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And the Survey says?

And the Survey says?

As my regular readers know by now, one of the things I write and speak on most is value alignment. Nearly all companies will proudly tell you about the value statements they have, and nearly everyone will agree that businesses should be values centered in their mission. However, nearly all have to work much harder on the practical application of their values so they truly take actions which are consistent with the beliefs they profess to have.

In my coaching practice, I consistently give the different companies I work with reality checks on if their values spoken are their values practiced. We take a clear look at their operations and work processes to see if they pass muster according to how they interpret the values they claim to have. One of my favorite targets? The employee opinion survey.

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Leaders will tell me they have an open door policy, that everyone is encouraged to give honest feedback, and that they do everything possible to create a safe environment in which people will do so, communicating freely and without any fear of repercussion. They say there are good relationships throughout the workplace, and that morale is high. Yet they still will persist in using anonymous employee opinion surveys so that employees will “tell it like it is,” and so they can periodically discover “what is really going on,” and “how people may truly feel.”

Doesn’t quite compute, does it.

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I get pretty bullish in my insistence that employee opinion surveys (and any kind of anonymous feedback forms) become completely unnecessary if managers consistently practice the Daily 5 Minutes to promote healthy, forthright and enjoyably engaging communication throughout the workplace. However despite the pain they potentially can cause, many leaders will in turn insist they still want to use surveys to shed light on any corners of darkness which linger. In particular, I can understand why companies in an acquisition or transition of some kind find them useful, however the norm is that not enough care is employed in the manner in which they are used.

If you must use them, please give considerable thought to the process. My biggest objection to employee opinion surveys is that by nature the communication is one way, and when anonymous need not be substantiated or clarified. It is a fallacy to assume that the feedback you are getting is a totally honest representation because it is seldom complete, even when comments are coming from employees with the most positive attitudes and good intentions. Understand you still have to read between the lines, or somehow employ a follow-up process in which you can get closer to the truth and uncover root causes for pervasive opinions.

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Construct your surveys carefully. The better ones I have seen do not ask questions about the work performance of peers, managers or leaders (for those questions invite witch hunts and unrealistic comparisons). Instead, they seek to educate, and question for understanding on company values, mission, and strategic objectives. They ask about the tools people feel they might need to get the job done better. They ask for ideas on how to serve the customer. They ask for suggestions beyond mere comments, and all participants understand they are expected to be part of the solution when they reveal issues.

Be timely with your follow-up process, and seek to validate the thought and effort which has been shared, however make it clear that the survey is just one part of on-going efforts to create a vibrant and dynamic workplace— and that everyone’s involvement is necessary.

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Article References:
The Daily Five Minutes
Hey boss, what do you want to know?

Rosa Say is the author of Managing with Aloha, Bringing Hawaii’s Universal Values to the Art of Business and the Talking Story blog. She is also the founder and head coach of Say Leadership Coaching, a company dedicated to bringing nobility to the working arts of management and leadership.

Rosa’s Previous Thursday Column was: The First Time versus the Insider’s Advantage.

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Last Updated on December 2, 2018

7 Public Speaking Techniques To Help Connect With Your Audience

7 Public Speaking Techniques To Help Connect With Your Audience

When giving a presentation or speech, you have to engage your audience effectively in order to truly get your point across. Unlike a written editorial or newsletter, your speech is fleeting; once you’ve said everything you set out to say, you don’t get a second chance to have your voice heard in that specific arena.

You need to make sure your audience hangs on to every word you say, from your introduction to your wrap-up. You can do so by:

1. Connecting them with each other

Picture your typical rock concert. What’s the first thing the singer says to the crowd after jumping out on stage? “Hello (insert city name here)!” Just acknowledging that he’s coherent enough to know where he is is enough for the audience to go wild and get into the show.

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It makes each individual feel as if they’re a part of something bigger. The same goes for any public speaking event. When an audience hears, “You’re all here because you care deeply about wildlife preservation,” it gives them a sense that they’re not just there to listen, but they’re there to connect with the like-minded people all around them.

2. Connect with their emotions

Speakers always try to get their audience emotionally involved in whatever topic they’re discussing. There are a variety of ways in which to do this, such as using statistics, stories, pictures or videos that really show the importance of the topic at hand.

For example, showing pictures of the aftermath of an accident related to drunk driving will certainly send a specific message to an audience of teenagers and young adults. While doing so might be emotionally nerve-racking to the crowd, it may be necessary to get your point across and engage them fully.

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3. Keep going back to the beginning

Revisit your theme throughout your presentation. Although you should give your audience the credit they deserve and know that they can follow along, linking back to your initial thesis can act as a subconscious reminder of why what you’re currently telling them is important.

On the other hand, if you simply mention your theme or the point of your speech at the beginning and never mention it again, it gives your audience the impression that it’s not really that important.

4. Link to your audience’s motivation

After you’ve acknowledged your audience’s common interests in being present, discuss their motivation for being there. Be specific. Using the previous example, if your audience clearly cares about wildlife preservation, discuss what can be done to help save endangered species’ from extinction.

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Don’t just give them cold, hard facts; use the facts to make a point that they can use to better themselves or the world in some way.

5. Entertain them

While not all speeches or presentations are meant to be entertaining in a comedic way, audiences will become thoroughly engaged in anecdotes that relate to the overall theme of the speech. We discussed appealing to emotions, and that’s exactly what a speaker sets out to do when he tells a story from his past or that of a well-known historical figure.

Speakers usually tell more than one story in order to show that the first one they told isn’t simply an anomaly, and that whatever outcome they’re attempting to prove will consistently reoccur, given certain circumstances.

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6. Appeal to loyalty

Just like the musician mentioning the town he’s playing in will get the audience ready to rock, speakers need to appeal to their audience’s loyalty to their country, company, product or cause. Show them how important it is that they’re present and listening to your speech by making your words hit home to each individual.

In doing so, the members of your audience will feel as if you’re speaking directly to them while you’re addressing the entire crowd.

7. Tell them the benefits of the presentation

Early on in your presentation, you should tell your audience exactly what they’ll learn, and exactly how they’ll learn it. Don’t expect them to listen if they don’t have clear-cut information to listen for. On the other hand, if they know what to listen for, they’ll be more apt to stay engaged throughout your entire presentation so they don’t miss anything.

Featured photo credit: Flickr via farm4.staticflickr.com

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