curiosity” – an interest in people and their ideas.
      • Its not so important how you start a conversation – just start it. Probing questions like “Why did you decide to..” and “How did you feel when..” take it to a deeper level.
      • Practice active listening, and find common ground
      • Moving from social topics to business – just ask things like “What are some of the challenges facing your industry now? How long have you been with your current firm?”
      • Be informed – current events, politics, sports, entertainment, travel
      • Ask advice – people are flattered if you do. For example, if they just talked about their vacation, ask them where you should go
      • Make a graceful exit – social conversation is between 5-10 minutes. Rules: Keep the goodbye short and simple, Make the other person feel great, If you don’t want to follow up just end it there, Don’t make an excuse to go to the restroom, bar, anywhere else the person can follow, always shake hands at goodbye.
  • Part 3: The Strategies – Become a Great Speaker by Making a Plan and Working It
    1. Ten Things you can do to guarantee Success
      • Work on your speaking
      • Delegate, Delete, or Delay in order to find time to practice speaking.
      • Assemble your team – to help you improve – coach, trainer, mentor, wardrobe consultant, comedy writer, fitness trainer
      • Treat coaching session like a fitness program
      • Get in top Physical condition – it says you are disciplined.
      • Push yourself with stretch goals in your coaching program – eg speaking without notes, using a prop, telling a funny story about yourself
      • Don’t stop – “if you are going through hell, keep going”
      • Believe you can do it
      • Enjoy speaking
      • Take time to celebrate a win
    2. Five Coaching Plans
      • Keynote Speaking
      • Presentation Skills
      • Media Training
      • Presentations, Speech, Media
      • Leadership Communication Skills
  • Appendix A: Checklists
    1. as above
  • Appendix B: FAQs
    1. How can I avoid being misquoted? Learn to flag important messages, speak clearly, and repeat your main messages
    2. What should I look for in a coach? Professional experience, client list, references, books, articles. Interview to see if you connect. Discuss methods, assess person’s ability to provide honest constructive feedback.
  • Appendix C: Resources
    1. Toastmasters
  • Appendix D: Communication and Lincoln
  • Appendix E: The Gettysburg Address
I'm reading this a bit too early

I'm reading this a bit too early

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