L&D leaders face budgets, hybrid distraction and sceptical audiences, so influencing matters more than ever. Isobel Rimmer argues presentation and communication skills are a strategic capability for every leader, not just sales. She shares tools, from audience outcomes to an ABCD structure and storytelling, to build confidence and win buy-in.
It’s tough being a leader in learning and development, and it’s getting tougher. How do you influence sponsors to fund development when budgets are squeezed? Persuade employees to embrace training, attend sessions and invest their time when they’re under pressure? Demonstrate the value and return on investment you bring to the organisation? And just how do you do all of this in today’s hybrid world where we’re all on screen, and constantly distracted?
Every business leader, at every level, in every organisation needs to have the skills and confidence to inspire
Investing in presentation and communication skills is often seen as a priority for sales, board members or customer services when pitching to clients or investors, winning deals or convincing the media. But the need runs far deeper. Every business leader, at every level, in every organisation needs to have the skills and confidence to inspire, motivate, influence, persuade, float an idea, encourage their teams and move people to action.
Skill longevity
Being able to communicate well is key to success. The financial investor, Warren Buffett, still going strong at 95 and worth an estimated $145 billion, is known to say that being able to speak well is an asset that will not only earn you more money, but will last you 50 or 60 years. Fail to develop it, he says, and it’s a liability that will last 50 or 60 years too…
Glossophobia, a fear of public speaking, is a condition that affects around 75% of the population. But the good news is that we can overcome it. There is arguably a case for everyone to learn how to prepare and deliver with impact and presence whether speaking online in Teams or Zoom meetings, seeking budget in the boardroom or updating colleagues in a team briefing.
Whether you suffer from ‘light touch’ glossophobia when you get a bit anxious or the full-on version ‘I’d rather have my fingernails surgically removed,’ it’s a skill we should develop.
Learning focus
For L&D professionals there are aspects that are particularly important. You need to be able to convince others why investing in development matters and present a business case that will demonstrate the value of your services and the impact on the organisation. But you may only have ten minutes of the board’s time to make your point and get buy in.
Too often speakers focus on the content, not the outcomes they want to achieve; their ten minutes taken up with technical detail all too quickly forgotten. Put yourself in your audience’s shoes and ask yourself what are their priorities? What results do they have to deliver? And then write down what you want them to think, feel, say, do or know as a result of your presentation. It might look something like this:
Seeking investment in leadership development: I want my audience to…
Think: This is important, and we must invest to retain the best talent
Feel: Confident in the approach being presented
Say: This is exactly what we’re looking for
Do: Approve the budget
Know: What the programme will look like and the ROI it will deliver
You might want to ‘float an idea’ and convince others of the need for new ways of delivering training and development. If you’re facing a sceptical audience, and you’re feeling nervous, worried about stumbling over your lines and knowing that under pressure you tend to repeat yourself, there is a range of tools to help you.
Easy as…
In just a few minutes, using my ‘ABCD’ method, you can plan, prepare and rehearse exactly what you want to say and, with a few techniques to manage your nerves, achieve the outcomes you want.
- Get your audience’s attention (A) by sharing something relevant and interesting. Maybe your idea could reduce retention levels, retain top talent and improve productivity
- Show how it will benefit (B) them personally as well as the business
- Talk about why you are qualified to speak about this, your credibility and credentials (C)
- Finally, signpost what you’ll do or say to give them direction (D) as to what will happen over the next few minutes
Are you sitting comfortably?
Use storytelling as this is one of the most powerful ways to build trust, inspire others and demonstrate the value we bring. Invest time in learning how to use stories to bring emotion, connection and engagement. If you think you aren’t a good story teller, you might want to call them citations or case studies.
A great story is one of the most effective ways to influence and persuade. Techniques such as ‘three-part messaging’ convinces others of a strength or a way forward. With this technique we state our point, for example “It’s essential that we invest in developing tomorrow’s leaders today.” We illustrate it with an example or story where a similar programme has made a difference and then we restate our point using a link phrase such as, “… so that’s why this leadership initiative needs your funding and support and be delivered next quarter.”
Glossophobia may be prevalent, but with training, development and support it can be overcome. As L&D leaders we owe it to ourselves, and our people, to stamp it out.
Isobel Rimmer is Founder and CEO of Masterclass Training and author of Present with Presence: Everything you need to plan, prepare and deliver with impact in any situation
