TED Talks For Better English

 

TED Talks are a great way to improve your English and learn something new. These 5 tips will help you learn more and learn faster:

1 Watch without subtitles

Listen for the main ideas.

2 Watch with subtitles

Click on “Subtitles”, select “English”. Listen for more details.

3 Read the transcript

Click on “Interactive transcript”. Read the text, highlight new vocabulary and interesting points.

4 Work on vocabulary

Check new words (8-10 per talk) and write a sentence using each word. Write the words on sticky notes or use a flashcard app like Quizlet to study them. Remember to use the new words in conversations, in your class, in meetings, etc.

5 Learning by teaching

Share your knowledge. In English, summarize the talk for a friend, discuss the topic with a colleague or your teacher.

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If you are new to TED Talks, you need to know this:

a) Click on “interactive transcript” to see the full Talk in English. You can click on any word to go directly to that part of the video and hear it. Helpful!

b) If the TED Talk is difficult to understand, you can usually find subtitles in Portuguese to help you.

c) You can search by subject, or you can search by “rating” and select ratings like “fascinating,” “informative” or “inspiring. If you want a short video, you can search for talks that are less than three or five minutes.

Links

• How to sound smart in your TED Talk
• Find the perfect TED Talk

10 Reasons Why Questioning Is Important

 Many people focus on trying to find answers and solutions to problems, but they often forget just how valuable good questions are. Questions provide unique frameworks for thinking, which can open up doors to unexpected revelations. Whether it’s in your personal life, education, or work, here are ten reasons why questioning is important:

#1. Asking questions makes you more likable

Most of us worry about other people liking us. For some, it can be a source of serious anxiety and make even everyday conversations stressful. If you aren’t sure what to do when making small talk, ask questions. According to a 2017 study, people who ask questions make a better first impression than those who don’t. When questioning is paired with good listening and responsiveness, a person’s likability increases.

#2. Asking questions encourages intimacy

Besides making you more likable, asking questions builds intimacy between you and others. In relationships where questioning is valued and welcomed, there’s better communication. A person isn’t worried that a respectful question might trigger a fight. Questions can also be used to learn more about the other person. This leads to better intimacy whether the relationship is romantic or not.

#3. Questioning strengthens the learning process

Children learn by asking questions. When this trait is encouraged, it sets up good habits for learning in school and beyond. How? When a teacher supports questioning in the classroom, it fosters a stronger sense of participation. The student is taking a more active role in the learning process; it isn’t just a one-way street where a teacher talks and never engages with the students. Students will learn more and remember that asking good questions results in better learning.

#4. Asking questions is the mark of good leadership

Contrary to what you might think, the best leaders aren’t the ones who think they have all the answers. Leaders who think they know it all are more limited and resistant to innovation. Good leaders, however, are curious. They’re always asking questions and chasing down new and interesting ideas. They’re aware of the gaps in their knowledge and aren’t self-conscious about using questions to learn more.

#5. Questions are essential to the scientific method

The scientific method is a process of collecting data, analyzing it, and drawing conclusions. It’s used in medicine, chemistry, and other fields. Throughout the process, researchers ask questions about what kind of data they’re finding, what the data might mean, and the methodology. Questions beginning with “how,” “what,” and “why” are very common. Taking the time to consider questions ensures the scientific method is as complete as possible. This is essential because science often involves high stakes, like developing a cure for a disease.

#6. Questions encourage critical thinking

The scientific method is an example of critical thinking in practice, but questioning encourages critical thinking in any area. When you don’t ask questions, you’re not fully engaging with whatever is in front of you. You’re stopping in the shallows. Questioning is like trawling with a net. You reach deeper to form an opinion and find evidence in support or opposition to it. You’ll gain more whether you’re studying a textbook, trying to solve a problem, or examining your biases about something.

#7. Questioning broadens your mind

If you lived your life without ever asking questions, your world would be very small. Asking questions – whether it’s about yourself, about others, or how things are done in the world – gets you thinking about new possibilities. It opens your mind to other perspectives. That’s an important part of personal growth.

#8. Asking questions can increase happiness

It’s easy to get distracted and feel lost in life. Asking existential questions like “What’s my purpose?” can help a person refocus and figure out what makes them happy. Using questions, they’ll identify areas in their life they want to change and ones that are fine the way they are. Without questioning, a person’s life is unlikely to improve and they’ll suffer from unhappiness.

#9. Questioning fuels innovation

The act of questioning challenges the status quo. Digging into why things are the way they are and how they can be different paves the way for creativity and innovation. If nobody asked questions about how things were done, everything would stay the same. It would be business as usual and nothing unique or interesting would come into existence.

#10. Questioning can encourage positive change

In the same way that questioning can bring about innovation, it can also encourage positive change. When there’s a problem in society, the first step is to ask questions like, “How did this happen? How can we make it better?” Good activists and policymakers are experts at using questions to collect information and develop strategies for change.

Defend Your Position!

 

Empowering Employees with WCM Pillars

Woodrow Wilson, the American President,  once said, "I not only use all the brains that I have, but all that I can borrow." World Class Manufacturing Pillars are similar. In modern industries, having talented individuals is key to success. WCM Pillars go beyond simple management techniques; they attract and develop talent, turning organizations into centers where exceptional abilities are grown, careers grow, and inferior performance is not accepted.

What WCM Pillars Offer

Imagine an industry where employees are seen as the core of a company's success. WCM Pillars create such an environment. They recognize and seek out the brilliance of employees, allowing it to be fully used and developed.

The Key Elements of WCM Pillars

Seeking Talent Throughout the Organization

WCM Pillars believe that intelligence can be found in every department. They look across all areas of the organization, understanding that different people do their best in different ways—some in analysis, others in creativity or strategic thinking. These pillars ignore traditional hierarchies to access the full potential of the entire workforce.

Discovering Natural Genius

WCM Pillars emphasize leadership that helps identify and use the natural strengths of employees, referred to as their 'native genius.' This refers to the tasks that individuals perform exceptionally well with little effort and great passion. Recognizing this helps increase employees' self-awareness and confidence, encouraging them to engage more fully in their work.

Maximizing Individual Brilliance

Once an employee’s unique strengths are identified, WCM Pillars align them with roles that best suit their skills. This approach ensures that each person can do their best and contribute significantly. Highlighting these successes publicly, WCM Pillars not only acknowledge individual achievements but also clarify their importance to the organization.

Eliminating Growth Barriers

WCM Pillars are committed to removing obstacles that limit employee development. This includes addressing disruptive behaviors within the team. By creating an environment of trust and empowerment, they make sure that all team members can progress without limitations.

The Overall Impact of WCM Pillars

Organizations that ignore WCM Pillars often have disengaged employees and a plain reputation. In contrast, those that implement WCM Pillars see their employees not as mere workers but as vibrant contributors to success. This positive environment attracts top talent both internally and externally, making these companies well-known for their growth opportunities.

WCM Pillars challenge the notion that only extraordinary individuals can achieve exceptional results. Instead, they empower all employees to achieve greatness by recognizing and developing their talents. This transformative impact enables organizations to succeed through the collective capabilities of their workforce, turning them into dynamic and successful places.

Adapted from www.exponentialumemeafrica.com

10 perguntas clássicas feitas durante uma entrevista

1. Me conte sobre você.

O entrevistador não quer saber sobre sua vida pessoal. Fale um pouco sobre suas realizações até hoje e todas as fases importantes de sua carreira.

2. Por que você quer trabalhar para nós?

Um pouco de pesquisa e será capaz de falar de forma convincente sobre a empresa, e como você pode ter um impacto sobre ela.

3. Dê um exemplo de onde você foi capaz de usar suas habilidades de liderança

Mesmo se você não está em uma função de gestão, você deve citar um exemplo de onde tomou as rédeas.

4. Quais são os seus pontos fortes e fracos?

Fale sobre os pontos fortes que satisfazem os critérios de seleção e faça alusão a fraquezas irrelevantes para a função.

5. Onde você se vê em cinco anos?

Pesquise a estrutura da empresa para lançar suas aspirações de forma mais realista possível.

6. Qual é a sua maior conquista?

Utilize os critérios de seleção para identificar quais de suas realizações pediram competências em que o entrevistador está interessado.

7. Por que devemos contratá-lo?

Descreva as habilidades e experiência que você ganhou que o qualificam para cumprir os deveres listados na descrição do trabalho.

8. Você trabalha bem em equipe?

Você precisa fornecer exemplos para dar suporte ao seu enfático "sim".

9. Quais são as suas expectativas de salário?

Confira as pesquisas salariais da Michael Page para descobrir o quanto você vale no mercado atual.

10. Você tem alguma pergunta?

Use essa oportunidade como um gancho, referindo-se a um ponto-chave da entrevista e desenvolva-o.

Adapted from www.michaelpage.com

We Are All Hired to Do the Same Job

Yes, that's right. Doctors, engineers, managers, factory workers, even astronauts... We were all hired to do the same job: solve problems. Peel back the layers of your job description and you'll see that at the heart of it, we are all engaged in the same fundamental task: solving problems. This is not just a philosophical musing—it's a powerful mindset that can transform how you approach job interviews, making you more confident, assertive, and impactful.

The Consultant Mindset

Imagine walking into your next job interview not as a candidate tentatively hoping to be chosen but as a consultant ready to offer valuable solutions. This shift in viewpoint changes the dynamics of the interview entirely. You're no longer there to be judged; you're there to discuss how you can help the company overcome its challenges. It's a subtle but profound shift that can dramatically boost your confidence and change how potential employers perceive you.

Positioning Yourself as a Problem-Solver

Every company has its unique set of challenges, whether it's improving efficiency, enhancing product quality, or breaking into new markets. By positioning yourself as someone who understands these challenges and has the skills and experience to address them, you signal to potential employers that you're a valuable asset. It's about articulating your experiences and skills as a unique value proposition, emphasizing your ability to contribute solutions from day one.

Preparation Is Key

To effectively adopt this consultant mindset, preparation is crucial. It involves researching the company's industry, its position within that industry, recent developments, and any challenges it might be facing. This knowledge allows you to tailor your "consultation" to the company's needs, demonstrating your initiative and critical thinking skills.

Engaging in a Consultative Dialogue

An interview should be a two-way conversation, not a one-sided interrogation. Engage the interviewer in a discussion about the company's challenges and how you envision addressing these issues. This consultative dialogue not only showcases your problem-solving skills but also demonstrates your proactive approach to contributing value.

Asking Insightful Questions

A consultant doesn't just offer solutions; they also ask questions to better understand the client's needs. Similarly, prepare thoughtful questions that show your interest in the company's challenges and your eagerness to contribute to solutions. This approach helps you assess if the company's problems are ones you're excited about solving and demonstrates your strategic thinking to the interviewer.

Sharing Success Stories

Just as a consultant would share case studies of past successes, you should share specific examples of how you've solved similar problems in the past. Discuss the strategies you employed, the challenges you overcame, and the outcomes achieved. These success stories serve as tangible evidence of your ability to add value to the company.

Framing the Role as a Partnership

Instead of viewing the job as a mere list of duties, discuss how you see the role as a partnership aimed at achieving shared objectives. This perspective highlights your commitment to adding value and views the employment relationship as collaborative and mutually beneficial.

The Power of Perspective

Adopting the mindset that every job is fundamentally about solving problems not only boosts your confidence during interviews but also makes you a more memorable and impactful candidate. It transforms the interview from a high-stress test into a professional meeting where both parties are evaluating a potential partnership. This shift in perspective can be the key to unlocking not just any job, but the right job where you can truly make a difference.

Tips For Leading A Meeting

Tips for leading a meeting

1. Set goals before the meeting
2. Create an agenda
3. Invite the right people
4. Present the agenda and goals
5. Take notes
6. Give your full attention
7. Get other people involved
8. Shut down other devices
9. Review action items
10. Open it up to questions
11. Follow up

Let's take a closer look at each tip.

1. Set goals before the meeting

Before you even schedule a meeting, identify what you wish to accomplish by the end of it. Whether you are preparing for your team’s weekly meeting or planning a sit down with a group to discuss a specific matter, ask yourself why the meeting is being held. Not only will that help you determine if the meeting is necessary, but you will have to relay those goals to the meeting participants.

There’s no reason to have a meeting if you determine there is nothing to be accomplished. Time is precious, and interrupting the workday with an unnecessary meeting can negatively affect productivity.

Also, don’t forget to make your goals SMART.

2. Create an agenda

After the goals are set, create an agenda. Include what will be covered, who will be presenting it, and in what order. For this step, ask yourself how you will reach the goals of your meeting.

This goes for uber professional sit-downs with your boss as well as casual meetings with a friendly colleague to discuss a project you are working on together. Formality doesn’t matter. Every meeting should have an agenda.

If possible, give attendees the agenda beforehand. This way they can come to the meeting prepared with questions, comments, and concerns.

3. Invite the right people

Now that you have your goals and agenda, it’s time to make the idea of this meeting a reality. And you can’t lead an effective meeting without the right attendees.

Think about the people who need to attend your meeting. Who needs to hear what you have to say? Who will have worthy ideas to contribute? Will it require the involvement of other departments?

The topic and contents of the meeting should be applicable to every member. If someone’s attendance seems unnecessary, let them know why you think they should be included.

4. Present the goals and agenda

Alright. You are sitting in the conference room waiting for everyone to show up. People file in and they are all ready to listen.

Once they all get settled, the first thing you should do is present the goals and agenda you came up with before scheduling the meeting. Give everyone an idea of what you are going to cover. If you're remote and using a screen sharing tool, now's the time to pull up those slides and get the team involved. Conversations in meetings can sometimes get off topic, and opening with the goals and agenda will help keep people on track.

5. Take notes

As you make your way through the agenda, take notes on questions and comments that come up, especially ones that affect the overall goal of the meeting. These might be important to address in the summary you send after the meeting.

If necessary, designate one person to take notes so you can fully immerse yourself in the conversations taking place. It might be helpful for them to use a document creation software that allows you to edit and later share the notes from the meeting.

6. Give your full attention

When running a meeting, it is important that you, as the leader, give the people in the room your full attention. Shut the laptop, lock the phone, and save your internal thoughts for later. This is necessary when presenting information to the group, but also while listening to what they have to say in return.

One of the best ways to have a productive meeting is to give it your undivided attention.

7. Get other people involved

Listening to the same person talk for the entire duration of a meeting can get boring pretty fast.

It is a good idea to switch up the speaker every once in a while in a meeting. Let people present updates on the project they are leading. If your meeting includes multiple departments, let each head speak on behalf of their team.

Give each new topic a fresh voice to help keep listeners engaged.

8. Shut down other devices

When leading a meeting, close and lock up your phone, laptop, tablet, or whatever else you use to work. It can be tempting to work on other things if a meeting’s contents are getting a little dry, but listening and paying attention is everybody’s responsibility, no matter their role.

9. Review action items

Even after you’ve touched on everything that needed to be covered in the meeting, it still needs to be wrapped up somehow.

Along with key takeaways, the best way to conclude a meeting is by stating action items. If there is anything that the attendees need to do after the meeting, tell them in as straightforward a way as possible with a timeframe for completion.

10. Open it up to questions

Feedback is the backbone of effective communication. And a team meeting needs effective communication to be worthwhile.

After you’ve made the action items clear, open the floor to questions. Participants might have questions about the action items or anything else that was covered in the meeting. Make it clear that there are no dumb questions and that they can be about anything discussed in the meeting, not just what was covered last.

Some questions might come up at random points throughout the meeting. No problem. Just make sure you end the meeting by asking if anyone has anything else they would like to ask.

This doesn’t need to be a big deal. Maybe just add a slide at the end of the meeting presentation. Here is the simple G2 questions slide with our mascot, Monty the Mongoose.

11. Follow up

Alright, the meeting is over. You did it! However, you aren’t done yet.

The last thing you need to do when you lead a meeting is follow up with the participants. Even if you clearly go over the action items at the end of the meeting, it can’t hurt for everyone to get it in writing.

On top of those action items, include the key takeaways from the meeting in your follow up. Reiterate lessons learned, points made, and new ideas that sprouted from the conversation.

Make your meetings meaningful

Learning how to lead a meeting isn’t easy. It requires organization, preparation, and focus. It can be challenging at first, but with time and the tips listed above, you can become an expert meeting leader.

Adapted from an article by Mary Novak on Learn Hub

How To Deal With Negative Feedback, By An Expert

 

Benji, the class mascot, after a visit to the farm

This is what I do if I get negative feedback (very rare!)

10 tips for better conversations

 

To start well, stop talking.

Conversation is essential to networking and to building relationships, it's essential to business and life success. Short, effective conversations show people that you're intelligent, in control and confident. And, most importantly, that you care about other them.

Writer and radio host Celeste Headlee has 10 rules to have a better conversation.

1. Listen

The most important ability for good conversations (and life in general) is the ability to listen. It’s the most difficult, but it’s also the most important.

“When I’m talking, I’m in control. I don’t have to hear anything I’m not interested in. I’m the centre of attention. When I talk, it's all about me," Celeste explains. 

She adds, "Buddha said that If your mouth is open, you’re not learning."

You are listening to understand, not just to reply, and it’s something that’s important to remember.

2. Don’t multitask

Give people attention and respect.

“Be present. Be in that moment,” Celeste explains. “Don’t think about the argument you had with your boss. Don’t think about dinner. If you want to escape the conversation, then escape but don’t be half in it and half out of it.”

3. Don't simply state your opinion, have an open mind

If you simply say what you think is correct, you’re not talking with people, you’re just talking at them.

“If you want to state your opinion without any opportunity for discuss and debate, write a blog. You need to enter every conversation thinking that you have something to learn… sometimes that means setting to one side your personal opinion.”

4. Use open-ended questions

“If you ask a complicated question, you’re going to get a simple answer,” Celeste explains. “Let them describe it. They’re the ones that know. Try asking them things like, ‘What was that like?’ ‘How did that feel?’ Because then they might have to stop for a moment and think about it, and you’re going to get a much more interesting response.”

5. Go with the flow

Almost everyone is guilty of this speaking sin: someone will be talking, you’ll think of a great idea or story and interrupt, or wait impatiently until the person finishes the sentence to jump in.

When you are thinking about your answer, you stop listening,” Celeste says. “Thoughts will come into your mind and you need to let them go out of your mind.”

Interjection is fine – if it helps reinforce a point for the person talking, if it’s short and it doesn’t derail the thought process of the speaker but don’t forget to give someone else the space to tell a story. That’s called listening.

6. If you don’t know, say you don’t know

Don't invent or lie because you don't know. Saying you don't know won't make you look stupid – it will make you look honest.

“Be careful what you say,” says Celeste. “Talk should not be cheap.”

7. Don’t compare your experience with theirs

We may have similar experiences to our colleagues or friends but we are different and things will affect us differently.

“If they’re talking about their difficulties at work, don’t tell them about how much you hate your job,” Celeste says. “It’s not the same. It is never the same. All experiences are individual. And more importantly, it is not about you. Conversations are not a promotional opportunity.”

8. “Try not to repeat yourself”

Put simply: it’s boring. And it makes your listener feel that you are so self-centred that you forgot what you said before. Many times.

“Especially in work conversations or in conversations with our kids, we have a point to make, so we just keep rephrasing it over and over,” Celeste points out.

9. Focus on what's important

“People don’t care about the years, the names, the dates, all those details that you can't remember,” Celeste says. “They don’t care. What they care about is you.”

Giving lots of details is fine but only if it helps your listener, not your own peace of mind.

10. Be brief

No one likes people who never stop. We don’t like being talked at.

Celeste quotes her sister on the subject: ‘A good conversation is like a miniskirt; short enough to be interesting, but long enough to cover the subject.’

ADAPTED FROM AN ARTICLE BY BRIDGET DE MAINE

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Useful links

• Transform negative feedback into positive results
• How to talk to your boss

Why Is Curiosity The Top-trending Business Skill?

For any business, curiosity is an essential tool for strategic thinking. It helps us see things that others don't, and understand what our customer really wants  – helping us to make better decisions about the products we make, the way we sell, and our future direction. 

Think Fast. Talk Smart

Watch and read this TED talk about communication by Professor Matt Abrahams. You will learn how 4 techniques to become comfortable and confident when you speak.

Tips for the video
You can display English subtitles and/or change the speed to help you.

Tips for reading
Click on ANY word for the definition. Click top right to translate.

People hate me. People fear me. You see, I’m a communication professor. And these people who fear me and hate me are some of the brightest, most creative, most entrepreneurial people I know. I wield a tool. And that tool I wield is what makes them fear and despise me.

As a professor, I have the ability to do what’s called “cold calling.” That’s where I look at a student and say, “What do you think?” “What do you feel about what we just discussed?” “How does this impact you?” And this causes panic, not just for my students but for everybody. That moment when we are called upon to speak articulately: Can we do it?

Now, rest assured, I never cold call on my students. I think it’s rude. And I know it’s hard. But people fear it. 85% of people say they fear speaking in public. And, quite frankly, I think the other 15% are lying. I think we could find a situation that makes them nervous too.

So today, my goal is to share with you some tips and techniques that you can use to help you be more comfortable and confident when you are speaking. In other words, to be able to think fast and talk smart. To do this, we are going to look at four different steps.

First, we are going to talk about the approach we take. Then, we’ll speak about the audience we talk to, the context in which we find ourselves. And, finally, the structures we use to help our messages get across. So, let’s start by talking about approach.

You know, I was reminded about the importance of approach. Many, many years ago, when my wife and I first moved in with each other, we fought a lot, over little things. Things mostly that happened in our bathrooms. We called these our bathroom brawls: “Is the toilet seat up?” “Is the toilet seat down?” By far, the biggest fight my wife and I ever had was over toothpaste. You see, my wife’s a roller and I’m a squeezer. And all of you out there who are rollers, I appreciate the fine artwork you create out of your toothpaste. But you know that the most awful thing that can happen to you is to have a squeezer come by and ruin all that effort you’ve put in.

And as soon as we started looking at our bathroom brawls as opportunities: opportunities to learn about each other, to make concessions, to collaborate, things changed. And I am happy to say, after 15 years of marriage, we no longer fight over toothpaste. This same approach is true in communication. Most of us, when we are in situations where we need to communicate, we see them as threatening. We see them as opportunities for failure. And I’d like to suggest we need to change that.

We need to approach communication in an open way, see it as an opportunity to share our ideas, our beliefs, our innovations. And when we take a perspective of openness, all of a sudden, something that we dread become something that we embrace.

The first step to effective communication is to approach it in an open way. But that’s not enough. We need to think about the audience that we are speaking to. And, to me, the way to approach it is the opposite the way most people do. Most of us think about, “Here’s what I want to say.” Or, “Here’s what I need to say.” I would suggest that’s exactly wrong. You need to think about what does my audience need to hear. And it sounds like verbal jiu jitsu, where I’m moving words around. In fact, it’s a fundamental difference.

If I ask myself what does my audience need, it puts me in service of my audience. It’s about their needs. In order to understand those needs, I have to do some reconnaissance. I have to ask myself, “Who they are?” The three things I think we need to ask about our audience are: “What is their knowledge? What is it that they know? And if they don’t know enough, what can we do to scaffold that information so that they have the tools they need?”

In addition to knowledge, we need to be thinking about their expectations. By expectations, I mean what is it that they expect of me? Most audiences have heard the types of presentations you are giving: maybe it’s a pitch, maybe it’s some kind of advertisement or marketing, maybe it’s a TED talk. Your audience has heard those kinds of presentations before, so what do they expect of you? And you can choose to conform to those expectations or not.

I have two young kids. I learned that sometimes violating their expectations actually is the most effective thing I can do for the communication we need. My boys sometimes make me upset. And when they make me upset, I used to raise my voice to no avail. Nothing happened. I was ignored. And that’s tough for a communication guy.

So what I started to do: When I’m really upset with my boys, I lower my voice. And they stop dead in their tracks. Violating expectations sometimes can actually help you as a communicator.

The final thing we need to think about – “What are their attitudes?” The way you approach your communication is influenced by what your audience thinks about what you are talking on: Are they in favor of it? Are they against it? Or they are hesitant? Agnostic? Those are the things you need to be asking yourself when you communicate. So we need to appreciate our audience.

When my older child was in kindergarten, I volunteered. I came into his classroom, the teacher had to leave to take a call or something. And I was in charge of an art project. Oh, was that a mistake. The kids were running around. I was saying, “Stop this, Johnny.” “Sally, stop doing that.” Nobody listened. The Yoda-like teacher returned, saw the chaos that had ensued in her brief absence and simply looked at the children and started rewarding the positive behavior. “Janet,” she said, “what a lovely way you’ve cleaned up your crayons.” “Samuel, thank you so much for walking with the scissors.” The students stopped in their tracks, changed their behavior. I learned then that you need to understand your audience and what they need. And to this day, I try to apply those principles.

The first thing about context we need to think about is the time. What time of day are you communicating? If you are talking early in the morning, you might’ve to have a little more energy to keep people moving. Same thing after lunch, when people are having that food coma experience. I taught high school many, many years ago. And I don’t think my principal liked me very much because she gave me freshmen right before lunch, and right after lunch. And if you know anything about 14, 15-year-old kids, they need lots of food and lots of social experience.

So, by the time my first class of freshmen came to me after four hours of class, they were dead tired. They could barely move, let alone think. Right after lunch, when my second batch joined me, they were amped up on their food, their caffeine, their friends. It was a frenzy in my classroom. And I had to teach them the same thing. How did I do it? I changed the way we approached the class. The class before lunch was highly collaborative, people were moving around, lots of activities — after lunch, a little more mellow. You must address the context, the timing, so your message can be effective.

Context also involves emotion. Most of us when we communicate, we think about information. What’s in my head, in my heart I need to communicate to you, but we also communicate a feeling. Maybe we are trying to get people excited and motivate them. Maybe we’re trying to scare them, create that burning platform that motivates them to change. Sometimes, we’re just trying to instill confidence. You should believe in what I’m saying. But we need to think about the emotion as well as the information.

The final bit of context has to do with where you are physically speaking. Location matters. Just the other day, I read in the newspaper that the Girl Scout in the state of California this year who sold the most cookies during the Girl Scout’s annual cookie drive, set up shop in front of a medical marijuana dispensary. She sold more cookies than anybody. Location matters. Think about the way the room is set up. Think about the environment: Is it live? Is it virtual? Those change the way that you communicate.

We need to think about location. So, our approach is important. Our audience is important. The context in which we find ourselves is important. And so too is the way we structure our messages. It is much easier for humans to understand information when it is structured. In fact, we remember information up to 40% better when it’s structured. What do I mean by this? Some of you listening are too young to remember, but those of us my age, when we wanted to call somebody on the phone, we actually had to remember a phone number.

My kids today, they look at a picture, push a button, and the other person starts talking on the phone. We had it much harder. We had to remember ten digits. Ten digits are hard to remember, so what did we do? We put them in a structure, three-three-and-four. That’s how we remembered. That’s what I mean by a structure. The information’s put in a way that it makes it easy not only for you as a speaker but also for the audience to remember.

Now, I have lots of favorite structures. You see some of the structures up here behind me. The first structure is a chronological structure: past, present, future. Here’s how things used to be. Here’s how they are today. Here’s where they’re going in the future. A chronological structure can really help you navigate your audience from one place to the next. Quite frankly, structures set expectations. You can’t be lost if you have a map. Your structure provides a map. And the chronological structure is incredibly helpful for that.

The next structure happens to be the problem-solution-benefit structure. This is one of the most persuasive structures out there. You start by explaining what the issue is; you talk about how to solve it, and then the benefits to the people.

Finally, my favorite structure, the one I use the most, I call this “the MacGyver of all structures.” This can get you through any situation. It’s the what, so-what, now-what structure. You start by telling people what the issue is. You tell them why it is important in the so-what step. And then you tell them what’s next, what’s coming. It’s like a Swiss Army knife. You can use it in situations if you are teaching. You can use it if you are trying to motivate people. And you can use it even if you are introducing somebody. Change the “what” to a “who” – and you’ve got your introduction.

Structure helps keep your audience together and in line. When I was an undergraduate, I was a tour guide. It was the highest paying job on campus. And, boy, did I need money. I trained for 12 weeks to be a tour guide. I learned lots of interesting – some would say useless – facts about my university. Things they drilled into our heads, besides how to walk backwards, which to this day I still can do in a straight line. The most important thing they taught us: They said above all else to be a great tour guide at this institution is to never lose your audience. You are a bad tour guide if your tour group gets lost. The same is true when you are speaking.

Structures keep people together. We need structure. So we see here that these tools – the tools that help us get our audience engaged and involved and help us convey our message are the same tools that helped my students learn to love speaking and learn to do it well. It’s about the approach you take, the audience, the context, and the structure.

Now, I’m always looking for examples of this to help people understand. The other day, I was eating breakfast, and I looked across the table at my soy milk. And I said, “You know what, this is a great example.” Think about it, Silk soy milk. Silk soy milk is targeted to a very specific audience: People who are interested in eating healthy, or people who are lactose intolerant. The name is a combination of the word soy and milk. Silk: it speaks to the audience’s desire to have something rich, something expensive, something yummy. It’s at a time and a context in an environment.

If you notice where you buy Silk soy milk, it’s next to other milk. That’s not where it was originally. It used to be in the health food aisle. Now, it’s next to milk. They marketed it and boxed it the way milk is. The structure of the name is very compelling. Let’s face it, they could have called it “Moi,” and nobody would have bought it. Right? So, if you get the message right, and you communicate it effectively, you can make a big difference; so I want for you what I wish for all of my students: Bold communication that’s confident and compelling. And I want for your message to echo long after you leave the room. And these are skills that are at your disposal. It just takes practice and a little bit of a positive approach. Thank you.

Links

• How to think in English
• How to talk to your boss