Speaking in Tongues

Ask any CEO or speaking consultant what the most important aspect of public speaking is, and they will most likely say, “Know your audience.” But according to Thomas P. Mullen and Mala Narain of strategic leadership consulting firm Park Li Group, too much attention has been focused on who is sitting in the audience, and not enough attention is given to how those people engage with the speaker.

In their 2005 working paper, “I Understand All That … But What’s the Strategy?” the authors draw on survey data from executives and their audiences throughout the world to show that people have distinctly different ways of engaging with presentations about strategy. The authors say that each audience member will emphasize one of four primary focuses — data, structure, vision and the human element — and that effective speakers are those who integrate all four aspects into their presentations.

Listeners who are primarily data driven ask the essential question, “Is this strategy sound?” They will evaluate the analysis to see if it has been grounded in the appropriate facts and figures. Satisfying these listeners requires that the presenter take some time to do a thorough and detailed review of the data set on which the strategy is based.

Other listeners look first for structure: an organizing framework that will allow them to see how different types of data and pieces of the strategy interlink. Executives addressing this need frequently present their structure as an analogy or metaphor that captures the essence of the strategy in a single image, such as the “five pillars” of strategy or the four legs of the strategy. The “scorecard” has recently been a popular organizing framework for presenting an integrated strategy story.

Still other listeners are looking for a vision. They want an answer to the question, “Where do all these strategy discussions lead?” A successful leader will demonstrate a sense of the organization’s history and use that context to clearly articulate where the organization is headed and why.

Finally, some listeners focus on the human dimension of the strategy. They want to see how people are integral to the success of the strategy and where they fit in. Ultimately, these individuals are looking for a sense of community and a strategy that inspires them with core values that they share with the company.

Of course, just as there are different types of listeners, there are different types of speakers. The authors contend that identifying what type of listener you are may help you discover your strengths and weaknesses as a speaker. People are far more likely to structure their presentations in the way that they would like to hear them, to the detriment of other types of listeners, and they should work to bring out the other dimensions of their strategy. For instance, those who tend toward inspirational presentations may do well to ground their presentations with more data and analysis.

The key to success, say the authors, is to always assume all four types of listeners are present in every audience. Identify your default mode and leverage those skills as much as you can, but address the needs of the other types of listeners as well. A traditional structure might include the following: (1) Begin by showing the data. Research shows that data-driven listeners are the most difficult to satisfy. (2) Follow the data with a cohesive framework in order to organize the data. This prevents the message from getting lost in a disorganized mass of numbers. (3) Once you’ve established the framework, turn to the destination. Paint a picture of the long-term view of the strategy and where the company is headed. (4) Finally, finish by emphasizing the organization, its people and its values. Those seeking to be inspired want to leave the room that way, and other types of presentations may cloud the message.

For more information, contact Tom Mullen at tmullen@parkli.com or Mala Narain at mnarain@parkli.com.
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