A521.8.3.RB - Cornerstones of Speaking

Cornerstones of Speaking

In the past few years, I've improved my focus on listening and being patient while communicating.  For example, if I'm in a discussion with someone and we both start to talk at the same time, I stop talking to let them speak first.  In my opinion, this not only demonstrates patience, it also shows that I care and am truly interested in what they have to say.  However, I haven't given much thought about what to do to capture others attention.  That is, until now.

The Charisma on Command video, "Kevin Hart's 3 Secrets To Hilarious Storytelling" outlines several mindsets that lead to great stories.  It explains that you must capture attention before you start a story, commit to the story, and play the character.  While thinking and preparing for my presentation this week, I have been self-aware when telling stories.  I think where I struggle is to get others attention. 

I'm not necessarily comfortable being the center of attention by saying things such as, "Listen" or "True story" like Kevin Hart does in the video examples.  When attending Basic Instructor Course, we learned preambles could be verbal distractors and were encouraged to be aware of our "distractors" and take measure to forgo using them.  Although Kevin Hart is entertaining, they seemed more like crutch words.  "Crutch words are those expressions we pepper throughout our language as verbal pauses, and sometimes as written ones, to give us time to think, to accentuate our meaning (even when we do so mistakenly), or just because these are the words that have somehow lodged in our brains and come out on our tongues the most, for whatever reason." (Doll, 2012)  I remember listening to a presentation once where the speakers crutch word was "So".  He used that preamble over 40 times in an eight minute speech; it was extremely distracting and unprofessional sounding.  As a previous instructor, I now cue in to others' verbal distractors as well as my own.

Other ways I might capture the audience's attention are to use props and expressive communication.  I also like the idea of committing to the story being told and playing the character.  Being in a more expressive and enthusiastic state get people to listen and allow me to engage with the audience.  Whalen explains a wonderful way to instantly capture your audience's attention is to open with a question. (2007) I like the idea of using a question because you begin to have a conversation with the audience and it may ease anxiety.

In his video, “How to speak so that people want to listen” Julian Treasure shares tips on how to speak with empathy.  His seven deadly sins of speaking include gossip, judging, negativity, excuses, exaggeration, and dogmatism.  We need to avoid these habits to communicate enthusiastically with each other.  His HAIL acronym clearly demonstrates how honesty, authenticity, integrity and love are vital to his vision for a resounding world of listening and understanding (2014). Treasure's insight was very helpful in what to say and how to say it.  He states, we speak not very well to people who simply aren't listening in an environment that's all about bad acoustics (2014).  However he challenges and imagines a world full of powerful speaking and conscious listening.

Keeping this video in mind, I will aim to speak with honesty, authenticity, integrity and love.  Moreover, I will avoid the seven deadly sins while presenting my ideas in the future.  "What counts most in a business presentation is communication with the audience of facts and emotion, spontaneously delivered, by a well-prepared authority on the topic: you." (Whalen, p. 109)

Charisma on command. (2016, February 22). Kevin Hart's 3 Secrets To Hilarious Storytelling. Retrieved September 27, 2017, from https://www.youtube.com/watch?v=vn_L4OPU_rg

Doll, J. (2012, September 7). Actually, Literally, What Your Crutch Word Says About You. Retrieved September 28, 2017 from https://www.theatlantic.com/entertainment/archive/2012/09/actually-literally-what-your-crutch-word-says-about-you/323648/

Treasure, J. (2014, June 27). How to speak so that people want to listen | Julian Treasure (TED Talk). Retrieved September 27, 2017, from https://www.youtube.com/watch?v=eIho2S0ZahI

Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, CA: Sage Publications.

A521.7.3.RB_Secret Structure

Nancy Duarte's TED talk "The secret structure of great talks" focuses on how to incorporate stories into presentations.  She explains an idea can be a flash point for a movement and can change the world. (2011) She goes on to say that the idea has to spread or it won't be effective. We all have big dreams, and it will involve more than ourselves to see them come true. However, it can be easy to leave one's idea aside and settle for the norm. The norm is comfortable; we are creatures of habit, and we'd rather say "it is what it is" than to shout for change and be rejected (WomensMedia, 2013).

Nancy's presentation used very little words on the slides.  Less is more.  Her presentation used plain language and was easy to understand.  Furthermore, it wasn't bogged down with unnecessary details, graphs, pictures and special effects.  She states the only difference between a mediocre idea and your great idea is the way it is communicated. A story can be told and get physical reaction but  it dies during a presentation..it flat lines. (Duarte, 2011)


For my future story presentation, I plan to use Nancy's secret structure of What is and what could be. I will start by telling the audience the world as we know it before introducing the vision of what could be.  "Now that people in your audience realize their world is off-kilter, keep playing up the contrast between what is and what could be."(Duarte, 2012) Nancy used this secret structure as an analysis tool, evaluating Steve Jobs and Dr. Martin Luther King's speeches.  One key element of MLKs speech was his ability to know his audience so well that he could pull from their experiences to communicate his ideas and dream for the future.

Other tactics I will use in my presentation are repetition and questioning.  McKay, Davis & Fanning say a wonderful way to instantly capture your audience's attention is to ask a question. (p. 143) For example, I may start by asking the audience their vision of the future.  This will draw them into the presentation and get them to start diving into their memory and senses.
 

Duarte, N. (2011, November). The secret structure of great talks. Retrieved September 21, 2017, from https://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks#t-1078521

Duarte, N. (2012, October 31) Structure Your Presentation Like a Story. Retrieved September 22, 2017, from https://hbr.org/2012/10/structure-your-presentation-li
McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book. Oakland: New Harbinger Publications, Inc

WomensMedia. (2013). Why We're So Afraid of Change -- And Why That Holds Businesses Back. Forbes. Accessed at http://www.forbes.com/sites/womensmedia/2013/04/08/why-were-so-afraid-of-change-and-why-that-holds-businesses-back/

A521.6.4.RB - Sustained Change

The Air Force Fitness Programs "goal is to motivate Airmen to participate in a year-round physical conditioning program that emphasizes total fitness" (n.d) Several years ago, when the new fitness program was being implemented I was in a bad place physically; I couldn't run 1.5 miles without stopping and could barely pass the 18 push-up minimum. Although I had been in the Air Force for some time, I always squeaked by.  The new policy had changes to the body composition portion while the test itself became mandatory twice a year unless you scored 90% or above. This program was not only meant to improve fitness capabilities, it became a force shaping tool.  An individual who failed two times in a 24 month period would receive a Reprimand, a third time fail would result in demotion and a fourth time failure would be separated from the military.  Furthermore, I was in a position of leadership, as an NCO and instructor, and was expected to not only meet the standards, but to exceed them.  It was time to get serious about fitness.  

The new fitness policy was my "burning platform".  If I continued the status quo, my career or at least my reputation as a reliable NCO would be in question.  My friend Lauren and I started running three times a week and working out in the gym another two times a week.  My goal was to pass my fitness test with a 90% or higher.  After three months of training, I met my goal by passing with a 90.1% on my test and earning a year without worrying about the test again.  The Air Force's goal of "increased productivity and improved health and readiness" was sustained when exceeded their standards.

Connor explains that leaders that were succeeding with change were persistent and living the change.  However, they didn't always like or want the change. This was the same for my situation and many others in the Air Force.  I've never liked running and still don't but knew I had to do it whether I like it or not.  I had to make the change to sustain my fitness and health, and continue my career respectably.  I continue to choose fitness over inevitable career implications.


I use this story to motivate my Airmen to improve their test scores and sustain year long health and fitness.  I also use it to help them understand their struggle with the test, running or fitness.   We, as Airmen, need to keep in mind that no matter what the change is, we must support and defend our leaderships decisions and strive to exceed all standards.  The "burning platform" of career endangerment has and will continue to be my initiative to support the Air Forces' vision of fitness.

Air Force Fitness Program. (n.d.). Retrieved September 16, 2017, from http://www.afpc.af.mil/Air-Force-Fitness-Program/
Connor, D. (2010) Retrieved September 16, 2017 from https://youtu.be/KwRB0sHpN9E

A521.5.4.RB - Core Workplace Values Assessment

Personal values represents who you are and helps determine your level of satisfaction with your job.  
By becoming more aware of your personal values, you can use them as a guide to make the best choice in any situation.  Individuals whose personal values are aligned with those of their workplace tend to be better performers. Below are my results of The Core Workplace Values Assessment Exercise which helped me  judge my "fit" with my current career.  

Five core workplace values:

1. Professional learning and opportunities for growth

2. Positive impact on others

3. Teamwork and work groups

4. Self-respect and pride in work

5. Friendships and warm working relationships

The United States Air Force core values are integrity first, service before self, and excellence in all we do. These values are the minimum standard to get the job done.  "They are the common bond among all comrades in arms, and they are the glue that unifies the force and ties us to the great warriors and public servants of the past." (1997) 

Initially I didn't think my values would line up with the military but after this exercise and some reflection, I believe my values line up perfectly.  The Air Force provides professional growth and leadership opportunities, great sense of accomplishment, and a unique level of experience. Furthermore, in the military and in my unit, I am part of a team.  Lt. Col. Charles Mayer, 325th Air Control Squadron commander, explains that core values are the key to teamwork.  "Team success depends on each individual member executing their part the way they were trained, rehearsed and perfected. Any chance for selflessness or excellence flows first from the integrity to do the right thing, the right way and for the right reasons."(2008)

Organizations must create a culture that facilitates value development.  Denning (2011) states the four types of values at play in an organization today are: values of robber barons, values of hardball strategies, values of pragmatists, and genuinely ethical values (p. 127).   Pragmatists are organizations who place a high degree of focus on values and make values “a central part of the organization’s business strategy” (p. 129).  Our values are operationalized through The Core Values Continuum which states "we need to continually teach, reinforce, and practice the Core Values."(1997) They play a central role in every aspect of our Air Force education and training.  The core values "serve as beacons vectoring us back to the path of professional conduct; the Core Values allow us to transform a climate of corrosion into a climate of ethical commitment."(1997) However, I believe we should incorporate commitment to dedicate themselves to the cause and the team; Duty to fulfill their obligations; and Personal courage to face adversity and have moral and mental strength to do what's right.  Without these added values, integrity, service and excellence are likely to fall short. 

Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of business narrative. San Francisco, CA: Jossey-Bass.

Mayer, C. (2008, December 02). Core values are the key to teamwork. Retrieved September 09, 2017, from http://www.tyndall.af.mil/News/Commentaries/Display/Article/316898/core-values-are-the-key-to-teamwork/

United States Air Force core values. (1997). Washington, D.C.: U.S. Dept. of the Air Force.