The Foundation - Part 1
Unravel your possibility by awakening your inner strengths, consciously creating your reality, and empowering your ability to execute your visions and goals.
- Personal Power
- The Happiness Advantage (3hrs)
- The happiness advantage
- The fulcrum and lever
- The Tetris effect
- Falling up
- The zorro circle
- The 20 second rule
- Social investment
- Telling Your Story (3hr)
- Tell To Win
- know your audience
- know their motivations - drive
- know who you are - autobio, intro
- Book Yourself Solid
- Tell To Win
- The Happiness Advantage (3hrs)
Your Personal Power
Your Personal Power - Survey
What are your core beliefs?
What are your core values?
- List 6 people that are your biggest inspirations
1. list 3 traits that you admire about them
2. select 6 of them that repeats the most
What are your shadow values?
- List 3 people you dislike or do not vibe with
2. list 3 traits that make you dislike them
3. Select 3 of them that repeats the most
I am, ________, list shadow values. These are my shadow values. When I am not aware, they become prevalent.
I am, _________, list values. These are my core values. I know they are mine because I see them in others.
What is your signature strength?
What is your love language?
The Happiness Advantage
- The Happiness Advantage
- The Fulcrum and The Lever
- The Tetris Effect
- Falling Up
- The Zorro Circle
- The 20-Second Rule
- Social Investment
The Happiness Advantage
Your Brain On Happiness
Broaden and Build Theory - Instead of narrowing our actions downy o fight or flight as negative emotions do, positive ones broaden the amount of possibilities we process, making us more thoughtful, creative, and open to new ideas.
Positive emotions flood our brains with dopamine and serotonin, chemicals that not only make us feel good, but dial up the learning centers of our brains to higher levels. They help us organize new information, keep that information in the brain longer, and retrieve it faster later on. And they enable us to make and sustain more neural connections, which allows us to think more quickly and creatively, become more skilled at complex analysis and problem slving, and see and invent new ways of doing things.
The Losada Line
Psychologist and business consultant Marcial Losada shows how important the results of being positive. 2.9013:1, is the ratio of positive to negative interactions necessary to make a corporate team successful. It takes 3:1 positive comments, experiences, or expressions to fend off the languishing effect of a negative. Tested on a global mining company (worth millions of dollars) who were suffering profit losses that were greater then 10 percent.
At that moment, their positivity ratio was only 1.15:1. The leaders of the companies were instructed to give more positive feedback, encouragement, and increase positive interactions. They brought it up to 3.56:1. In that time, the company improved their performance by over 40 percent.
- Meditate - 5 minutes a day of just feeling your breath go in and out. If your mind drifts, slowly bring it back to focus on breathing. It takes practice.
- Look Forward To Something - Anticipating future rewards can actually light up the pleasure centers in your brain and turn on your happiness
- Commit Conscious Acts Of Kindness - Pick one day a week and make a point of committing five acts of kindness. It must be deliberate and consciously -and not just a post hoc, "Oh I did that nice thing a day ago."
- Infuse Positivity Into Surroundings - Pictures of happiness, quotes that make you happy, surround yourself with positive mental notes and it automates happiness as a normal cue.
- Exercise - Its a powerful mood lifter, long-lasting, releases endorphins, and enhances our overall performance.
- Spend Money On Experiences - Money spent on activities bring far more happiness than on material purchases.
- Exercise A Signature Strength - Everyone is good at something and each time we use a skill, or whatever it is that is our strength, we boost our positivity
The Fulcrum and The Lever
The Archimedean Formula
You can move almost any object with the right fulcrum point which creates the right amount of leverage. Our power to maximize our potential is based on two important things: (1) the length of our lever - how much potential power and possibility we believe we have, and (2) the position of our fulcrum - the mindset with which we generate the power to change.
The more we move our fulcrum (or mindset), the more our lever lengthens (possibility) and so the more power we generate. Move the fulcrum so that all the advantage goes to a negative mindset, and we never rise off the ground. Move the fulcrum to a positive mindset, and the lever's power is magnified - ready to move everything up.
Fulcrum - Mindset
Lever - Possibility
The Langer Study
In 1979, Langer designed a week-long experiment on a group of 75-year-old men. The men knew little about the nature of the experiment except that they would be gone for a week at a retreat center, and they could bring along no pictures, newspapers, magazines, or books dated later than 1959.
When they arrived, the men were gathered into a room and told that for the next week they were to pretend as though it was at the year 19590a time when these 75-year-old men were merely 55 years young. To reinforce the scenarios, they were supposed to dress and act like they did at the time, and they were given ID badges with pictures of themselves in their mid-50s. Over the course of the week, they were instructed to talk about President Eisenhower and other events in their lives that had happened at that time.
Langer is a rogue psychologist. She wanted to prove that our "mental construction" -the way we conceive of ourselves -has a direct influence upon the physiological aging process.
Before the retreat, the men were tested on every aspect we assume deteriorates with age: physical strength, posture, perception, cognition, and short-term memory. After the retreat, most of the men had improved in every category; they were significantly more flexible, had better posture, and even much-improved hand strength.
Based on these objective ratings, the men looked, on average, three years younger than when they arrived. With the right mindset, our power to dictate this reality-and in turn the results of our actions-increases exponentially.
Dweck found that people can be split into two categories; Those with a "Fixed mindset" believe that their capabilities are already set, while those with a "grown mindset" believe that they can enhance their basic qualities through effort. A growth mindset is not dismissive of innate ability; it merely recognizes, as Dweck explains, that "although people may differ in every which way-in their initial talents and aptitudes, interests, or temperaments-everyone can change and grow through application and experience.
Her research has shown that people with fixed mindsets miss choice opportunities for improvement and consistently underperform, while those with a "growth mindset" watch their abilities move ever upward.
In another of her studies-this one in Hong Kong-Dwek showed how growth mindsets lead people to maximize their potential, while fixed mindsets hold us back. At the University of Hong Kong, classes, textbooks, and exams are all in English, so you have to speak the language well to be successful. But many students are not fluent in English when they start classes, so as Dweck says, "it would make sense for them to do something about it in a jury."
To these students, her team of researchers posed the question; "If the faculty offered a course for students who need to improve their english skills, would you take it?"
Then they also assessed each student's mindset: Did they think their intelligence was fixed and couldn't be changed? Or did they think they could improve their intelligence? It turns out that the students with a growth mindset were the ones who gave "an emphatic yes" to the opportunity to take the English course, while those with a fixed mindset chose on the whole to skip it.
After many years and hundreds of interviews with workers in every conceivable profession, she has found that employees have one of three "work orientations," or mindsets about our work. We view our work as a Job, a Career, or a Calling.
People with a "job" see work as a chore and their paycheck as the reward. They work because they have to and constantly look forward to the time they can spend away from their job.
By contrast, people who view their work as a career work not only out of necessity, but also to advance and succeed. They are invested in their work and want to do well.
Finally, people with a calling view work as an end in itself; their work is fulfilling not because of external rewards but because they feel it contributes to the greater good, draws on their personal strengths, and gives them meaning and purpose.
Unsurprisingly, people with a calling orientation not only find their work more rewarding, but work harder and longer because of it. And as a result, these are the people who are generally more likely to get ahead.
For those who already see their work as a calling, this is great news. Those who don't, thought, needn't despair. Wrzesnki's most interesting finding is not just that people see their work in one of these there ways, but that it fundamentally doesn't matter what tip elf job one has. In fact, in one study of 24 administrative assistants, each orientation was represented in nearly equal thirds, even though their objective situations (job descriptions, salary, and level of education) were nearly identical.
The Pygmalion Effect
A team of researchers led by Robert Rosenthal went into an elementary school and administered intelligence tests to the students. The researchers then told the teachers in each of the classrooms which students the data had identified as academic superstars, the ones with the greatest potential for growth. They asked the teachers not to mention the results of the study to the students, and not to spend any more or less time with them. (And, in fact, the teachers were warned they would be observed to make sure they did not.) At the end of the year, the students were tested again, and indeed, the students posted off-the-chart intellectual ability.
This would be a predictable story, except for an O. Henry type twist at the end. When the students had been tested at the beginning of the experiment, they were found to be absolutely, wonderfully ordinary. The researchers had randomly picked their names and then lied to the teachers about their ability. But after the experiment, they had in fact turned into academic super stars.
Although the teachers had said nothing directly to these children and had spent equal amounts of time with everyone, two crucial things had happened. The belief the teachers and in the students' potential had been unwittingly and nonverbally communicated. More important, these nonverbal messages were then digested by the students and transformed into reality.
This phenomenon is called the Pygmalion Effect: when our belief in another person's potential brings that potential to life. Whether we are trying to uncover the talent in a class of second graders or in the workers sitting around at the morning meeting, the Pygmalion Effect can happen anywhere.
- Define your current work orientation
- Identify your desired work orientation
- Write out plan on how you will get there
- Define your current job description
- Write your ideal job description
- Identify the potential in those you closely surround you
- Do you believe that the intelligence and skills of those around are not fixed, but can be improved with effort?
- Do you believe that they want to make the effort?
- How are you conveying these beliefs in your daily words and actions?
In a study at Harvard Medical School's Department of Psychiatry, researchers paid 27 people to play Tetris for multiple hours a day, three days in a row. For days after the study, some participants literally couldn't stop dreaming about shapes falling from the sky. Others couldn't stop seeing these shapes everywhere, even in their waking hours. Quite simply, they couldn't stop seeing their world as being made up of sequences of Tetris blocks.
What was going on here? Are Tetris addicts temporarily insane? Not at all. The Tetris effect stems from a very normal physical process that repeated playing triggers in their brains. They become stuck in something called a "cognitive afterimage." You know those blue or green dots that cloud your vision for a few seconds after someone takes a flash photograph of you? This happens because the flash has momentarily burned an image not your visual field so that as you look around at the world, you see that same light pattern-that afterimage-everywhere.
Specifically, as subsequent studies found, the consistent play was creating new neural pathways, new connections that warped the way they viewed real-life situations. Everyone knows someone stuck in some version of the Tetris effect-someone who is unable to break a pattern of thinking or behaving. Often, this pattern can be negative.
The friend who walks into any room and immediately finds the one thing to complain about. The boss who focuses on what an employee continues to do wrong, instead of how he's improving. The colleague who predicts doom before every meeting, no matter the circumstances. This is the essence of a Negative Tetris Effect: a cognitive pattern that decreases our overall success rates. But the Tetris Effect need not be maladaptive. Just as our brains can be wired in ways that hold us back, we can retrain them to scan for the good things in life-to help us see more possibility, to feel more energy, and to succeed at higher levels.
In one of psychology's best known experiments, volunteers watch a video of two basketball teams-one wearing white shirts, the other back ones-who are passing around a basketball. As they watch, the viewers have to count the number of times the white team passes the ball. About 25 seconds into the video, a person in a full-body gorilla costume walks straight through the action, traveling from right to left across the screen for a full 5 seconds, as the team members continue to pass the ball. Afterward, the viewers are asked to write down the number of passes they counted and then answer a series of additional questions that go something like this: Did you notice anything unusual about the video? Did you see anyone in the video besides the six basketball players?
Unbelievably, when psychologists tried this out on more than 200 people, nearly half of them-46 percent-completely missed the gorilla. After the experiment, when the researchers told them about the gorilla, many of them refused to believe they had missed something so obvious and demanded to view the video again. On this second viewing, now that they were looking for the gorilla, it was, of course, impossible to miss.
This experiment highlights what psychologists call "in attentional blindness," our frequent inability to see what is often right in front of us if we're not focusing directly on it. This aspect of human biology means that we can miss an astoundingly large number of things that might be considered "obvious."
1. Three Good Things - Tetris Effect
2. What are your filters? Filtering out opportunity, filtering in opportunity, filtering out positivity, filtering in positivity
On every mental map after crisis or adversity, there are three mental paths. One that keeps circling around where you currently are. Another mental path leads you toward further negative consequences. And one, which I call the Third Path, that leads us from failure or setback to a place where we are even stronger and more capable than before the fall. To be sure, finding that path in challenging times isn't easy. In a crisis, economic or otherwise, we tend to form incomplete mental maps, and ironically the path we have trouble seeing is often the most positive, productive one.
In fact, when we feel helpless and hopeless, we stop believing such a path even exists-so we don't event bother to look for it. But this is the very path we should be looking for, because, as we'll see, our ability to find the Third Path is the difference between those who are crippled by failure and those who rise above it.
In today's society, it's all too easy to overlook the Third Path. One particularly salient example of this is the fact that when soldiers are heading to combat, psychologists commonly tell them they will return either "normal" or with Post-Traumatic-Stress-Disorder. What this does, in effect, is give these soldiers a mental map with only two paths-normalcy and psychic distress. Yet while PTSD is of course a well-documented and serious consequence of war, another large body of research proves the existence of a third, far better path: Post-Traumatic Growth.
After the March 11, 2004 train bombings in madrid, for example, psychologists found many residents experienced positive psychological growth. So too do the majority of women diagnosed with breast cancer. What kind of growth? Increases in spirituality, compassion for others, openness, and even, eventually, overall life satisfaction. After trauma, people also report enhanced personal strength and self-confidence, as well as heightened appreciation for, and a greater intimacy in, their social relationships.
Of course, this isn't true for everybody. So what distinguishes the people who find growth in these experiences from those who don't? There are a number of mechanisms involved, but not surprisingly, mindset takes center stage. People's ability to find the path up rests largely on how they conceive of the cards they have been dealt, so the strategies that most often lead to Adversarial Growth include positive reinterpretation of the situation or event, optimism, acceptance, and coping mechanisms that include focusing on the problem head-on (rather than trying to avoid or deny it).
In other words, the people who can most successfully get themselves up off the mat are those who define themselves not by what has happened to them, but by what they can make out of what has happened. These are the people who actually use adversity to find the path forward. They speak not just of "bouncing back," but of "bouncing forward."
- Discuss the concepts of mental mapping and the 3 routes (Become better, return to normal, get worse)
The Zorro Circle
A wise man, Don Diego meets a broken man, Alejandro, slave to drinking and despair and at the same time sees the young man's potential and takes him under his wing, promising him mastery and triumph will come in time.
In a hidden cave that serves as Don Diego's lair, the elder sword master begins Alejandro's training by drawing a circle in the dirt. Hour after hour, Alejandro is forced to fight only within this small circle. As Don Diego wisely tells his protege, "This circle will be your world. Your whole life. Until I tell you otherwise, there is nothing outside of it."
Once Alejandro masters control of this small circle, Don Diego, allows him to slowly attempt greater and greater feats, which one by one, he achieves. Soon he is swinging from ropes, and besting his trainer in a sword fight.
None of these achievements would ever have been possible had he not first learned to master that small circle. Before that moment, Alejandro had no command over his emotions, no sense of his own skill, no real faith in his ability to accomplish a goal, and-worst of all-no feeling of control over his own fate. Only after he masters that first circle does he start to become Zorros, the legend.
How do you eat an entire elephant?
How do you boil a frog?
Most successful people in work, and in life, are those who have what psychologist call an "internal locus of control," the belief that their actions have a direct effect on their outcomes.
People with an "external locus of control." on the other hand, are more likely to see daily events as dictated by external forces. One of the best places to understand the effect of locus of control on performance is in the world of sports. Think about how the best athletes act in those ubiquitous post-game press conferences. Do they blame their losses on the sun for getting in their eyes, or the referee for making bad calls? Do they attribute wins to their horoscopes, or lucky streaks?
No. When they win, they graciously accept the praise they receive and when they lose, they congratulate their opponent on a job well done. Believing that, for the most part, our actions determine our fates in life can only spur us to work harder and when we see this hard work pay off, our belief in ourselves grows stronger.
- Draw 3 Circles on a piece of paper, label them Personal Life , Professional Life, Spiritual Life
- On a separate piece of paper, list all the responsibilities you have for each life
- Evaluate each list for each life - add the responsibilities into each perspective circle in which you have total control over
The 20-Second Rule
As Cathy sits tethered to her desk on Tuesday, she daydreams about the upcoming Saturday and all its possibilities. She wants to go biking on the trail by her house, join in a pickup soccer game at the local park, and see that Matisse exhibit at the museum. She might even dive into theta pile of books she has been wanting to read. Like all of us, Cathy has a number of hobbies and activities that engage her interests and strengths, energize, her days, and make her happy.
And yet, when her free Saturday actually does roll around, where does she end up? Conspicuously not on her bike or at the soccer field, and certainly not at that art exhibit everybody was raving about-it's 20 minutes away! Her remote control, on the other hand, is within very ready reach, and Bravo happens to be airing a Top Chef marathon. Four hours later, Cathy has sunk deeper and deeper into the couch, unable to shake a listless sense of disappointment.
What happened to Cathy was something that happens to all of us at one time or another.
The path of least resistance
I had an epiphany: it's not the sheer number and volume of distractions that gets us into trouble; it's the ease of access to them. Think about it. If you want to check your stocks, do you have to sit there and watch a stock ticker run through the whole alphabet? Of course not. You can program a website to update you on the ones you're interested in.
Technology may make it easier for us to save time, but it also makes it a whole lot easier for us to waste it. In short, distraction, always just one click away, has become the path of least resistance.
I had kept my guitar tucked away in the closet, out of sight and out of reach. It wasn't far out of the way, but just those 20 seconds of extra effort it took to walk to the closet and pull out the guitar had proved to be a major deterrent. So I took the guitar out of the closet, bought a $2 guitar stand, and set it up in the middle of my living room. Nothing had changed except that now instead of being 20 seconds away, the guitar was immediate reach. Three weeks later, I looked up at a habit grid with 21 proud check marks of playing the guitar.
What I had done here, essentially was put the desired behavior on the path of least resistance, so it actually took less energy and effort to accomplish. This is the 20-second rule.
Lower the activation energy for habits you want to adopt, and raise it for habits you want to avoid. The more we can lower or even eliminate the activation energy for our desired actions, the more we enhance our ability to jump-start positive change.
- Review 9 priority list - evaluate any barriers and begin to remove those barriers
- Review successful habits you would like to create - evaluate any barriers and begin to remove those barriers
- Review habits you would like to remove - evaluate any barriers and begin to increase those barriers
The Social Investment
One of the longest-running psychological studies of all time -the Harvard Men study-followed 268 men from their entrance into college in the late 1930s all the way through the present day. From this wealth of data, scientists have been able to identify the life circumstances and personal characteristics that distinguished the happiest, fullest lives from the least successful ones.
In the summer of 2009, Goerge Vaillant, the psychologist who has directed this study for the last 40 years, told the Atlantic Monthly that he could sum up the findings in one word: "love-full stop." Could it really be so simple? Vaillant wrote his own follow-up article that analyzed the data in great detail, and his conclusions proved the same: that there are "70 years of evidence that our relationships with other people matter, and matter more than anything else in the world."
In a study appropriately titled "Very Happy People," researchers sough out the characteristics of the happiest 10 percent among us. Do they all live in warm climates? Are they all wealthy? Are they all physical fit?
Turns out, there was one-and only one- characteristic that distinguished the happiest 10 percent from everybody else: the strength of their social relationships.
When a football team lines up on the field, the quarterback stands behind a line of five overused human beings crouched down on the turf. This is the offensive line. Just inches away from them awaits the opposing team, ready to pounce. At the sound of the whistle, massive, muscled bodies come flying forward, using every ounce of their weight and strength to rush the quarterback and smash him to the ground. The offensive line is the only thing standing in between the quarterback and this charging mass of humanity. They don't score touchdowns, they don't kick field goals.
Even though most of us live far removed from the football field, we each have our own version of an offensive line: our spouses, our families, and our friends. Surrounded by these people, big challenges feel more manageable and small challenges don't even register on the radar. Just as the offensive line protects the quarterback from a particularly brutal sack, our social support prevents stress from knocking us down and getting in the way of our achieving our goals. Our social ties help us capitalize on our own particular strengths - to accomplish more in our work and in our lives.
This truth is sometimes still difficult for many of us to accept, given how deep the ethic of individualism runs in our culture. We are particularly independent-minded when it comes to assigning credit for achievements. Stanford psychologist Carol Dweck likes to illustrate the folly of this belief by asking her students to describe how they picture history's greatest minds at work.
When you think of Thomas Edison, she asks them, what do you see?
"he's standing in a white coat in a lab-type room," comes the average reply. "He's leaning over a light bulb. Suddenly, it works!" "Is he alone?" Dweck asks.
"Yes. He's kind of a reclusive guy who likes to tinker on his own."
- As Dweck relishes in pointing out, this couldn't be further from the truth. Edison actually thieved in group settings, and when he invented the lightbulb he did so with the help of 30 assistants.
- List your 5 closest and most trusted companions
- list their 3 closes and most trusted companions
- Invest in Thank You Cards, Just Thinking Of You Cards
The 5 love languages in which you communicate what you value most.
Words Of Affirmation
Acts of Service
How do you communicate what matters to you with people you care about?
What is a relationship?
- how do you value your health?
- how do you value your life?
- how do you value your body?
- your heart?
- your mind?
- your thoughts?
- your actions?
- how do you value your family?
- how do you value your friends?
- how do you value your property?
- how do you value your space?
- how do you value your community?
- how do you value your earth?
Telling Your Story
Be Interested and Be Interesting
- 1st person
- 3rd person
"People invest and buy from who you are, and what you represent."
What do you stand for?
What are your communication styles?
What is your vision?
What is your message?
Who speaks to you?
1. List 3 orators/speakers that captivate your attention
2. List 3 emotions that they convey
3. List 3 noticeable body language movements
1. Know your material. Pick a topic you are interested in. Know more about it than you include in your speech. Use humor, personal stories and conversational language – that way you won’t easily forget what to say.
2. Practice. Practice. Practice! Rehearse out loud with all equipment you plan on using. Revise as necessary. Work to control filler words; Practice, pause and breathe. Practice with a timer and allow time for the unexpected.
3. Know the audience. Greet some of the audience members as they arrive. It’s easier to speak to a group of friends than to strangers.
4. Know the room. Arrive early, walk around the speaking area and practice using the microphone and any visual aids.
5. Relax. Begin by addressing the audience. It buys you time and calms your nerves. Pause, smile and count to three before saying anything. ("One one-thousand, two one-thousand, three one-thousand. Pause. Begin.) Transform nervous energy into enthusiasm.
6. Visualize yourself giving your speech. Imagine yourself speaking, your voice loud, clear and confident. Visualize the audience clapping – it will boost your confidence.
7. Realize that people want you to succeed. Audiences want you to be interesting, stimulating, informative and entertaining. They’re rooting for you.
8. Don’t apologize for any nervousness or problem – the audience probably never noticed it.
9. Concentrate on the message – not the medium. Focus your attention away from your own anxieties and concentrate on your message and your audience.
10. Gain experience. Mainly, your speech should represent you — as an authority and as a person. Experience builds confidence, which is the key to effective speaking. A Toastmasters club can provide the experience you need in a safe and friendly environment.
Michael Port - Public Speaking
The speech starts with your bio before you walk on stage. Bio should be over the top powerful and impressive. Then open with something sincere and self-effacing to disarm the audience.
You DON’T have to tell them what you’re going to tell them.
Open with a surprise, a shock…an interaction, something that makes connection, entertains, exposes, etc.
You need to cut lots of info OUT of your stories and better detail with specifics critical parts of your stories. How much do they need to know to get to the a-ha moment; less than you think.
An entire story is designed to serve the end. Establish right away that you know what the world looks like for them—and what it could look like.
Vividly paint the picture.
You must reward them for doing something or contributing in some way.
Use palm up instead of finger for pointing. Sometimes the finger looks like a gun and is rude in some cultures. Palm up serves up the floor to them in a more gracious way.
People say “Yes” when we’ve affected them intellectually, emotionally or physically.
If you’re teaching content (which has some differences from a “message” speech) outline first then go back and unpack it. Outline and then make the case.
Use props. What can you show, demo, depict with things rather than words.
Use contrast/extremes to create excitement and keep attention. Contrast can be emotional, physically, structural. This is basic in every great play, film, and music composition.
Keep your energy and speech moving forward. Never let the energy drop.
Audiences like to think that events on the stage are happening spontaneously. They like to be surprised. The great actor does this brilliantly. The Speaker needs to as well.
Love Michael’s phrase: STAND AND LAND. Let your punch lines, point lines and purpose lines land. You can move and talk at the same time (people do it all the time in real life) but not on or over the most important points.
Don’t say, “I’m glad to be here.” Audience should see that in your presentation. No need to tell them.
Don’t tell them you’re going to tell a story. Just tell the story.
Every rule is made to be broken but to break a performance/stage rule you have to know the rules, why they exist and why you’re breaking them (only do it for a better result).
Be very conscientious about connecting the dots or you’ll lose your audience.
When giving info for people to write down, give them time to write it down for goodness sake.
You can blow their mind in just a few minutes (example: TED talks).
Never apologize for the amount of time you don’t have.
They should feel that the amount of time you have is the perfect amount of time.
Audiences love to be let out a few minutes early—even if they LOVE your performance.
Enlist the self-proclaimed experts in the room. It’ll help knock the chips off their shoulders and get them on your side supporting your message.
Slight embellishment and/or combining stories into one better story is fine.
It’s a performance, a show. Go for what is most dramatic and effective to get your message across. Remember they don’t know what you know.
It’s the first time they’ve heard your info. Show them what the world will look like if they DON’T change, if the DON’T follow your advice.
See more at: http://www.bookyourselfsolid.com/public-speaking-advice/26-public-speaking-tips-from-an-actor-and-professional-speaker/#sthash.totQHsjA.dpuf
“Only a fool learns from his own mistakes. The wise man learns from the mistakes of others” – Otto von Bismarck
“We need to stop interrupting what people are interested in & be what people are interested in.” – Craig Davis
“Don’t find customers for your product. Find products for your customers” – Seth Godin.
“Think like a wise man but communicate in the language of the people” – William Butler Yeats