The Master Communicator's Handbook Read online

  WHAT PEOPLE ARE SAYING ABOUT

  THE MASTER COMMUNICATOR’S HANDBOOK

  I’ve seen Teresa and Tim’s techniques at work with my leadership team, with transformational results. They’ve helped us cut through the jargon and communicate with clarity, purpose and vision.

  President Donald Kaberuka, President Emeritus, Africa Development Bank

  I worked with Tim and Teresa early on in my career with notable results and I’ve made many a return visit. They scrubbed me of acronyms and schooled me to making everything more relevant and real to my audience. We’ve now engaged them in training our leaders in a Master Communicators program and I’ve seen a watershed difference in bringing our work to life.

  President Carter Roberts, President and CEO, World Wildlife Fund

  Tim and Teresa have mastered the art and science of effective communication. For two years now, I have repeatedly called on their amazing skills to help me prepare for important public statements, presentations or complex sessions with high level counterparts or media. The results are systematically impressive. It works every time!

  Hela Cheikhrouhou, Executive Director of the Green Climate Fund

  The power of Tim and Teresa’s work is that it gave me the confidence to approach public communications without fear – and in fact enjoy it! It has allowed me to convey evidence about development to the general public, including I hope the poor people whose lives we are trying to improve.

  Shantayanan Devarajan, Chief Economist, Middle East and North Africa Region, World Bank

  I’ve watched Teresa and Tim at work for the past 20 years, teaching over 3000 utility professionals from 152 countries how to answer questions effectively and communicate with clarity and authority. I have seen them transform people who were nervous (to say the least) in front of the press into confident professionals. They are the best I have seen and their approach is easy to grasp and effective.

  Dr Mark A. Jamison, Director, Public Utility Research Center, University of Florida

  I have watched Tim and Teresa coach dozens of young scientists on how to talk to the media and give presentations – their work was truly inspiring. So much so that I participated in their training too! I can honestly say that my confidence in handling the misinformed, false and damaging, and other difficult questions from the media is due to their mentoring. Beyond handling reporters, thanks to their help, I am a better communicator in all my interactions with groups big and small.

  Dr Alan Thornhill, Director, Office of Science Quality and Integrity, US Geological Survey; Former Executive Director, Society for Conservation Biology

  Teresa and Tim are genuine masters. They have helped me enormously over the years and I am certain that there is no professional speaker working today who would not benefit from reading their book.

  Wade Davis, BC Leadership Chair in Cultures and Ecosystems at Risk, University of British Columbia

  First published by Changemakers Books, 2015

  Changemakers Books is an imprint of John Hunt Publishing Ltd., Laurel House, Station Approach,

  Alresford, Hants, SO24 9JH, UK

  [email protected]

  www.johnhuntpublishing.com

  www.changemakers-books.com

  For distributor details and how to order please visit the ‘Ordering’ section on our website.

  Text copyright: Teresa Erickson and Tim Ward 2014

  ISBN: 978 1 78535 153 2

  Library of Congress Control Number: 2015939708

  All rights reserved. Except for brief quotations in critical articles or reviews, no part of this book may be reproduced in any manner without prior written permission from the publishers.

  The rights of Teresa Erickson and Tim Ward as authors have been asserted in accordance with the Copyright, Designs and Patents Act 1988.

  A CIP catalogue record for this book is available from the British Library.

  Design: Stuart Davies

  Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY, UK

  We operate a distinctive and ethical publishing philosophy in all areas of our business, from our global network of authors to production and worldwide distribution.

  CONTENTS

  Introduction: Clarity, Leadership, Impact

  Part I: Communicating Ideas

  Chapter 1: Spreading Ideas: Memes and Messages

  Chapter 2: Crafting Strong Messages

  Chapter 3: Structure

  Part II: Communicating with Authority

  Chapter 4: Authoritative Body Language

  Chapter 5: Enhancing Your Voice

  Chapter 6: Choosing Powerful Words

  Part III: Answering Questions

  Chapter 7: Answering Questions Effectively

  Chapter 8: Dealing with Difficult Questions

  Part IV: Creating Connection

  Chapter 9: Micro-messages

  Chapter 10: Creating Rapport

  Part V: Changing Minds

  Chapter 11: The Visual Channel

  Chapter 12: Framing

  Chapter 13: Reframing

  Part VI: Leadership Communications

  Chapter 14: Cueing

  Chapter 15: Vision

  Chapter 16: Motivation: The DUH Triangle

  Chapter 17: Transformational Storytelling

  Chapter 18: Alignment: Expanding Your Influence

  References

  About the Authors

  Introduction

  Clarity, Leadership, Impact

  This book is for people who want to change the world. Here’s the challenge: it’s impossible to change the world all by yourself. To have an impact, you need to communicate.

  In these pages, we will share with you what we have each learned over 30 years as professional communicators – as writers, speakers, broadcasters, reporters, teachers and advisors to leaders of global organizations. We have distilled the essence of this knowledge into useful techniques and models that we teach in our communications courses all around the world. To this we add our insights from our intensive study of neuroscience. In the past two decades neuroscience has revealed much new information about how the brain processes information. Surprisingly little has been written about how to turn the theoretical insights of neuroscience into practical methods of effective communication. We believe we are the first communications professionals to put this together in one book.

  You will find our focus on transformation quite different from others’. This is because we have specialized in organizations dedicated to making the world a better place. Our clients include UN and government agencies, multilateral development banks, think-and-do tanks, universities, environmental groups such as WWF, and scientific bodies like the Society of Conservation Biology. These organizations don’t exist to make money. They exist to create transformation. Whether taking action on Climate Change, helping to create jobs in poverty-stricken nations, changing policies that discriminate against women or explaining a recent breakthrough in fighting cancer, our clients take on big challenges. To succeed, they know they must communicate powerfully. They also know that credibility is their currency, so they have to be honest, transparent and authentic. For this reason our approach to communications is based on clarity, leadership and impact.

  With each person we work with, our goal is to move him or her towards excellence, and in these pages we want to move you towards being the most effective and powerful communicator you can be. Why does this matter? You can have the finances, the human capital, the need and the logistics all in place. But if you fail to communicate why your work is important, you won’t get buy-in, you won’t get action and you won’t create the change you desire.

&nbs
p; When it comes to communication, most professionals go wrong by focusing mostly on output and not much on impact. They think only about what they have to say or write, and very little about how their words will change their audiences’ minds. For example, we work with many research report authors who spend a year gathering data and compiling a myriad of facts into a 200-page document. Then they come to us to help prepare for “dissemination.” Typically, they allot a half-day for learning how to deliver their message. With a few exceptions, they mostly consider their job done when the report is approved and finalized. Going on a worldwide media tour seems like an afterthought. We wonder how these brilliant people believe their work is going to make any difference if they don’t dedicate themselves to promoting it and articulating their ideas on the world stage.

  “We like to let the quality of our work speak for itself,” they tell us. It’s not easy for many experts and authors to accept our response: “Your work does not speak for itself. The world will only take notice if you are out there advocating for it.”

  This book will give you the understanding and the tools you need to become powerful advocates for your cause and your organization. We want you to become a catalyst for transformation. We want you to know that you have the potential to change the world.

  Part I

  Communicating Ideas

  Chapter 1

  Spreading Ideas: Memes and Messages

  In our 30 years as professional communicators, one of the most fascinating and useful concepts we have come across is the meme. A meme is a special kind of idea. It’s an idea that spreads. Strictly defined, a meme is a “unit of culture transmitted from mind to mind.” Some compare a meme to a “mind virus,” which spreads like an infection, the virus replicating itself inside each new host. In the same way, powerful ideas can replicate and spread.

  The word meme was coined by philosopher of science Richard Dawkins. In his 1976 book The Selfish Gene he mused about how ideas influence human evolution. Our genes pass on genetic information encoded chemically in our DNA molecules. Through survival of the fittest, the winning genes get passed on to the next generation, driving our physical evolution. Dawkins realized that ideas – memes – function in a similar manner. Our ideas pass on mental information (“units of culture”) encoded electrically in our brains’ neural networks. Through “survival of the fittest,” the winning ideas get passed from mind to mind, driving our cultural evolution. Astonishingly, Dawkins had apparently discovered a second mechanism of human evolution. The difference between genes and memes is that innovative ideas spread much more quickly – at light speed compared to genetic evolution. Our genes could not possibly have evolved fast enough for humanity to make the jump from living in small nomadic bands to dwelling in thriving cities of many millions in just a few thousand years. In short, our memes have enabled us to dominate life on the planet.

  Think of a meme as like the flame of a candle. Imagine a ceremony in a great hall in which each person holds an unlit candle. At the front, a match lights a single wick. That first flame gets passed back through the crowd, spreading from candle to candle, so that in just a few minutes, a thousand tiny flames illuminate the entire hall. That’s how ideas spread.

  What kinds of “unit of culture” are spread this way? It can be something as small and simple as an emoticon -:) – that ubiquitous little sideways smiley face that most of us started tagging on at the end of emails and texts. Or it can be a concept as profound as Climate Change, an idea that causes us to rethink the foundations of our global economy. The range of things that can be considered memes – units of culture that spread – is wide. It includes fashion fads, gossip, new technologies (such as smartphones and solar panels), scientific discoveries, political movements like the “Arab Spring.” A song that gets stuck in your head is a meme. The music video of Gangnam Style has passed two billion hits on youtube.com as we write this chapter. Imagine if the message you want to communicate could reach such a huge global audience!

  What’s the difference between a meme and a message? A message is a political, commercial, social or moral idea that is being communicated. The root comes from the Latin missus, “to send.” The emphasis is on the sender. You might be very inarticulate, but as long as you are expressing your idea, it can be considered a message. One might say, “He failed to communicate his message to anyone.” With a meme, the emphasis is on the receiver. If there is no receiver, there is no meme.

  Replicability is the mark of a meme, and this is crucial when it comes to effective communication. Usually when we communicate we think only about our immediate audience. Do they get the message? That’s not enough. If your audience gets the message, but not well enough that they can articulate it clearly to others, the idea stops there. If you are seeking to create change – to build an organization, gather support for an issue, develop a new technology or enact any form of meaningful transformation – your ideas must spread from mind to mind to mind.

  The evolutionary understanding of memes helps us better understand what really happens on a biological level when we communicate. The West’s great thinkers – Plato, Thomas Aquinas, Descartes – all shared a faulty belief that the mind was some ineffable entity that existed in a separate realm that somehow connected to a physical body. We communicated mind to mind with ideas that existed eternally in an “ideal realm.”

  Instead, envision the mind as being part and parcel of a physical brain, an interrelated system in which the thoughts of the mind correlate with the electrical patterns produced by the cells of that brain. If we see human communication as taking place from brain to brain, the process of communication starts to seem quite difficult. How does the electrical storm in my head jump across space and share a new meme with the electrical storm in your head? While this theoretical question is currently the subject of much interesting neuroscience and psychological research, in practical terms we can derive three insights into what it takes to communicate an idea from one brain to another:

  1. Attention

  First, get your listener’s attention. Now this might sound obvious, yet most of the time when we speak, we are not thinking about whether our listener is really paying attention. Without attention, the neural networks in your listener’s brain won’t respond to your words. It’s like speaking into the phone before the other person has picked up the call. Our first principle is: No attention, no retention.

  2. Fit-ness

  A new meme must fit into the current set of memes in a listener’s brain. On a cellular level, an idea is a collection of nerve cells firing in a specific pattern. A new idea creates a new pattern. The new pattern has a better chance of integrating into the person’s mind if it meshes well with the existing patterns. It’s like clicking a jigsaw puzzle piece into place. The edges of the new piece have to mesh around the edges of existing pieces or it won’t fit – and it won’t stick. This means if you are going to convey a new idea, you have to know the existing mental landscape of your listener and put your idea in terms that they can most easily assimilate.

  The simplest example of this is what happens when someone speaks to you in an unfamiliar language. It’s just babble in your ear. But all too often when we try to communicate a new idea to someone, if we don’t make it mesh smoothly with what the listener already knows, it’s just babble for them, too. We do a lot of work with scientists and economists who often express their ideas using abstractions and mathematical probabilities that most people don’t understand. Their audiences don’t connect and they fail to communicate. For example, when we work on public communications with utilities regulators, they often like to dive in and discuss rate increases in terms of the need for capital expenditures and investors’ rate of return – when they really should start by explaining how this change will affect a customer’s electricity bill.

  3. Memorability

  Our brains are not built to remember; they are built to forget. We screen out most incoming information in order to avoid being overwhelmed. As
a result, most of what we process in our conscious minds disappears a moment later. It’s as if it goes automatically into a spam folder and gets deleted. Just a tiny percentage of what we experience each day gets integrated into our neural pathways and stored in long-term memory. If you want an idea to spread, you must first make it easy to remember.

  Before we explore in detail how to use these insights to make your ideas into good memes, we first want to explain some pitfalls to avoid:

  Buzzwords

  Sometimes a new meme gets really popular, then just as quickly it becomes passé. In early 2014, the term for a smartphone “selfie” was all the rage. By late 2014, it was already uncool. Almost every organization has its buzzwords. Often these begin as genuinely transformational ideas. But as a word gets overused, it no longer evokes the great concept that lies behind it (see box). It’s a kind of linguistic erosion: buzzwords become vague and amorphous terms that cease to evoke a strong mental image. “Every such phrase anaesthetizes a portion of one’s brain,” as George Orwell famously put it in Politics and the English Language.

  We think of buzzwords as ideas that are going stale. The trick is to freshen them up again to evoke the original concept in a vivid way. One easy way to do this is by finding the verb or noun at the heart of the buzzword. For example with the tired development buzzword “inclusive growth,” one could use the original verb: “growth that includes women and young people.”

  Overselling

  When someone comes on too strong with a new idea, they run the risk of creating resistance in their target audience. It’s how we feel when confronted by religious zealots, used-car salespersons and pick-up artists. We suspect an ulterior motive and put up a defensive shield to fend off whatever it is they are “selling.” This might seem obvious, and yet we chronically try to shove our favorite ideas down other people’s throats. When seeking to spread your ideas, remember to give others the mental space to evaluate and judge for themselves whether or not your new idea will mesh well with their own existing set of memes.