I received a call a few weeks ago from an HR business partner at a large construction company. She was looking for someone to support the soon-to-be CEO in preparation for his first board presentation. She explained that this person needed major help with his public speaking skills because he was moving into the role of CEO and was terrified of public speaking. Apparently, he had come up from the ranks, was a seasoned, knowledgeable and well respected leader, and clearly was the perfect person for the position. But knowing that public speaking would now be a required cornerstone of his new job, he almost decided not to take it.

This is not the first time I’ve heard this story. Public speaking is a big challenge for a lot of people, and it doesn’t matter if you’re a C-level executive or a new supervisor. As part of my initial assessment I spoke to the new CEO on the phone and watched a video of him speaking. It was clear to me that the HR business partner was not exaggerating the magnitude of the problem.

When I arrived on site to work with him, I found a tense and anxious man who looked exhausted from lack of sleep. He confided that he was a “train wreck.” He spent the entire weekend fretting and almost cancelled our session. He viewed me as a necessary evil and was not looking forward to working with me at all.

After talking with him and providing constant reassurance, we started with the basics. I introduced him to our concept models, showed some good, bad and funny videos, and we shared a few laughs. When it was his turn to stand up and be videotaped, he asked if he could take a short break. Over 30 minutes later he walked back in the room with no explanation. 

I proceeded to work with him on basic physical skills and helped him stop swaying and wringing his hands. Accomplishing just those two things felt like we moved a mountain. Then we worked on his vocal resonance and he learned how to pause, speak slowly and clearly and use inflection. After two days of intense coaching, he was ready for a dry run. When a small team assembled to watch his presentation, everyone was delighted at his progress, his budding confidence, and his newfound strength and ability to engage the group. He too was noticeably pleased at his success, and, when it was over he simply said, “I wish I had done this years ago!”

What keeps you from tackling those burdensome obstacles in your life? Maybe it’s a fear of failure or the belief that it will be too challenging. Perhaps you feel alone and unsupported, or maybe there is just too much going on in your life to make room for something big. At a fundamental level, you may not know how to tackle the problem or even where to begin. Whatever the reasons, the truth is that these kinds of nagging issues produce chronic anxiety and stress. Knowing you need to change something important in your life can clutter your thoughts day in and day out. It makes far more sense to stop everything and deal with the issue so that your peace of mind will return and you will feel more balanced once again.

The story of the CEO reminds me of Goethe’s famous quote:

“Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it.”

So your action step is to do just one thing: be bold, brave, daring, courageous, intrepid, audacious, gallant, valiant. Boldness does not imply that you know exactly what to do to solve the problem; it just means you take a step in the direction of solving it. When you’re stuck like the CEO was, the very first step is always the most important.

Nervousness and public speaking go hand-in-hand. And in all my years as a presentations skills coach, I’ve found that people’s anxiety tends to fall into one of four categories. These four levels reflect a speaker’s comfort level and confidence. Which one best describes you?

• Level 1: Pressured and Petrified: People in this category tend to display the greatest signs of nervousness—visible blushing, perspiration, quivering voice, or shaking hands. They are extremely uncomfortable and deeply afraid, often to the point of paralysis. These individuals generally have little experience speaking to groups, but because of a recent promotion or increased job responsibilities, they are now expected to speak (i.e., the technician who has been moved into the team lead position or the customer service representative who now has to manage others and represent the department). These people have little desire to speak in public, but now are required to do so. With limited confidence they have a great opportunity for personal and professional growth.
• Level 2: Hurried and Harried: These people deal with their fear and discomfort by racing through their material for one specific purpose—to get through it! They are usually familiar with their subject matter but rarely prepare or practice. They like to wing it. Many even believe that their “practice” happens while they are giving their presentation. As a result of their lack of preparation, they “hurry” through their presentation, talking too fast, shifting their weight, avoiding eye contact, and showing other physical signs of nervousness. The good news for this group is that with a few simple changes they can quickly increase their capacity and become more comfortable and effective.
• Level 3: Surprised and Startled: These people have situational nervousness. They are fine in their regular day-to-day presentations, but if asked to perform out of their routine, they experience anxiety and discomfort. However, they typically don’t show their nervousness. In fact, their audience barely picks up on it, but the speaker still feels anxious. These speakers take the time to practice and are generally more prepared than most, but unusual situations cause them to revisit earlier bouts of nerves and agitation. They are often the managers who comfortably lead staff or division meetings, but when asked to speak at an all-hands meeting or at a conference, they become anxious. The good news for these speakers is that they already know how to be comfortable in front of one type of audience, so it’s just a matter of increasing their capacity so that they can be as comfortable in every new situation they encounter.
• Level 4: Eager and Enthusiastic: These are the people who love to speak and do so with ease, taking advantage of every opportunity and stepping up at a moment’s notice. They enjoy the adrenalin rush that speaking provides and ride it to peak performance. These people may be great product evangelists, expert salespeople, senior leaders, marketing and public relations professionals, motivational speakers, and corporate trainers. They have already built a substantial capacity for comfort—and there is still room to grow.

What sets these four groups apart? It usually boils down to just two things: knowledge and experience. Level 4 speakers know what they’re talking about and give presentations frequently. These confident speakers know from experience that preparation and practice are the keys to high performance. They develop powerful content. They prepare, rehearse, and get out there over and over. They have taken the time to build confidence.

Whether you need to give a presentation at a low-key staff meeting for just a few or at a high profile conference for thousands, you can increase your capacity to adapt to the demands of the speaking situation and use your skills and experience to succeed. Every speaker—even you—has the potential to get there!

After two and one-half years as Yahoo’s CEO, Carol Bartz was let go last week. Since then, the media has been having a field day reporting on Bartz’s reaction to the decision. Granted, she may have said a few colorful words and called her former co-board members a less-than-flattering name, but we can’t let that overshadow the reality of her work.

Bartz accomplished quite a bit for Yahoo. She stabilized the company, a big undertaking given where the company was when she took over. She successfully slashed costs and improved profit margins. And while she didn’t improve revenue growth, she really didn’t have the full opportunity to accomplish that goal. As she said in her Fortune interview, “They [the board] were told that we would not have revenue growth until 2012.” So she was knocked out of the race before she had the chance to reach the finish line.

Given those accolades, though, the fact is that she did retaliate in an unprofessional manner. I’ve told clients in every industry and every company that using the F-word is never appropriate. But I wonder…is Bartz being judged too harshly for using a word many men have used publicly, from CEOs to politicians?

In the past, many corporations and board rooms were very much filled with the “good ole boy” mentality. Using the F-word was just part of the culture. And in order to compete, some women stepped into that culture and adopted the communication practices the men used.

While that strategy may have worked in the past, today it’s not a wise move. When you have a global company—when you go outside your organization and into the broader community—your words and actions have greater impact. You’re judged more harshly and have to be more careful. So while I would tell anyone—male or female—to get the F-word out of your vocabulary, I urge women to heed this advice even more so.

Ironically, though, it’s not the F-word that hit Bartz where it hurts. Her description of her former co-board members as “doofuses” is what cost her $10 million, as she had a non-disparagement clause in her contract. This is just one example of why I stress the need for executives and anyone who does public speaking to use distinctive language that’s free of jargon, slang, non-words, and hostile language. When you’re speaking publicly, your vocabulary is crucial. And with today’s speed of information transfer, your words will carry…long and far.

But all this doesn’t mean Bartz can’t make a comeback. Both Bill Clinton and Martha Stewart made remarkable comebacks after their challenging times. So for now, we’ll have to sit back and watch how this one continues to play out. I’m a firm believer that when one door closes, another one opens. So for Bartz, this whole fiasco just may open her up to a world of opportunity.

This blog is part of my Wednesday for Women blog series, where I feature stories, resources and information to help women gain greater influence, power, and confidence in their professional and personal life. Please enjoy these weekly Wednesday blogs and forward them to the powerful women in your life.

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My husband and I celebrated our wedding anniversary in Hawaii last week and went to the beach every day. To me, swimming in a warm ocean, unlike the cold San Francisco waters, is one of life’s greatest pleasures. We spent the majority of our time swimming, snorkeling, and body surfing. But we also had plenty of time for my other favorite beach activity—people-watching. That’s when I discovered the link between public speaking and playing with your kids.

We watched as young families arrived in colorful clothes and weighted down with beach gear. Like all of us do when we arrive at the beach, they laid out their towels, put up chairs and umbrellas, and carved out their space for the day. Then the parents turned their attention to the kids. They lathered them with sunscreen, laid out the snacks and emptied the beach toys. I saw one toddler covered in sun protection from head to toe—sun suit, hat, sunglasses, and even little boots to protect his feet.

Once the sunscreen was applied and the toys assembled, the kids began to play in the sand and dip their toes in the water. That’s when the parents took out their cameras to take pictures—lots and lots of pictures. And then the parents retired to their chairs to sit back and watch the kids play.

There’s nothing wrong with being a fussy parent (I know I was one), but I do see missed opportunities for enjoyment and family bonding when all you do is “fuss” and watch. After all, what are vacations for if not for bonding, closeness, and that all too brief special time that vacations provide to create wonderful experiences and lasting memories?

In my beach time observations I saw one model family. They arrived weighted down like all the others, the kids helping to carry and set up some of the gear. They set up shop, lathered with sunscreen, and did all the requisite fussing. Then the dad scooped up the baby and walked down to the ocean, ushering the other two toddlers who ran beside him. Then he scooped up everyone and headed into the surf. As the waves tumbled around his small brood he never stopped laughing, smiling, tussling, and encouraging. He made it fun and safe for his kids to play in the water. I couldn’t keep my eyes off the energy and joy of this man. And when the mom joined in the fun, he scooped her up too—at one point holding everyone and bouncing in the waves.

This kind of personal energy, leadership, and magnetism was compelling to witness, and in my musings I imagined that this dad was probably a magnanimous public speaker too. I realized in watching this dad that when someone knows how to “play” with their kids, they inherently know how to create trust. They are willing to give generously of their time, energy, and attention—and those are the same ingredients necessary to be a good speaker. Knowing how to create excitement, inspire others, and lead them in an experience—whether enjoying the ocean or supporting an idea—are the same traits.

So if you want to become a better public speaker, take the time to play with your kids.

Recently, I’ve noticed an increasing number of women leaving their corporate jobs in favor of starting their own small business. In one case, the woman was let go, and in several other cases, she left voluntarily. Regardless of why she ventured out on her own, one thing seems consistent: women make great entrepreneurs.

Here are some interesting facts I came across from the National Women’s Business Council:

• There are 7.8 million women-owned businesses in the United States.
• Women-owned firms generate $1.2 trillion in total receipts.
• Women-owned firms employ 7.6 million people across the country with a payroll of $217.6 billion. These employer firms have average receipts of $1.1 million.
• Women-owned businesses make up more than half (52.0%) of all businesses in health care and social assistance.
• The other top industries for women include: educational services (45.9% of all businesses are women-owned), administration and support and waste management and remediation services (37.0%), retail trade (34.4%), and arts, entertainment, and recreation (30.4%).
• Industries with the lowest percent of women-owned businesses include mining, quarrying, and oil and gas extraction (15.0%), transportation and warehousing (11.4%), agriculture, forestry, fishing, and hunting (10.3%), construction (7.9%), and management of companies and enterprises (6.7%).

If you look at the industries where women business owners tend to gravitate—healthcare, social assistance, education, administration, retail, and the arts—you can see a glaring trend. Women do well in industries that are communication based.

Surprising? Not really. Women are, by nature, strong communicators. They know how to build relationships and create strong teams, and they believe that teams are important. No wonder they do so well in fields that require fine-tuned communication skills.

Additionally, the Small Business Administration has reported in recent years that women-owned businesses are far outpacing all other businesses in terms of growth. To me, that means women are choosing businesses that play to their strengths and their passion and are putting their all to making it a success.

As a female business owner myself, I’m obviously happy by these findings. But I think we can do even more. Yes, women are choosing business ownership because they want more control in their life—they want a way to work and stay productive without having to sacrifice family time. But what if they didn’t have to make that choice? What if the fact that women held only 14.4% of Fortune 500 executive officer positions weren’t true? What if women held more than the measly 15.7% of Fortune 500 board seats? And what if women held more than 2.6% of Fortune 500 CEO positions? I believe, as does Harvard Business Review, that having more women in top positions ultimately leads to greater overall success. Why? Because with women participating, a group’s “collective intelligence” rises.

So women, if you’ve ever dreamt about starting your own business, know that you have some natural tendencies that will contribute to your success. And if you’re one who enjoys the corporate culture, push on to make your voice heard in the executive level. Whichever path you choose, know that the business world needs your expertise, your passion, your communication skills, and your unique female success traits.

This blog is part of my Wednesday for Women blog series, where I feature stories, resources and information to help women gain greater influence, power, and confidence in their professional and personal life. Please enjoy these weekly Wednesday blogs and forward them to the powerful women in your life.

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In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey-based management consulting firm, and Aurora, a London-based organization that advances women, identified several characteristics of women leaders. They found that when it comes to leadership, women are stronger than men in several areas. For example, women…

• Are more assertive and persuasive
• Have a stronger need to get things done
• Are more willing to take risks
• Are more empathetic and flexible
• Possess stronger interpersonal skills
• Can “read” situations better
• Make those they lead feel more understood, supported, and valued

Since few people are “natural born leaders,” almost all great leaders—women or men—have had to hone their leadership skills in order to make the greatest impact. And while women do have some natural leadership traits, it’s how well you develop those traits that mark your true leadership ability. 

So if studies indicate that there are particular traits women leaders possess, perhaps it’s time to look in the mirror and assess yourself. If you’re ready to step up to a leadership role, here are a few questions to consider:

Who do you admire? Asking yourself this question is a good place to begin because it helps you identify the characteristics of great women leaders, and because studies show that the characteristics and qualities you admire in others are often latent in you. When I work with executive women, coaching them on communication and presentations skills, I always ask this question because it gives us a reference point and a role model. It also helps us see their potential. So make your list and identify the characteristics. That’s your starting point.

How do you assess your skill level? Once you have identified the characteristics of those you admire, assess yourself against these traits and sort that list into three buckets, “Strengths,”  “Average Skill Areas” and “Development Needs.”

What skills do you want to develop? In reviewing your list, select two characteristics you’d like to work on. They could be from any of your three buckets—strength, average skills area, or development need. Investigate options for learning, coaching, and skill development. If the area seems too big to tackle all at once, use the “Swiss cheese” method and decide how you can poke small holes in the challenge. For example, you may not be able to afford an executive coach but perhaps you can read a book on leadership.

With women holding only 14% of leadership roles in Fortune 500 companies, now is the time for more female leaders to come forth. So no matter what your leadership aspirations are, take the time to hone your leadership skills. We want YOU (yes you!) to lead!

This blog is part of my Wednesday for Women blog series, where I feature stories, resources and information to help women gain greater influence, power, and confidence in their professional and personal life. Please enjoy these weekly Wednesday blogs and forward them to the powerful women in your life.

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Anyone in the public speaking business has likely paused at the news that Steve Jobs has resigned from the iconic Apple Computer. We all knew it was coming, given the serious health issues he has battled since being diagnosed with treatable pancreatic cancer in 2004. But it is a surprise nonetheless.

His career has been nothing short of inspiring. Jobs had been named the most important person in personal technology at the start of his career in 1978, and then again at the end in 2011. Over the years, he has brought a wealth of innovative products to the world that have touched and changed nearly everyone’s life. And though his primary goal wasn’t to inspire presenters, that’s exactly what he did, giving us all a solid roadmap to follow. As sad as having him step down from his role at Apple is, the thought that he will no longer be giving his exciting keynote presentations is even sadder.

I have analyzed Jobs’ speeches many times over the years, and while I have never had the privilege of working with him, I admire that he is such a thoughtful and skillful practitioner of the best public speaking principles. He embodies the core success principles top notch speakers are known for, and he seemingly follows the DeFinis Communications methodology to a T, such as:

Delivery Skills: Jobs has excellent physical presence skills (eye contact, facial expression, posture, gestures, and movement), highly developed vocal resonance (uses his voice carefully, clear pronunciation and enunciation, and effective use of pitch, inflection, rate of speech, and strategic pauses), and a masterful use of distinctive language (uses short sentences never more than eight to thirteen words, chooses exhilarating words that are both powerful and emotional, and keeps his language clean of fillers and unintentional slang). He has the talent for drama, clearly conveying his passion.

Content Development: Jobs clearly understands his audience, and as such, he respects the importance of structuring his presentation’s content for each group he addresses. He defines his purpose and states it clearly and succinctly. He develops a clear beginning, middle, and end. He begins with a strong hook, states his purpose, and then lays out the agenda of his three to five main points. He develops the body of his presentation with a series of touch points, including analogies, metaphors, stories, data, statistics, and humor. And he uses thoughtful, sequential transitions, and ends with a summary, thank you, and final thought—“one last thing.” It’s textbook perfect in every way.

Visual Aids: Jobs’ visual aids are the opposite of the dense eye charts we so often see in typical technical presentations. His slides are image based with large colorful images, one big statistic, or one powerful graphic. He uses these images to augment his key point, not to overshadow it or mute his performance. His slides are exciting and dynamic visual entertainment, with a powerful point.

The Bar Has Been Raised

Jobs has consistently been one of the most powerful and best role models for business speakers in high tech. And he makes public speaking look easy, seamless, and enjoyable. But this is not due to a natural talent. I’ve heard that he works hard to prepare and even harder to rehearse so that every moment is well coordinated. He spends days, not mere hours, in preparation for one of his large main stage product announcements. Indeed, he has set the bar high.

In the only commencement speech he ever gave at Stanford University six years ago, Jobs told the newly minted graduates, “Your time is limited, so don’t waste it living someone else’s life.” That statement is so true for public speakers. While it’s great to use Steve Jobs as a role model for excellent presentation technique, what made him really great was that his technique allowed him and his message to shine through. And he would be the first person to tell you to model his skill, but to develop you own personal spirit and style.

In his resignation letter, Jobs wrote, “Apple’s best days are ahead of it.” While that may seem hard for us to believe today, we know that by stating this, he is preserving his legacy—a legacy of poise, power, and passion.

For most people, hiring a mentor, consultant, or coach is a tough decision. And for women it can sometimes be even tougher. After all, you’re hiring someone to help you look at all aspects of yourself. You want someone to help you address professional and personal challenges so you become stronger, more skilled, more strategic, and just plain better in some way. Whoever you hire is going to see the real you, flaws and all, and that can be scary on many levels.

So how do you choose the right person to help you? What are your criteria? How should you evaluate the person? What’s your checklist?

The foundation of any relationship, especially for women, is trust. While trust is certainly important for men as well, women seem to seek it sooner in the relationship. As such, women often allow their “women’s intuition” or “gut instincts” about a person to shape their decision of whether to work with them…and they do so on the first phone call.

Whether you’re a woman looking for a mentor, consultant, or coach, or you’re a woman who works in one of these roles, following are the top three keys for building a trusting relationship during the first interaction.

• Someone who takes his/her time with you. Obviously, the initial phone call with anyone is much like a sales call. But those consultants who focus on building trust are able to guide the conversation in such a way that it doesn’t sound or feel like a sales call. These people take their time, ask focused questions, really listen to the answers, and encourage the prospect to go deeper into the conversation. The dialog feels natural, not like an on-the-spot interview.
• Someone who uses a neutral tone of voice. People who have a sense of tone—who know how to control their voice—naturally come across as more trusting. Using a neutral tone means the person’s voice is responding neither too strongly nor too lightly. Responding too strongly often makes it sound like the person is overbearing, while responding too lightly makes the person sound disinterested. Controlling your vocal tone so it’s deep, balanced and even puts listeners at ease.
• Someone who is giving of information rather than guarded. Think of this as the difference between offering facts versus offering insights. While knowing such things as how long the consultant has been in business and what types of people he or she works with is important, that kind of information doesn’t always lead to trust. Real trust comes from sharing insights, personal examples, and emotional stories that are relevant to the prospect. The insights don’t have to go into great depth and detail, but they should highlight the quality of the consultant’s expertise.

If trust is the basis for an effective mentoring, consulting, or coaching relationship, then the selection process is indeed very personal. In other words, you can’t hire someone simply because of their experience. And even though it is important to review the person’s references and track record, what is more important in the end is to trust your interaction and your gut instincts. If trust hasn’t been established prior to your working together, you need to pay attention to that. Trust is not a “nice to have.” It’s an essential element for you to have a productive relationship that leads to positive and lasting change.

This blog is part of my Wednesday for Women blog series, where I feature stories, resources and information to help women gain greater influence, power, and confidence in their professional and personal life. Please enjoy these weekly Wednesday blogs and forward them to the powerful women in your life.

Sign up for our monthly newsletter to receive valuable tips, techniques and updates on the latest news and events from DeFinis Communications.

 As you know, every once in a while we enjoy hosting a Blog Carnival. The “carnival” gives our readers a unique opportunity to gain valuable knowledge from numerous authors all in one convenient spot. Today’s offering features top bloggers in their fields who offer timely and thought-provoking tips on every aspect of sales coaching.

Whether you’re a sales manager or a salesperson, the information presented by the expert bloggers in our Blog Carnival will broaden your understanding of this important topic. As an added benefit, you may discover new blogs to follow and develop new professional relationships.

I highly recommend that you spend time learning more about each of our talented bloggers. They have a lot of valuable information to share.

Thank you to all our contributors!

The Secret to Sales Productivity: Customer Data
Ginger Conlon – 1to1Media
The most productive sales people are those with the most current, accurate customer data.

The One Tip that Could Significantly Impact Your Productivity
Mark Hunter – The Sales Hunter
Building a Sales Team That Manages Itself

Execution Based Coaching
Tibor Shanto – The Pipeline
Effective sales coaching process needs to be based on two pillars of sales success.

How to Add Value to Your Sales Offering
Dave Kurlan – Understanding the Sales Force
A look at how to sell and build value.

Improve Sales Performance with 3 “Art of Sales Management” Functions
Dan McDade – PointClear
Sales managers have six basic jobs and they generally fail at  three of them.

5 Ways to Sell More by Getting Organized
Craig Klein – Sell, Sell, Sell!
Time management techniques that you need to implement.

Three Tips to Boost Sales Productivity
Michael W. McLaughlin – Consult This
Sometimes the shortest path to improved productivity is to eliminate what no longer serves you well.

How To Turn Your Salespeople Into Order Takers
Kristin Zhivago – Revenue Journal
Learn how your closing rate can average 90%.

Does the Sales Model Do What We Need It To Do
Sharon Drew Morgan – Sharon Drew Morgan’s Blog
What exactly is “sales” and how must it shift to keep up with our global economy?

Sales Management Math: The Sales Coaching Formula
Bill Eckstrom – EcSELL Institute Sales Leadership Blog
Examining the Sales Performance Equation™.

Sales Coaching: Top Tips for Increased Productivity
Drew Stevens PhD – Stevens Consulting Group
Exploring the most important attributes of a sales coaching relationship.

Productivity Tips from the Field
Tim Rohrer – Sales Loudmouth
Some thoughts about how youth soccer skills can improve productivity in the sales department.

Sales Management, It’s About Inspecting The Process, Not Transactions
Dave Brock – Partners in Excellence
Sales managers must focus on managing the process! Learn why…

How the Whole Organization Can Help Sales Management Increase Productivity
Heather Rubesch – Savvy B2B Marketing
Here are a number of productive themes that make sales organizations more successful.

Building a Sales Team That Manages Itself
Ken Thoreson – Your Sales Management Guru
The good news: It is possible to turn that dream of a self-managed, high-performance sales team into reality.

The Art of Selling – In Person and Cyberspace
Katherine Winkelman – Gioia Company, LLC
Learn how selling is an art from someone who sells art.

For most people, giving a presentation—whether something formal to the board or something casual to a community group—is a stressful experience. And as we all know, too much stress can contribute to health problems and impede a person’s ability to live a robust life. The American Institute of Stress reports that some surveys show 75 to 90 percent of visits to primary care physicians are for stress-related complaints. And according to the National Women’s Health Information Center, the effects of stress on women’s physical and emotional health can range from headaches to irritable bowel syndrome. Fortunately, there is a way to make public speaking less stressful and something you actually look forward to.

Making public speaking enjoyable comes down to being in control of yourself and your environment. The more control you feel you have, the less stress you’ll experience in any situation. Granted, there are always some things you can’t control, like the weather, but there are key things you do have a say on. Here are the top four for presenters.

• Your Content – Obviously, if you’re writing your presentation’s content you have a great degree of control over it. But merely writing the words and confidently owning the words are two different things. That’s why practice is paramount before delivering your presentation. When it comes to practice, I like the “Think It Through, Talk it Through, Walk It Through” model. Here’s how I do it: Once the content is set, I think it through when I’m washing the dishes, taking a shower or driving my car. I talk it through when I’m out for a walk or bouncing a ball. And I walk it through in full dress at least three times with all my equipment, props and aids. For those important presentations, I recommend that you schedule three to five practice sessions well in advance of the event and take them seriously. If you find this difficult and need support or “tough love,” arrange for a colleague or friend to join you. It’s not as easy to cancel a “meeting” you have scheduled with a colleague—so let this small tip help you practice.
• Room Prep – How many times have you arrived just in time to deliver your presentation, only to find out that the room isn’t set up, the LCD projector isn’t working, and your handouts aren’t photocopied? Now you’re scrambling trying to pull everything together at the last minute. Talk about stress! I advise that you make it a rule to be at your presentation site at least one hour early. Even if your presentation site is simply the conference room next door, at least peak your head over well in advance to make sure everything is ready for you. Don’t assume someone else will do it, even if others have typically handled it in the past. Ultimately, if things aren’t ready, you look bad; therefore, control the situation before it controls you.
• Your Audience – While you can’t always control who will be in your audience or what kind of mood they’ll have that day, you can control your audience’s first impression of you. One advantage of being at your presentation site early is that you’ll be able to greet your audience members as they arrive. That physical contact of a handshake and your greetings and small talk will help put you and your audience at ease. You’ll no longer be talking to the people from the marketing department whom you’ve had limited contact with; you’ll be talking with Jack, Lori, Raj, and Donna—people you’ve personally met and shared a story or two with. Talking with people you know is much more enjoyable than talking to strangers.
• Food – Chances are you’ve been to a workshop or long meeting where the supplied afternoon snack consisted of cookies and brownies. While tasty, this traditional mid-day fare is the last thing the presenter or audience needs to stay alert. If a snack will be provided during your presentation, arrange that it consist of fruit, whole grains (crackers, bagels, etc.), and water. Food that provides actual nourishment and slow releasing carbohydrates will help everyone stay attentive and on task with your message.

Being in control of yourself and your environment plays a big role in how stressful or enjoyable your public speaking experience will be. Manage these two critical areas and you’ll be a healthy and strong presenter who can control anxiety, connect with your audience, and find joy in every public speaking opportunity.

This blog is part of my Wednesday for Women blog series, where I feature stories, resources and information to help women gain greater influence, power, and confidence in their professional and personal life. Please enjoy these weekly Wednesday blogs and forward them to the powerful women in your life.

Sign up for our monthly newsletter to receive valuable tips, techniques and updates on the latest news and events from DeFinis Communications.