Gone In Sixty Seconds

In the early 1800's, Jeremy Bentham made an offer to the University College of London Hospital that this esteemed medical institution couldn't refuse. In exchange for a massive financial contribution, the hospital agreed to let Bentham, a pioneer of social science, join the hospital's board. Beginning in 1832, Jeremy Bentham served on the board of directors of University College of London Hospital for 92 years.

While the longevity of Jeremy Bentham's service to this hospital board was indeed extraordinary, what was even more odd was the nature of Bentham's participation in the board's meetings.

For 92 years, Jeremy Bentham attended the board meetings of University College of London Hospital…as a corpse.

In exchange for his financial donation, upon his death, Jeremy Bentham's body was preserved and placed in a wheeled mahogany case with glass windows. Then, at the start of each board of directors meeting, Bentham's body was rolled in and he was recorded in the minutes as a board-meeting participant. This practice continued for 92 years until Bentham's endowment was exhausted.

When you lead a meeting or deliver a presentation, do you ever feel like you're talking to a bunch of dead people?

If so, maybe the problem isn't your audience. Maybe the problem is you.

In his March video presentation, Bob Pike shares research that your audience spends the first 60 seconds of your presentation judging what you have to say. Then, they spend the next three minutes justifying their opinion of you.

What are you doing with those first 60 seconds?

Also, don't dismiss the importance of public speaking skills just because your audience may be the same group of employees who attend your department meeting each week. One could argue that those informal employee presentations are far more important than any other speech you will ever give.

A British research study found that two-thirds of employees don't believe company communications. Countless other research studies prove - again and again - that by far employees' most preferred, trusted way of receiving company information is via face-to-face communication with their direct supervisor.

One of the hot terms in the field of customer service today is the notion of "customer experience," where companies fret over how they can create an interesting, satisfying experience for their customers with every transaction.

Why doesn't anyone ever worry about the notion of "employee experience," and creating an interesting, satisfying experience for employees with every interaction?

"It's just a weekly staff meeting. It's no big deal," many managers say.

Maybe that attitude is precisely why so many company meetings fail to accomplish anything. Managers treat them as no big deal and that's exactly how employees perceive them - as no big deal. Then, employees go out and duplicate that communications example to customers, prospects and other employees.

A few years ago, Sports Illustrated wrote that professional boxer Darrin Morris moved up two spots in the World Boxing Federation (WBO) rankings despite the fact that he was dead at the time.

As a leader, you'll never be a contender if you communicate like a dead guy.

People in your meetings and presentations judge you in the first 60 seconds and decide whether they should continue to listen to what you have to say.

You have 60 seconds.

What are you doing with the time?

Review of Implementation Results

Remember, the goal of Bullet Proof® Manager training is to explode what you're learning through your personal performance and the performance of the people you lead, and create positive, lasting change.
With this in mind, review some of the following learning goals from recent sessions and check your progress on each.

"The Visionary Leader" (February). Learning Goal: Develop a managerial vision process. What have you done during the past month to sell the vision of your company to employees? Remember Bob Johnson's comment that to sell the company's vision you must help employees tune in to "What's in it for me?" (WIIFM). In March training with Bob Pike, you will learn some communication skills to help sell your vision to others. Also in March, Jim Cathcart will address how to stimulate motivation in diverse groups of people and move them to action.

"How To Win The Negotiating Game" (February). Learning Goal: Apply 19 classic negotiating strategies. What is Harvey Mackay's "Money Versus Experience Factor"? In your negotiations this month - at work or at home - have you ended up with the money or the experience? If you have participated in negotiations recently, did you complete a post-mortem evaluation to review your performance? Remember Harvey Mackay's advice that practice doesn't make perfect; perfect practice makes perfect.

"Establishing Goals & Priorities" (January). Learning Goal: Use a seven-step process to establish a balanced set of goals for life. Remember, the seventh step of the goal-setting approach that Zig Ziglar recommends is to review, each month, all of the goals you set. Have you reviewed your goals? If there are goals you have not addressed recently, consider whether they are physical, mental, spiritual, social, career, family or financial goals. In our January training, we discussed the importance of balance in setting goals. Do you have balance in the way you address those goals as well?

"How To Use Your IQ To Increase Your EQ" (December). Learning Goal: Understand the connection between EQ and personal success. What were the three intellectual styles shared by Jim Cathcart in December? What is your intellectual style? As you assign tasks and responsibilities in your work, are you considering "how people are smart"? Also, as you assess opportunities in your business, are you seeking input from employees who have different intellectual styles than your own to see how they view the situation?

The great management thinker Peter Drucker once said that, "Nothing else distinguishes effective people as much as their tender-loving care of time. No amount of ability, skill, experience, or knowledge will make one effective if he doesn't use his time well." What are you doing every day to practice and apply the Bullet Proof® Manager skills you learn? Remember, time is short. The time is now.