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>> I want to give you some shortcuts on how
to be most effective as you communicate your message.
So you can do it the long way, and you can be ineffective, but I want to give you shortcuts
that will help the audience pay attention and actually give you the money or the attention
or the partnership that you want.
So that's our goal today.
>> Especially the money.
>> [Inaudible].
Okay, show me the money.
We will get there.
So that's what today is all about because we know that you communicate your story a lot,
and you have to persuade audience to fund you or to join your cause.
And so as you think about all that you've gained here
in the summer curriculum program this is a valuable time because you could go back
to your country and say, hey, I have this information, now I need this from you.
So let's talk about some approach that's going to help you be successful.
Now each of you are experts in your own scientific and technical [inaudible].
But in my mind you're also leaders.
You're leaders because you're taking on a big cause.
This fighting cancer thing is important.
And so as you're leaders in your own country, as the quote says here,
in order to be a good leader you have to be a good communicator.
So it's going to be fast paced in this next 45 minutes, but take notes,
and write down for yourself what are some tips and some pieces of advice that you're gaining
in the next little bit that you can then take back and increase your communication skills.
Because no matter how much scientific and technical information you have
if you don't package it and communicate it you're not going to get that funding
that you're looking for, you're not going to get that support.
[Inaudible] there's really a lot of power in communicating.
You can achieve all this when you communicate.
But at the same time we've all seen speakers and communicators who are ineffective, right?
And what's the difference between those who are highly effective and those that are ineffective?
What do you think?
As you think about that question what makes the difference between someone who is able
to gain support and gain funding and someone who's not?
What's the difference?
[Inaudible Audience Comment] It's not interesting.
They make a listener interested.
So your criteria the listener has to be engaged and interested.
What else makes the difference?
[Inaudible Audience Comment] Credibility, trustworthiness, yes, they believe you.
[Inaudible Audience Comment] The clarity of the message, good.
Is it vague or is it very clear?
[Inaudible Audience Comment] The delivery, absolutely.
[Inaudible Audience Comment] Attractiveness, ah, okay.
[Inaudible] points of that today.
Okay, so those all make the difference.
And I like that we've touched on both content and on delivery.
Because it is a balance between content and delivery, right?
We've seen speakers who have good content and poor delivery, and they don't succeed.
But we've also seen speakers who have great delivery
and no content, and they don't succeed either.
So we have to strike that right balance.
And today we want to give you some tips and some shortcuts on how to strike that balance.
So in my mind there's really three strategies.
Strategy number one, make your data beautiful.
We know you're going to use data, and as Brenda just illustrated there is a lot of data,
and in your own countries you have data.
But just because you put a number up there does that mean that somebody care?
Just because you say the percentage does that mean that they're willing to write a check?
No. So we've got to work on ways to make data beautiful.
Number two, think about your audience more than you think about yourself.
Many times speakers say, well, I want to say this.
I want to make sure they understand this.
But put it in the shoes of your audience.
Sometimes you have to change that equation.
You would present very differently to a minister of health versus a minister of finance, right?
The minister of health has a different mind set than the minister of finance.
But at the same time sometimes we walk in with the same story.
This is my story, I'm going to tell it to you, I don't really care who you are, let me say it.
That's ineffective.
We want to make sure we think about our audience.
And then number three, we need to focus on both the content and on the delivery.
Okay, so I make data beautiful.
Where have you seen beautiful data?
In your life, in your experiences?
Where do you see data that is beautiful?
Can anybody give an example?
>> Pictures.
>> Pictures, a picture is worth a thousand words.
That's a very true and tried statement.
Data can be beautiful through pictures.
Where else could data be beautiful?
>> Colors.
>> In colors.
Why does data have to be black and white?
How do you make it colorful?
So here's a chart, an example.
I'm going to give a lot of examples for HPV.
So it's a lot of data.
They're trying to talk about prevalence in various countries.
They're talking specifically about the HPV vaccine.
They're talking about the price.
This is a lot of data.
It's beautiful data, but it might be too much, right?
It's beautiful, it's colorful, but where do you look?
Maybe you should break up your data so the audience just gets one piece at a time.
Talk about prevalence, then talk about the vaccine, then talk about the price.
So remember even if you have beautiful data too much too fast confuses your audience.
This might be great as a poster, but it's not so great as a slide.
Now, why do we even use numbers?
Why do we use numbers?
Why do we like Brenda's charts, and why do we need all those percentages?
Why?
[ Pause ]
[Inaudible Audience Comment]
They can tell their own stories.
But do they need a narrator?
>> Yes.
>> Yes. And I think that's the mistake that sometimes we make is we throw out the number
and expect the audience to understand it and to care about it.
But the numbers need a narrator.
They need you to tell the story behind the story.
So remember a number alone if you just buy a billboard and throw the number of there
of how many people in your local country have cancer it may not change anyone.
They'd be like, oh, interesting.
It's not the billboard that's interesting.
It may not change behavior.
So remember they need the story behind the number, they need a voice, okay?
Here's all the reasons we use numbers.
We sometimes want to persuade, we want to gain funding,
we want to inform, we want to raise awareness.
All those are good and noble causes.
But the numbers alone won't do it.
That's why I think we like this because it's less.
It's clean versus that's a little messy.
But regardless would you rather see this than a pie chart maybe?
Or, would you rather see this in bullet point slide?
So I think just start to put in your mind set I need to find a way to pick a few numbers
and really make them come to life.
Because in each of your stories you probably have a couple of numbers.
You don't need to do an infographic for 30 pieces of data.
It's too much.
But take your two or three really important numbers.
So for my Brazilian delegation here --
>> South America.
>> Oh, South American delegation, do you have an example of one number that you already have
in your head that we should move into an infographic?
Any examples?
Anything in your mind?
>> Maybe how many people can get cancer in [inaudible] lifetime.
>> Okay, yeah, so nine out of ten people in Brazil will get cancer in their lifetime.
So pick one or two numbers that are really significant in your country, in your story,
and think about building an infographic.
That's making data beautiful.
Because just showing a percentage of 47 percent or 92 percent doesn't really mean
that you'll persuade or change behavior.
Okay? So that's number one.
Here is some tools and advice as you think about graphics.
And you have all the slides so we're not going to go through it all.
But be careful when you are using data
that you're not confusing your audience more than clarifying.
Okay? So if you use a term that has multiple meanings like surveillance,
you may confuse your audience more than clarify.
Or if you use a term that they don't know
like cohort you're going to confuse more than clarify.
So remember as you're building your infographics and you have this resource
to make sure it appeals to the audience you're talking to.
If you're talking to a scientific audience please use cohort all you want.
But if you're talking to regulators, as Brenda was saying,
our congress, please don't use cohorts.
You need to pitch it for the right audience, okay?
And here's the best part.
There is a really large free resource available already done
by the NCI that talks all about data.
Now this particular resource talks about making data interesting to the general public.
Remember we have to think about our audience.
If your audience is not the general public some pieces of this may not pertain to you.
But that's a tool that you have available, and it's about a 40 page workbook
that can help you with all kinds of resources.
Okay? So what's step number one in my mind to be a great communicator
as you go back to your own country?
Make your data sing.
Make it beautiful.
Number two is tailor your message for the audience.
How many times have you done a save as in PowerPoint?
So you have the slide [inaudible] that you [inaudible] two years ago, and you come back
and you open it and you say save as and put a due date on it.
Anybody done that?
I've done that.
We've all done that, right?
We've all done that, yes.
But that's not thinking about the audience.
So I would highly encourage you to take only five minutes, and you can do it in five minutes
or less, to think about your audience before you just do as save as.
Because a save as may be the wrong audience.
That may be a presentation that you gave two years ago to secure initial funding.
And think about all that's changed in your market and all that's changed
in your audience's mind since then.
So here's the secret to an audience.
What are the top two questions that every audience has when they sit
down in a meeting or sit down in a presentation?
The same questions you had today.
So I'm in the audience, what is on my mind?
Why should I care?
That is number one, and data shows that.
Why should I care?
And number two is very similar is so what?
Why does it impact me?
Think about how are you answering these questions.
Why should I care and what's in it for me basically.
How are you answering those questions?
Now, there's a study that was done in the U.S.
that asked the audience how long are you willing to wait to get that information?
When you sit down in a meeting or when you sit
down in a briefing how long are you willing to wait?
What do you think they said in the study?
And this is in the USA.
>> One minute.
>> One minute.
Longer, shorter?
>> Three minutes.
>> Five minutes.
>> Thirty seconds.
The true answer is in the U.S. the audience is willing to wait 45 seconds
to get these two questions answered, 45 seconds.
How do most speakers start their presentation?
Talking about themselves.
[Inaudible] I could say good morning because nobody has ever said that to you.
And then I have to say thank you.
And then I have to say my name is Kelly and I'm so happy to be here and thank you
for inviting me and all this, and I appreciate you all coming,
and I hope that you enjoy your time.
And this is a very interesting session so please stay with me.
And that's burnt the 45 seconds.
It was all about me, not about you.
So you can do that.
And credentially it is important, and I do want you to credential
because I want the audience to understand who you are.
But that is not the first meeting.
The first meeting is what's in it for me, me the audience.
So start there and then you can say and I'm Kelly.
You really don't care if I'm Kelly, Stephanie or Daphne, but that's just important for me mom.
So remember start with the what's in is for me.
Somebody give me an audience example, someone that you know you want to talk to.
Who's an audience?
>> Primary care doctors.
>> Primary care physicians.
Okay, for primary care physicians you're coming in to talk about cancer.
And more specifically you're coming in to talk specifically
about Brenda's cancer registry data, and you want them to understand the [inaudible].
So what's in it for them?
Rather than start with hi, I'm Kelly, and I'm here to present our cancer registry [inaudible]
for the country of Brazil and I hope this is informative to you.
There's no what's in it for them.
So what's in it for them?
What do you think?
>> Well, [inaudible] people that have cancer [inaudible].
>> So I want to share with you the percentage of people
that get cancer in a year and it's [inaudible].
But I'm a primary care physician.
[ Pause ]
What do you think?
Sorry. You had the [inaudible].
I think that for a primary care physicians --
[ Inaudible Audience Comment ]
For them themselves.
For them to diagnose the case.
>> For their patients, right?
>> For their patients.
That's what [inaudible] primary care physicians don't focus on patients.
They do. That's where you need to talk to them about, your patients.
So it's your patients is going to be one element to them
that I'm going to share some data with you.
You have to spend some time on the what's in it for me.
Sometimes it's not obvious, but please don't walk into a meeting
if you haven't determined what's in it for that audience
and you haven't packaged that in your first 45 seconds.
Now, you may have a little more time depending on your geography.
Again, this data is only U.S., but I don't think it's five minutes in any market.
I don't think it's five minutes anywhere.
And it may be shorter in Jamaica, right?
Now, the audience once you've gotten past the what's in it
for me here's three big considerations I want you to consider.
Number one, how many people are in this room.
Please think about the venue that you're going to be presenting in.
The dynamics of the room, the amount of people, the technology, all of that.
And as a speaker you have to control that as much as you can.
Now, I recognize if you're going to present to the ministry of health they already have a room,
they already have a conference room.
You can't come in and redecorate it or paint it pink
for breast cancer awareness, you can't do any of that.
You can't bring a big sign.
You can't do that.
But what you can do is know ahead of time what you're walking into.
And I think we miss an opportunity sometimes because we don't ask the obvious questions.
When somebody calls and says please come to a briefing we say,
okay, what time do I need to be there?
How much time do I have on the agenda?
What do you want me to cover?
We ask that.
But then ask a few more questions.
How many people are going to be in the room?
What's the setup of the room?
Where do I fit in the agenda for today?
If you're speaker number 27 in a three day event I think you should know
that before you say, ah, I've got an hour.
You're not going to have an hour, you're going to have five minutes.
So know where you fit in that venue and on that agenda.
And it really is just asking a few more questions.
And believe you me the person who is asking you
to come speak they appreciate when you ask those questions.
They don't view you as annoying or my word.
They think, wow, they really want to know the audience.
So ask a few more questions rather than just what time and how much time do I have.
Ask a few more appropriate questions.
Audience consideration number two,
is there a big issue that's weighing on your audience's mind?
I like to call it the elephant in the room.
That's kind of a U.S. expression because we don't have elephants in our room.
So what it is is it means it's a huge issue that everyone's thinking about
and negative typically, a really bad issue that everyone is focused on.
So that could be we have no money.
It's great that you're coming and looking for funding but we are in a deficit here.
And I don't know why you guys keep coming and asking for money when there is no money.
Okay, so you might be walking into that.
If you walk in and they have no money you might want to say that.
We recognize that budgets are strained.
We recognize that these are very tough economic times.
You probably need to say that somewhere.
Otherwise you're like we've got this great idea for this fantastic research,
it's only going to cost $4.9 million, it's going to take eight years but it will be great.
And they're still thinking we have no money.
So if it's an elephant in the room how long do you have to address that?
We have 45 seconds to address the what's in it for me,
but how long do you have to hit the elephant?
>> Three minutes.
>> Three minutes is the first vote.
How long? What do you think?
[Inaudible Audience Question].
Alright, you're really [inaudible] you don't like these elephants.
Data shows that it's within five minutes so you have more time.
But what most speakers do is they say, oh, I know that's an issue but I hope
that you don't bring it up because I don't want to answer that question.
It's an elephant, it's big, it's important on their mind.
You need to be proactive and address it.
It doesn't have to be in your first 45 seconds,
but it needs to be within your first five minutes.
This shows that you understand the context of where your message falls.
Otherwise it just sounds like you are disconnected.
And the audience really isn't listening until you address that [inaudible] in their head.
They're still doubting, they're still wondering so address it.
That's the point on the elephant.
And then the third point is audiences want to be involved.
How many of you have gone to a meeting where the minister or the funding
or whoever you were meeting with talked more than you did?
You went into a meeting and you felt like they talked more than you did.
Anybody? Is that a good thing?
It is a good thing.
[Inaudible Audience Comment] I like that boy.
It's a good thing if they're talking.
If people are talking in your meeting they're engaged.
Now, the trick is keep them on your agenda.
If they're talking about tourism and you're talking about cancer we have a problem.
You know, they don't care, right.
But if you can keep them talking about your topic and getting engaged in your program then
that is a good thing because when they're talking about it they care about it.
And when they're talking about it they're carrying your message.
So don't view involvement as an interruption like I wish that guy would just be quiet.
We feel that way.
But really how can I get this guy to carry my message?
How can I make sure he's on my page.
And then he's going to be a good advocate of the [inaudible].
So view involvement as a benefit not as a distraction.
And audiences do want to get involved especially they're writing checks.
Okay, so let them talk [inaudible].
Okay, so those are really the quick ways to analyze your audience.
And we have a worksheet that we'll give you and it will be on online and all that.
That just gives you all of that in one bucket
so that you can do a quick analysis of your audience.
So step number one was what in my opinion a strategy for great communicators in this room?
Step number one is make your data beautiful.
Step number two?
Think about your audience not about yourself because the audience is the one
that gets to have all this control.
An audience determines am I going to change behavior.
Am I going to support this?
Am I going to write this check.
They get to determine that so get them involved first.
Alright, and then [inaudible] is how do you deliver this message?
So we talked a little bit about it has to be a balance between content and delivery.
Now, another U.S. study, and I'm sorry this isn't a global study,
and I really want to fund this to be a global study because it's fascinating.
This study was done by MIT, Massachusetts Institute of Technology in Boston.
And they talked to a group of scientists and medical experts.
That might be you guys.
So people that are in the medical and scientific fields.
And they rolled up ten speakers and had ten speakers present, and then they evaluated them.
And all the speakers were medical and scientific experts so they were peers.
And they said as you evaluate the speakers do you care more
about delivery or more about their content?
And what do you think audience of U.S. scientists, researchers,
physicians, medical professionals said?
>> Voices: Delivery.
>> Delivery, does everybody agree delivery?
>> Content.
>> You says content?
Content, so for content what do you think is it 30, 70?
More than 50 percent.
So 60 and 40?
Okay, that's your vote.
So 60/40 for content.
The rest of you that say delivery what do you think it is, 50/50, 70/30?
Anybody else?
80/20. 60/40 delivery.
Anybody else?
The real data shows --
[ Inaudible Audience Comment ]
>> 90/10.
>> 90/10, 90 percent delivery, 10 percent content.
>> Oh, wow.
And that's why, because this was pretty surprising data,
they said because I can get the content in other places.
I'll go read your white paper.
I'll go research it.
I can go read the medical journals.
I know this stuff.
Ten percent was content and 90 percent was delivery.
[ Pause ]
Why then do we spend 90 percent of our time working on the content?
Focus on the content, writing slides, writing talking points, scripting --
>> Practicing.
>> And practice is like a little.
To really change your communication and really be the best communicator you need
to flip the equation and shortcut your content.
Still have good content.
Now, everybody that's good at delivery is good at their content.
They know their content.
But don't spend all your time on the content and then walk into the meeting
and hope you're going to do pretty well.
You won't, you just will not do that well because you've never said it aloud.
You've never anticipated the questions.
You've never practiced this scenario.
So if I could make one wish for each of you it would be that you spend more time on rehearsing,
on presentation, on dry runs than just building slides
or building messages or building [inaudible].
That change would really make a huge difference.
You can rehearse in your car, you can rehearse in your hotel room,
you can rehearse with your spouse, you can rehearse with the dog.
I don't care, just start talking, just say it aloud.
Because by telling your message and your story aloud you'll make a huge difference.
For that the 90/10 equation, and again that's a U.S. audience
and this medical audience [inaudible] they also did that with a business audience.
So it takes time to decide and think CEOs, what do you think, was it 90/10?
It was 92, 92/8 so they just upped it a little bit
but it was still delivery, delivery, delivery, okay?
You have to have good content in order to have good delivery.
You do. You have to have that foundation.
But we spend so much of our time on the content and very little time on the delivery.
That's the equation we should change in order to be really good effective speakers.
So you have a best practices sheet I think here that kind of looks like this.
It's in the back, okay.
So in the back there's a best practices sheet, and there's five tips
for content and five tips for delivery.
We're going to go through those pretty quickly.
Please stop me if you have questions or examples because I'm a roll here.
So, number one, the audience is listening most at the beginning and at the end.
When you first stand up remember that's when they're engaged.
Use that opener to connect with them and give them the [inaudible].
But they also become really engaged at the end of your presentation.
Now, isn't that interesting?
They're ready to leave but yet they get really engaged.
So use the conclusions to your advantage, okay?
Number two, only three messages.
You can't deliver more than three messages.
Why? What's the magic of three?
>> So that's [inaudible] will remember.
>> Audiences can only remember three things.
Did you have another point?
Sorry, I heard someone over here.
[ Inaudible Audience Comment ]
Yes, so they will be on information overload before you stand up.
In fact, another study, there's a study there at the U.S.
when do most Americans reach information overload?
What time of day?
What time of day do most Americans reach information overload according to the study
of how much information we can absorb in a day?
>> Ten a.m.
>> Four o'clock.
>> Three o'clock.
>> The data shows 9:10 a.m. By 9:10.
I mean most people are starting up work at 9 so hello?
It's a little scary.
Your audience has way reached information overload before you ever stood up.
[Inaudible] all that chaos.
So three messages.
And you'll see a lot of examples of that.
Steve Jobs in the U.S., you know Apple,
he really was the CEO that made three messages famous.
Every time he gave a presentation there were only three messages.
And they were delegates.
But even as you look around and you look at public education campaigns and you look
at corporations you'll start to study this and see the rule of threes.
Three messages and only three messages.
Be a story teller.
Did you know that our brains are wired to remember stories.
They're not wired to remember data.
You have to be taught to remember data.
But naturally we all remember stories.
So can you tell a story?
Can you talk about cancer not just as 47 percent,
but can you talk about it from a story point of view.
That's a really important technique.
That's what politicians do, right?
They tell stories after stories after stories after stories.
They don't tell statistics.
Yes. So think about the effective stories and stories that you remember.
Stories that you heard years ago that you still can remember today.
Stories are how we are wired.
Number four, use analogies and examples.
There's a lot of complex scientific things.
Can you make them more simple through saying this is like X. And I'm going
to show you an example of that in just one moment.
And then number five, simplify, simplify, simplify.
Please make it simple.
No audience came to see slides.
How many of you are presenting normally with slides, PowerPoint?
Some, some.
Remember the audience didn't come to see slides.
They came to see you.
They came to hear your voice and our perspective.
So if you are presenting with slides it's perfectly fine, I'll let you.
But don't let the slides drive you.
So don't say, okay, on this slide you'll see this and on this slide you'll see this.
It's like where's the audience?
And on this slide how are you going to really connect
with this audience if everything is on the slide?
So don't let the slides drive you.
Use them as a backdrop.
Simplify, simplify, simplify.
Here we go, I'll give you one example.
What I want you to look for in this video --
>> Video: And so please consider this award from Progress.
I'd like to tell you today a story about a very rare cancer called midline carcinoma
about the protein target, the [inaudible] protein target
that causes this cancer called [inaudible] and about a molecule developed at my lab
at the [inaudible] Cancer Institute called JP1 which we affectionately named
for Kim Chee [phonetic] of the chemist that made this molecule.
Now [inaudible] four is an interesting protein.
You might ask yourself with all the things cancer's trying to do
to kill our patient we have to remember it's cancer.
When it winds up as genome, divides into two cells and unwinds again why does it not turn
into an [inaudible] to a liver as it has all the genes necessary to do this?
It remember that it's cancer.
And the reason is that cancer like every cell in the body places little molecular bookmarks,
little Post-It notes that remind the cell I'm cancer.
>> Good analogy, a Post-It note.
>> Video: And those Post-It notes involve this and other proteins
of its class so called [inaudible].
So we developed an idea, a rationale, that perhaps if we made a molecule
that prevents the Post-It from sticking by entering into the little pocket at the base
of this spinning protein that maybe we could convince cancer cells, certainly those addicted
to this [inaudible] protein [inaudible] our cancer.
And so we started to work on this problem.
We developed libraries of compounds and eventually arrived at this
and similar substances called JQ1.
Now, not being a drug company we could do certain things, we had certain flexibilities
that our respected pharmaceutical industry doesn't have.
We just started mailing it our friends.
I'm a small lab.
We just send it to people and see how the molecule behaves.
We sent it to Oxford, England where a group of talented crystalographers provided this picture
which helped us understand exactly how this molecule is so potent for this protein target.
It's called a perfect fit of shape complementarity or hand in glove.
Now, this is a very rare cancer, this PRE-4 [phonetic] addicted cancer.
And so we worked with samples of material that were collected by young pathologists
at Brinkman [phonetic] Women's Hospital, and as we treated these cells
with this molecule we observed something really striking.
The cancer cells, small, round and rapidly dividing, grew these arms and extensions.
They were changing shape.
In effect the cancer cell was forgetting it was cancer and becoming a normal cell.
This got us very excited.
>> Okay, so as you look at that he's trying to articulate a complex,
technical message and do it through a story.
His story has three characters.
You saw that on the first slide.
And then he used an analogy of a Post-It note to help us understand how the cancer was working.
[ Inaudible Audience Comment ]
>> Exactly.
So you know him, that you trust him and you know he has the scientific backing.
But he's doing it in a way to connect with the audience.
He could have just talked about the molecule and not said Post-It notes.
But we might not have remembered the molecule.
I thought it was fascinating when he talked about, you know, what we did is we shipped it
to our friends recognized that [inaudible] can't do that,
recognizing that that's a challenge regulatory wise.
So it's an interesting example.
And what I'd like you to do is become a student of great communicators.
Because the good news is you're going to see more presentations than you actually do.
You're going to be in the audience more than you are in the front of the room typically,
and you need to become a student of the game.
What makes that presenter very effective?
Why are they connecting with me and this presenter is not?
Think about the techniques that they're using.
It is delivery.
And so when you think about delivery remember the 90 percent.
These are little subtle changes that you can do in your delivery
that will make you more effective.
The number one thing the audience is looking for from every speaker is confidence.
They want speakers to be confident.
What do speakers do that diminish their confidence
or communicate a lack of confidence to the audience?
Avoid eye contact.
What else?
>> They lower their voices.
>> They get real quiet.
>> Yes.
>> When they have doubts.
Maybe, I think, it may.
[Inaudible Audience Comment] [Inaudible] where it gets my life, yes.
So all types of ways that you can undermine your own confidence.
Now those speakers may feel confident but they're not conveying confidence.
So when you do a dry run because everyone is going to do rehearsals, right, yes,
we're all going to do rehearsals.
What do you do on the dry run?
Ask your audience how confident do I come across?
Am I appearing confident?
Number two, forget the um, ah, you know, like, all those filler words.
Have you heard speakers who every third word is um, ah, maybe, sort of, kind of, actually.
All those words annoy the audience.
The easiest way to assess yourself is leave yourself a long voice mail.
Just call your own phone and start talking.
Maybe talk through your program.
Maybe talk through the presentation that you want to give to someone.
And listen to how many ums and ahs and see if it's a distraction.
That way you can be your own audience.
Number eight, move with purpose.
There's two mistakes that most people make with movement.
Number one they dance in place all the time.
And does that show confidence?
No. Unless you're Richard Simmons or doing aerobics, no.
You need to stand still.
And the rule of thumb here is stand from the waist down still
but keep from the waist up moving.
So the audience likes [inaudible], they like movement,
but they don't want you to dance in place.
This makes you look very nervous.
Or, you see speakers that look like the lion in the cage.
They're always moving.
I mean they're just kind of going here and I'm really excited about this program
and you can [inaudible] difference,
and as you think about primary care doctors, stand still please.
You're making me crazy.
So think about your movement and make sure that from the waist down you convey confidence.
The problem that people have with gestures is that they do the same thing all the time.
Whatever it is the same thing gets annoying.
So gestures and your hands are a good thing, just don't get trapped
into doing the same thing all the time.
But people do like hands.
And there was a school of thought about ten years ago that when you're
in television interview don't use your hands.
But that is not true.
So our Italians and our Latino population will love to know this,
that you can use your hands, it makes you look passionate.
Please use your hands.
That's very passionate.
And then finally make sure your voice conveys your passion and your excitement.
Because your voice -- let's say you're doing a radio show.
Anybody done a radio interview or a radio show?
That is all they hear is your voice.
Have you listened to your own voice?
You hate it, yeah, exactly.
But listen for inflection and listen for volume because you don't want to be monotone.
I like to think of your voice as like an EKG machine.
It's like do I have anything here that's going or am I just flat line?
You really want to have some inflection in your voice.
That's the criteria you should use.
So I wish we had like nine more hours because what I'd do is I'd bring you all up here
and we'd videotape you and we'd rehearse, but unfortunately we don't have that time today.
What I encourage you to do is two things.
Number one, do some sort of self-assessment.
You need to know where your strengths are as a communicator, and you need to know
where your weaknesses or areas of improvement are.
And then, number two, think about small changes that you can make
that will make a really big difference.
For example, if you're not doing rehearsals now one rehearsal will make a world
of difference for you.
Or, if you know you're distracting the audience
by dancing all the time just standing still will make a world
of difference, a huge impact on your audience.
So do a self-assessment and then start making some changes
that you know will make a difference.
And get out there because your story is really important to tell.
The more you tell it typically the better you get at telling it.
Thanks for your time.
There's more videos online so watch them and learn from them.
[Applause]