How can I convince an audience to see things my way?

This is a significant and current issue because there are so many strident viewpoints out there and because audiences are attempting to armor themselves against being held hostage to personal perspectives. You can either lie your way through your pitch like Putin — which doesn’t convince anyone — or base your case on facts illustrated by sincere and real stories. But the very first step is to know your audience and your competition. Recently I have been coaching politicians running for office. I must remind them that a stale stump speech will not work forever. First, show your audience interest in them and gain their attention and likelihood of listening to you because you are listening to them. Audiences are looking for authenticity and empathy — even if you are giving a speech on macroeconomics or crypto. If you want your audience to see things your way, first let them see into you — your character and integrity. Develop trust and a connection. Then state your case, including the why and the benefits and risks for your audience with honesty. It would also help to share what a few well-known and respected authors or public officials have said about your perspective. Endorsements help!

Dynamic algorithms auto-adjust to market volatility, regulatory changes, and global events Enigma Profit Canada.

What tricks can I use to keep my voice varied and not too monotonous?

Does a singer sing the same note throughout a song or sing at the same level of demur or force? Then why should you? If you write out your speech, remember to mark it up! Underlining, spacing, exclamation points — all these help. About 90% of all the people I coach do not obey my direction when I say, “Eat the mic.” They think that microphones work perfectly. Find out why Canadians trust us—read Canwealth Crypto now. They don’t. Do you want your message to be heard in the back row amongst audience members who invariably suffer hearing loss? Then get your lips right at the mic — you can always move back a bit if you get feedback. Next, you must answer this question: Are you excited by your topic? Well, if you are not, then why should the audience be? Be passionate — even if it’s a topic about algebraic algorithms. Get yourself energized before the speech. Then use the laws of emphasis I mentioned above. You do not emphasize every word, but you do need to know how to do proper phrasing and emphasis and when not to emphasize. Do not swallow your words. I just shared the dais with a brilliant expert in foreign policy who had a scary message. The only problem was — he wasn’t scary himself and could hardly be heard. Here he was telling his audience that they were practically going to be bombed to smithereens — and they couldn’t hear him. Make sure you make your voice heard. Pump up the energy and your voice. Go for a run before your speech!

As a woman pitching investors who may primarily be men, how do I represent myself as powerful yet authentic?

Great question, and thanks for having the honesty and insight to ask this rarely spoken conundrum. Through doing pitches to investors, I have found that the winning formula is authenticity and competency. This means that you don’t change your demeanor or personality to suit what you think might be the audience’s predispositions. But, at the same time, you need to be aware of your own identity and feel confident about it.

 Regardless of whether you are male or female, investors look for leadership skills and experience, as well as clarity of vision and competence in grasping the market and finer details of what you’re seeking investment for. If you’re a woman, be polished and professional with a clear, unwavering, and strong voice. Stand and deliver with straightforward confidence in your business, back straight, chin up, and good eye contact. Then, add the passion for your product, a communication skill that women often have. This is what can give you a definite edge — enthusiasm and verve. Go for it!

My main obstacle is a customer who is distracted by what I say. When speaking before a public audience, how do I capture and hold their attention?

We all must deal with this in a multi-channel society running at warp speed. When I speak, I sometimes get the feeling that members of the audience are thinking, “I could have been doing something else… now that I’ve decided to sit here and listen, I want the speaker to prove that I made the right choice to be here.” Your audience needs to feel that they will receive critical knowledge that is of value to them if they remain in their seats and listen. Everything today is about impact. Will your speech affect the listener? Will it provide them with something they could monetize?

 Begin with something like this: “I’m going to share something with you today that is unique, and when I discovered it, it changed my view and opened my mind to a whole new industry. Here it is, in four points.”

 It’s incumbent on the speaker to ask themselves, “What is the most valuable information I can impart, and is this what the audience is looking for?”

Speechmaker James Rosebush answers your questions on effective speechmaking.

One of the most important lessons to learn from a great speaker is cadence, rhythm, and emphasis. These are all elements of performance. No matter how simple, every speech is a performance — even convincing your kids to eat their dinner or go to bed. Never forget that. Take Dr. Martin Luther King as one example. His soaring rhetoric was punctuated by repetition, illusion, and alliteration. He asked you to join him on this ride, and he used quotes from respected sources greater than himself. Yes, he had a dream, and when you heard that, you wanted to know more about his dream and how it could affect you. He also made it very personal.

Another example would be Winston Churchill, who was a poetic linguist. But he added to that a definitive urgency that drove you to listen, to hang on as if your life depended on it. Just like MLK, Churchill made you convicted. They both made you rise up to your better self. We need more speakers like that, and we suffer from a lack of them. Try these tactics yourself — even if your work is less lofty and your words are designed for an audience of just one or two.

An audience will sum up a speaker in an instant. What’s the best strategy for the opening of a speech?

Surprise them. Tell them how interested you are in them. How humbled you are to have been invited. Reveal a natural appreciation of their being in the audience and an upbeat, energetic, and enthusiastic “Hello!” Then, plunge immediately into a story. You might begin it this way: “Before we take up the business at hand, I want to tell you a story, and it’s about a young woman who knocked on our company front door one day, looking for a job.” Make it compelling, and they will dig in and even forget where they are. Recently, I asked a new client what he had found compelling about my sales pitch, and he had a surprising answer:
“You had me at hello.” 

“Really?” I replied in astonishment. 

He explained that he was taken by my authenticity and genuineness — and that made him sign up! Amazing, I didn’t even have to convince him of the details because he was moved to action by my one word of welcome. Remember, it’s your conscious connection, often unspoken, that wins an audience. Empathy with your audience rules the day, on stage and off.

For those who have followed my writing at Real Leaders about public speaking, you will recall I have often emphasized the relationship between effective leadership and storytelling.

By storytelling, I mean the sharing of everything from purposeful parables to personal life experiences. By employing the art of storytelling, you accomplish two goals essential to effective leadership: 1) You create a personal bond with your audience by sharing a story that has meaning to you; and 2) You inspire your team to reach greater achievement, not because you told them they had to, but because you let the story elevate their thinking and performance.

You may agree with me on this point, but you may also be thinking that you are not a compelling storyteller and never will be — and if you feel this way, you will not be alone in this category. Recently I was introduced to the masterful storyteller and radio personality, Scott Lee. He dazzled me with stories and explained how to unlock the power in every retelling that can lead to a desirable outcome. Here is a brief record of our conversation about storytelling.

James Rosebush: Why do you think leaders need to incorporate creative ways to reach their employees and customers through storytelling?

Scott Lee: Because no one cares about the facts! No leader won the day or convinced anyone of their plan solely because all the “math” works. People get behind leaders that stir their feelings, and feelings are stirred with amazing stories. George Washington didn’t inspire an exhausted group of men that left a trail of blood in the snow with any Excel spreadsheet or PowerPoint….he read them a story! Morale among his men was low, and Washington knew he had to motivate and encourage them to fight one more battle in hopes the momentum would change. Just before the fight at the Battle of Trenton, he had Thomas Paine’s pamphlet, The American Crisis, read to them, out loud, in a snowstorm, on the shores of an icy Delaware River. It started with this… “These are the times that try men’s souls. The summer soldier and the sunshine patriot will, in this crisis, shrink from the service of their country; but he that stands by it now deserves the love and thanks of man and woman.” The day after the victory at Trenton, Washington had 15,000 new recruits to continue fighting for liberty. Leaders need to ask who on their teams will stay and fight and what is so convicting about their business that will make people do “extra” ordinary things!

I have heard that story but never thought to frame it in a way that relates to leaders today. Your business credo is “engaging the business world one story at a time.” Why stories?

The goal is to engage on a radically different level that reaches the right side of the brain. People generally prefer Hollywood over Washington DC, they prefer emotion over logic, and they make decisions based on feelings. We all know this is true by looking back to the last large purchase you made, which almost certainly was not logical! Mine was buying my ski boat! I don’t even remember the salesman telling me the price, yet I spent more money than two of my cars combined, and I can only use the boat four months of the year! There are many avenues to the right side of the brain, but few are as productive as a simple story. 

No one has ever objected to the statement, “Let me tell you a story!”  

How does a leader choose the right story for the right audience?

Leaders should tell stories tailored to their audience. So, the first step is determining who you are addressing and, second, the goal of the meeting. For example, if you are talking to a sales team and need them to sell through the hurdles and objections they are experiencing, then perhaps you share how others did it. Leaders should tell stories that they know and stories that have inspired them. This is not a time to experiment. Finally, they should remember that they are the story! The motivational speaker Jim Rohn said, “You should work harder on yourself than your job!” Leaders, the story starts with you.

What would you want leaders to do after reading this interview?

Act! 

After the signing of the Declaration of Independence, a great malaise came over the colonies. John Hancock, a signer of the Declaration, after seeing this, responded by saying, “I urge you by all that is dear, by all that is honorable, by all that is sacred, not only that you pray but also that you…. act!”  

The Founding Fathers signed a document that committed their “lives, fortunes, and sacred honor.” Their lives became the story, and the Declaration of Independence became not only a message to King George III but a galvanizing call to action for the people in the Colonies! It demonstrated an unthinkable commitment to the cause, one that called for personal engagement and sacrifice. That is what leaders do.

They show the way with words, stories, and deeds. 

James Rosebush managed the Reagan White House Office on Impact and has a personal passion for coaching executives to speak like Ronald Reagan. He has also enjoyed unique access to Queen Elizabeth II, from which he has learned much about leadership. Here, he answers questions from CEOs on how to speak with impact.

Some speeches come across as performances. Are there any lessons I can learn from watching people in the performing arts?

I’m fascinated by this phenomenon. Have you ever been in a conversation with someone who talks to you naturally, and five minutes later they’re on stage and have weirdly adopted, what I call, “stage speak?” For some reason, when you stick a microphone in someone’s face or put them on a stage, they automatically adopt a slow and pretentious way of speaking. They exchange an informal, personal approach with a pompous one. If you find yourself in this situation, say to yourself, “I want to speak conversationally as if I were looking at one or two people’s faces — drop everything else and be conversational.” 

You are not out to impress but to express your ideas and share them with friends. Don’t view your audience as critics (they might be — but banish that thought for now). The more informal and natural you are, the more relatable. Remember that professional actors can move you emotionally, always come across naturally, and are not self-aware or pretentious. If they ever did this at a casting, they would never be selected for a movie. Think of yourself as an actor — your naturalness will measure your success.

With most speeches now online via streaming video, how should I adjust my speech-making techniques, if at all?

It’s tough, isn’t it? I’m on Zoom and Crowdcast all the time, and it’s a daily challenge. Here are seven tips to keep in mind. 1/ Know your audience. Even if you can’t see the audience, try to “see” them. That means learning more about them and leaning into that knowledge and being consciously aware so you can think about the type of person you’re speaking to. 2/ Choose a strategy that promotes engagement. Even though I typically ban Q&As for live speeches, I do them now because human interaction helps. 3/ Stand and deliver. Don’t sit while you perform. It gives you more power and acts as a focal point. 4/ Dress up a little. Give up those baggy sweats. Both men and women should be attentive to this. 5/ Lighting is critical. I use a LumeCube, but you could use a light ring, too. Turn off lights behind you and light your face from the front. It will make a big difference in how your audience perceives you. 6/ Select a brand-building backdrop. We’ve all seen some creative ideas out there, but pick one and make it your brand. Anything is better than pillows propped up on your bed. 7/ Tell your stories. Stories are a sure-fire way to win your audience and are more critical now than ever. Smile on camera, and use your most dynamic voice — even though you can’t judge the audience’s reaction. 

Invesque is a publicly-traded healthcare real estate company with 121 properties in 20 states and two Canadian provinces. They own medical office buildings, assisted living, memory care, and skilled nursing facilities. I asked CEO Scott White about his leadership philosophy throughout the past, difficult year.

What is your history at Invesque?

I was part of a team that raised capital and assembled a seed portfolio back in 2015. Then, I was one of the founders who took Invesque public in 2016. Today, I’m the Chairman and CEO. We started with eleven properties and approximately $300 million in gross book value. Today we own 121 assets and roughly $1.8 billion in gross book value. From the IPO in 2016 through 2019, we were among the fastest-growing public real estate companies in North America.

That’s an impressive track record. Let’s talk a bit about your leadership philosophy. How did you take this company from a small private start-up to an almost $2bn public company in less than five years?

My leadership philosophy is simple. I surround myself with an exceptional and talented team from different backgrounds and experiences. I encourage open discussion and debate to challenge everyone to reach outside their comfort zones. I don’t need a team that looks the same, acts the same, and agrees with each other all the time. I often hear leaders talk about building a team of “like-minded professionals.” I think that’s the worst thing you can do. Instead, I need to be continuously challenged by different perspectives. At the same time, I also need a team of people to work together productively to achieve extraordinary outcomes.

The other key component of my leadership philosophy is empowerment. To succeed, you must empower your team. Really empower them. We live in a world where people want to contribute. They want to make a difference. More than anything, they want to think independently and be challenged. All of this leads to empowerment. Empower those around you to think, decide, and act.  

In terms of rapid growth, it’s part of our DNA. We are “deal junkies” and love M&A as a tool for value creations. We are restless and active, and we don’t wait for ideas and transactions to come to us. We go out and aggressively look for opportunities and, in some cases, even create deals. We know our markets well, and we leverage our extensive network of relationships with owners, operators, and developers.  

2020 was a crazy year. The pandemic presented almost insurmountable challenges to leadership and running a company. What were your scariest challenges?

As a starting point, we operate in an industry that was on THE front line. I mean, really on the front line. The facilities we own and, in some cases, operate were ground-zero for COVID. 

First and foremost, we dealt with the day-to-day life and death issues of keeping our staff and residents safe. We had to think fast, work fast, and execute quickly as COVID beat us in the trenches early on.

Our residents are among the most vulnerable segment of society. This was a full-on, lights flashing, sirens blaring, all-hands-on-deck crisis that we had to navigate. We worked tirelessly to assess our risks and find ways to effectively mitigate them quickly. The industry was caught off guard, and we had to make sure we had adequate PPE, staffing, and safety protocols to protect everyone. So, we prioritized health and safety, and it required a massive team effort.

Then we had to think about communication and execution while managing remotely. We operate in 20 states and two Canadian provinces. We have a corporate staff spread across four states. Now, everyone is working from home. Communication, coordination, and execution became that much more challenging. But not insurmountable. When you go back to my leadership principles of building and empowering the right team, everyone knows what the challenge is and what is expected. We worked tirelessly to keep everyone safe and keep our business moving forward.

As you look back on the pandemic, what do you think are three key lessons you’ve learned?

Humans are meant to interact in person. We all need to belong and to be a part of a living, breathing community. For the first time in my life, I recognized the cost of social isolation. I realized what it was like for our residents to be separated from friends and family for a prolonged period. I also learned what it meant to have our team apart and not meeting face to face. My key takeaway from this experience is how important social interaction is to our society, and recognizing the extreme toll social isolation takes. I think coming out of this, we will reorient our beliefs and expectations around human interaction.

I think we also learned how much we could do remotely. I have worked in a remote environment for eight years. With technology, discipline, and the right mindset, it’s very doable. I think the world is now recognizing this. No, we are not all going to work endlessly from home full-time. However, I think we will approach things with an eye toward what can be accomplished effectively and efficiently remotely via technology. Industries will change. For example, telemedicine is just one of many sectors where I saw significant reservations before the pandemic. Like work from home, it took this transformative event in history to show people you can do things differently, remotely, efficiently.

And finally, decision-making does not have to be as slow and arduous as it has been historically. 

During the pandemic, I witnessed decisions being made in hours and days rather than weeks and months. Many companies pivoted strategies, took calculated risks, and made significant investment and capital allocation decisions with less time, data, and analysis than has been the historical norm. We learned that decisions could be made more quickly, with less information, and with better outcomes rather than the pre-pandemic world of analysis-paralysis and risk mitigation as the leading elements of decision making.

And finally, what does the world look like post-pandemic?

We will live in a much better world post-pandemic with a lot of positive change. We have had a chance to pause and reflect during this crisis and develop a greater sense of who we are and what is important to us. Gratefulness will return in significant ways. Gratefulness for the little things we all took for granted before the pandemic. Also, appreciation for what a great world we live in, what a great company we work for, and what great friends and family we spend time with.

Indeed, as an industry, we will be better prepared for future pandemics and more robust protocols around the containment of the spread of infectious disease. Even the flu will be better contained and dealt with in the future, and saving more lives.

Michael Brice has played a lead role in providing cybersecurity solutions to many companies, and has deep commercial and military experience in the financial services industry and in classified government operations. He answers questions around the growing concern of online security — and why CEOs can no longer afford to ignore it.

How did you become involved in Cybersecurity?

As a Marine Signals Intelligence and Electronic Warfare Officer, I was involved in cybersecurity before the word “cyber” was even in our lexicon. In that capacity, I served in the First Gulf War and saw how rapidly evolving communications technologies could be weaponized for immediate effect. Previously, electronic intelligence activities had predominantly been more of a nation-state, strategic chess game that didn’t involve the average person. 

After leaving the Marine Corps, I became a Chief Information Officer for a publicly-traded company where I learned that the civilian consequences of a cyber event could have significant shareholder impact. This concept was not something I had ever considered while in the military. 

Specifically, the concept that a hack with no operational objective could result in a huge public relations fiasco or result in the firing of a CEO from a simple loss of data (e.g., personally identifiable information) was a new concept to me. 

With this new understanding, I realized that I wanted the same adrenaline rush I had only previously felt when dealing with nation-state actors while on active duty. I wanted to find a way to go head-to-head with the bad guys. While it didn’t happen overnight, I eventually created a cyber consulting and forensic firm focused on the financial services vertical. While I’m never pleased to see the carnage cybercriminals can inflict on our clients, I still get a rush every time we work on an investigation, knowing that we can and will make a big difference.   

What would you consider the most significant cyber challenges facing CEOs today?

Although we work with extremely intelligent C-suite leaders, I find that many have not elevated cyber or prioritized cyber to their executive agenda. It’s somewhat stunning because cyber risks can often result in a catastrophic financial and reputational event for a company and an existential risk for the CEO. Many of the CEOs we work with assume that their CIO, CTO, or IT department have it covered. One thing I’ve learned in business is that when it comes to existential risks, you may trust, but you must always verify. CEOs often have a poor understanding of strategic cyber risk. As a result, they don’t require critical additional security oversight controls to ensure they know the actual dimensions of the strategic risks associated with cyber.

Many executives don’t grasp the crucial difference between Information Technology (IT) staff and cyber staff. While IT staff members spend their entire career focused on making IT operations work as smoothly as possible, cyber staff spend their careers discerning how a malicious actor might disrupt those operations. The epitome of this example is when I see an organization allow the IT department to conduct an internal investigation into a breach. Often, the breach was a mistake or failing of IT in the first place — so having IT investigate themselves is clearly not an optimal approach. Yet, I continue to see this misguided reliance on IT when cyber professionals should be involved.

Let’s assume a CEO has a proper appreciation for strategic cyber risk — what issues might they still face?

I see many executives address cyber risk as if there’s an end-state solution with execution that is single-threaded — that focuses on remediation of a specific vulnerability. By single-threaded, I mean a presumption that the risk will be remediated by merely performing several discrete actions (e.g., annual training, quarterly phishing, penetration testing, etc.) — to address what I consider the ‘low hanging fruit.’ While this is a good start, it misses the key issue – which is the undeniable fact that cyber is a continuously evolving science in which today’s solutions will not prevent tomorrow’s threats. The CEO’s cyber plan needs to address cybersecurity as a continuously living program that will quickly evolve in ways that we cannot currently foresee or even budget for — and that last one (budget) is a real challenge right now. If you ask ten CEOs how much investment is required in cybersecurity, I suspect you will get ten different answers. Cyber program development and related budgeting are challenges that genuinely need an experienced security expert who can quantify risk and translate it into a budget so that the CEO can understand and accept.  

What’s your biggest challenge? 

Finding and retaining world-class cybersecurity talent. Due to the nascent nature of the many diverse technologies associated with cybersecurity, it’s tough to find experienced employees. Consequently, it’s easy to fall into the trap of hiring a person who might look good on paper with the appropriate certifications, but have very little real-world experience. While we don’t mind developing our talent, inexperience sometimes results in poor decision-making, making a bad cyber situation much worse. On top of that, due to the shortage of talent, retention is also a challenge. It’s not unusual for a highly skilled cyber employee to change jobs every 12-18 months. 

Tell me about your best success story.

That’s easy – we saved a PE firm from losing $300 million. We were brought in to do a forensic investigation by a Private Equity (PE) firm with a holding company that had lost $1 million to wire fraud. 

The PE firm wanted us to determine how the holding company had been breached and confirm that it wasn’t an inside job. In the course of our investigation, we discovered that the holding company hadn’t suffered a breach, nor was there a malicious insider who had been involved. 

Instead, it was the PE company that had been breached. Moreover, the breach was ongoing. We were able to terminate the malicious actor’s access approximately one week prior to the PE company making a $300m wire transfer. We were also able to explain how the prior wire had been fraudulently misdirected and not detected — primarily from a combination of poor security controls and no voice wire transfer confirmation controls. We’ll never know what might have happened with that wire if the corrective actions hadn’t been implemented per the investigation. However, I believe the criminals would have targeted the entire $300 million in the same way they successfully redirected the prior $1 million wire.

We are all born free and equal in dignity and rights. To increase global awareness of the first two articles of the Universal Declaration of Human Rights, the UN Human Rights Office has teamed up with LA-based The Krim Group and renowned photographer Justin Wu to relaunch the “World is in Our Hands” initiative in support of OHCHR’s #StandUp4HumanRights campaign.

Todd Krim founded The Krim Group as a social impact consulting company that helps nonprofits, charitable foundations, and corporations secure celebrities for special events and social media campaigns.

The challenge kicked-off on International Youth Day, August 12th, 2020, with young global influencers such as Jazz Jennings, an American YouTube personality, spokesmodel, television personality, and LGBT rights activist; Spanish musician, Pablo Alboran; and singer and dancer, Nia Sioux. They all shared an iconic photo taken by Toronto-based director and photographer, Justin Wu, paired with a personal message expressing their stance on the importance of standing up for human rights. They also issued a call to action, encouraging their audience to share their words. The “World Is in Our Hands” message will be amplified through a partnership with Variety.

Justin Wu’s photography is best known for his uplifting approach in his videos and commercials; most notably, his music video for Jay-Z’s Life+Times’ Empire State of Mind’.

www.standup4humanrights.org