Greg Salciccioli

Think More, Talk Less to Be Heard

Overwhelming an audience or a reporter with too much talk can drown out your key message and cause those listening to you to reach for their smartphones. Better advice: think more about how to simplify what you want to say so you talk less and are heard better.

Overwhelming an audience or a reporter with too much talk can drown out your key message and cause those listening to you to reach for their smartphones. Better advice: think more about how to simplify what you want to say so you talk less and are heard better.

In communication, less is usually more than enough. Brevity is the soul of wit – and quite possibly the only way to get your point across to audiences addicted to mobile devices and plagued by shrinking attention spans.

Executive coach Greg Salciccioli instructs presenters to deliver “clear, concise and compelling content.” His advice applies to any form of communication, especially media interviews.

A client asked me why a TV reporter totally missed his key message after he gave an in-person interview. I told him he drowned out his message by offering too much information. The reporter needed something quotable; he gave a lecture.

In a LinkedIn blog post, Salciccioli cited research by David Rock, author of Your Brain at Work, that indicates full-time workers focus on their jobs for only six hours a week – or roughly 15 percent of their time at work. He also notes a 2016 Nielsen report that says US adults spend more than 10 hours per day interacting with electronic media. These two data points are not unrelated. Statistics like that underscore why simplicity and scintillating content are necessary to grab attention.

Simplifying what you say is not the same as dumbing down what you say. Simplification means conveying what you want to say in as few words as possible. Or as Joseph McCormack, author of Brief: Make a Bigger Impact by Saying Less, advises: “Think and speak in headlines.”

Headlines are basically the same as sound bites – short, catchy phrases that convey a lot of meaning in a few words. Presenters and spokespersons may balk at reducing their brilliance to sound bites, but they do so at the peril of their key messages, like my client. If you want to be heard, you have to do what’s necessary to be heard.

Catering to your audience isn’t an act of surrender. If people are interested in a subject, they will ask for more information. However, pepper-spraying an audience – or a reporter – with a lot of information all at once only serves to push them away. That TV reporter interviewing my client couldn’t wait to beat a hasty retreat.

Contemporary audiences don’t view long orations or debates as entertainment. Abraham Lincoln, who participated in seven 3-hour debates with Stephen Douglas, gave his most inspirational and enduring speech at Gettysburg. It lasted only three minutes and consisted of just 272 words, punctuated by the riveting line, “government of the people, by the people, for the people shall not perish from the earth.” Lincoln’s memorable remarks followed a 2-hour “keynote” speech that has been largely forgotten.

People with a lot to say tend to put up the most stubborn resistance to brevity. But their vanity can’t overcome – and might actually contribute to – the lethargy and apathy of an audience. As humbling as it might be, people listening to a speech or media interview will remember more of what they see than what they hear. How you look and present yourself can make up 80 percent of an audience impression. All the more reason to choose your words carefully to maximize that other 20 percent of retention.

Speaking effectively and efficiently, as Salciccioli recommends, can earn you credibility with an audience or a reporter. Your preparation, organization and succinct delivery makes listening easier. Audience members don’t need to struggle to figure out what you mean to say. A reporter doesn’t have to scramble to find 12 usable seconds of tape, the average length of a quote in TV stories.

Salciccioli titled his LinkedIn blog, “The Power of Getting to the Point.” He is absolutely right that straightforward, brightly expressed commentary puts you in the driver’s seat because you are commanding the narrative. When you wander around and drone on, you muddy and bury the story you mean to tell. You leave it to the audience or a reporter to decipher what you said.

My baffled client told me proudly he gave the TV reporter enough material to fill 30 minutes of air time. Sadly, the reporter only needed 12 seconds of good sound for her story. The 12 seconds she chose wasn’t his key message, which we had worked on for two hours before the interview. My client blamed the reporter. In reality, he had no one to blame but himself.

If you want to make your point, take the time to chisel it into a phrase or sentence that people can hear, comprehend and remember. Think more and talk less.

Gary Conkling Image.jpg

Gary Conkling is principal and co-founder of CFM Strategic Communications, and he leads the firm's PR practice, specializing in crisis communications. He is a former journalist, who later worked on Capitol Hill and represented a major Oregon company. But most importantly, he’s a die-hard Ducks fan. You can reach Gary at garyc@cfmpdx.com and you can follow him on Twitter at @GaryConkling.

The Role of Reasoning and Integrity in Persuasion

The true art of persuasion relies on reasoning, credible proof and integrity. Persuasion based on faulty reasoning, half-truths or outright lies is propaganda.

The true art of persuasion relies on reasoning, credible proof and integrity. Persuasion based on faulty reasoning, half-truths or outright lies is propaganda.

Persuasion today means making someone believe something. Originally, persuasion meant making someone believe something through reasoning.

The absence of reasoning in contemporary persuasion may account for why so many people can’t agree on facts, let alone points of view. If you persuade based on half-truths, misleading facts or lies, you are dealing in the art of faulty reasoning and propaganda. Reasoning based on facts is what distinguishes demagogues from persuasive speakers.

Executive coach Greg Salciiccioli published a blog about “The Art of Persuasion” in which he optimistically says, “Persuasion can be a constructive way of finding shared solutions to a common problem.” He adds, “Persuasion, when used honestly, can be used to work toward a joint goal.”

Even though the national dialogue seems hopelessly stuck in a ditch, Salciccioli’s perspective on persuasion can be useful in engaging and possibly even convincing skeptical audiences.

“Persuasion requires a handful of useful skills, including active listening, emotional empathy and generosity.” Salciccioli wrote. “Without these things, people will take our actions and suggestions as that of a manipulator, and rightfully so. We must show that our end goal is to serve the needs of others, even in the case where we hold an opposing viewpoint.”

A hallmark of persuasion, according to Salciccioli, is providing credible proof or a reasonable explanation of your point of view. But persuasive people, he says, also need to be willing to make emotional connections with those they seek to persuade and to practice what they preach. If you can’t relate and be an example of your perspective, you have little chance to be persuasive.

In effect, Salciccioli has amended the definition of persuasion with the addition of the concept of integrity. You may seem to persuade without reason and authenticity, but you won’t be a persuasive person. That requires more than just a blather of words and boasts.

“Be an example, especially in the things you stand up for and publicly teach or claim,” Salciccioli explains. “It can be a hard thing to do as leaders, and while we’re all imperfect, this is probably the most important part of persuasion to get right. Strong positions we hold are easily undermined by hypocrisy. Put the time into practicing what you hope for others to achieve. It will give you a new sense of empathy and understanding that you cannot fabricate if you’re giving people the ‘real deal.”

download.jpeg

Gary Conkling is president and co-founder of CFM Strategic Communications, and he leads the firm's PR practice, specializing in crisis communications. He is a former journalist, who later worked on Capitol Hill and represented a major Oregon company. But most importantly, he’s a die-hard Ducks fan. You can reach Gary at garyc@cfmpdx.com and you can follow him on Twitter at @GaryConkling.