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The Most Powerful Question To Ask When Prepping For A Speech Or Presentation

Career

In one of our leadership communication programs, my team and I were coaching the sales managers of a financial institution

I was helping one particular mid-level manager prepare for an upcoming sales call when I asked her: "Why do you do what you do?"

She responded: “Well, I like serving others."

“Why?", I asked.

“Because service is important to me." Me again: “Why?"

“Because that's what my parents taught me."

“Tell me more."

“Growing up, my parents ran their own business. Every single day, I saw them get up early to serve their customers, putting others' needs before their own. I think about that experience every day when I wake up, and I want to teach that to my children as well. That's why I do what I do."

A-hah!

It may seem surprising, but sometimes we get so caught up in our work and our busy day that, when put on the spot, we're left digging for answers to basic questions like why we do the things we do. And while you might think you have the answer, as seen with my client, it can be tough to get past the generic answer to arrive at the underlying drivers of our behaviors.

But getting to that deeper truth is a critical step if you're preparing to speak publicly, because Why you? is the single most powerful question you can ask yourself when preparing a speech or presentation. It's one of the best tools for commanding rooms and influencing others. This is where you put aside the bureaucracy of your job, the politics of your cause, or the dysfunction of your office, and determine the sense of purpose that guides your actions.

Whether you're a regular speaker within your workplace or you're preparing to give your first company-wide presentation, centering on your answer to Why you? will provide the following advantages:

It helps you choose language that is authentic to you. It's hard to sound authentic when you are parroting corporate jargon. Why you? brings out your natural language and makes your speech more genuine.

It animates your body and voice. Body language and vocal tone will complement your words. When you truly believe in your message, that sense of purpose naturally animates your body and voice.

It builds your confidence. Both young professionals and seasoned executives will confess to a lack of confidence when speaking. What if others in the room know more than I do? What if the audience is questioning my authority to speak? Connecting with your Why you? reinforces your credibility and your authority.

It helps you connect to your audience on a personal level and build trust. You might think it's unprofessional to share a personal story in a business setting. But we are not robots; we are human beings doing business with other human beings. We are driven by personal motivations, and we have values that guide our actions. When you share those motivations with others, even in a business setting, you connect on a personal level and you build trust.

One of the best places to include your Why you? is in the beginning of your speech or presentation. Imagine using the story about growing up in a family-owned business when you are pitching a small business prospect. Using that story, the prospect might think “Yes, this person understands where I am coming from. I can trust this person."

Take a moment right now and consider:

What gets you out of bed in the morning? What made you choose your line of work? What made you volunteer for this particular cause? Why do you do what you do?

It's not “So I can make more money" or “So I can get promoted" or “So I can look good in front of my boss." It's deeper than that. And you might have to ask yourself this question repeatedly to get the underlying answer.

If your response to Why you? has something to do with family, you might be on the right path. You'll notice a lot of the Why you? comes back to family and early childhood. In another training program, one woman got straight to the point when she said “My father sold insurance, and every day he came home happy. When it was time to choose a career, I chose to follow in his footsteps. That's why I do what I do."

If you're struggling to find an answer to Why you? that feels authentic while also sticking to your goals for the speech, consider the following questions: Why do you care about your audience or about the occasion of the speech? Why do you care about your subject or your organization? What are you proud of in your work?

One word of warning: be prepared to embrace the authentic answer to this question. Sometimes Why you? has ramifications that will follow you well beyond a speaking event.

For example, I remember coaching a man who worked in real estate development. I knew this was an engaged, passionate individual with a fabulous sense of humor. But as he stood up to practice a presentation to a community board, he changed completely. His shoulders slumped, his smile drooped into a grimace, and he sighed loudly while leaning on one hip and weakly gesturing at the slides behind him. He was afraid that he was a boring speaker. And actually, he was. So we worked through a few critical questions, and when we arrived at Why you? he came to a startling realization. I asked him why he was passionate about his work. It turns out, he wasn't. He hated his job. He mistrusted his boss. He didn't like the industry. He wasn't a boring speaker, he was just bored.

If you are bored with your subject or if you hate your job, it's going to be very difficult to give a powerful, authentic speech. And in those cases, you do have a couple of options. You can change careers, as my friend did. He wound up quitting his job and pursuing his dream to revitalize an abandoned building in his city. But maybe you have three kids to support, college bills, and a mortgage. So instead of searching for what you're passionate about, think about what you like about your work.

The final question I always hear in relation to Why you? is: “How will I know when I've found the right answer?" This turns out to the be simplest part of the process. You'll know, because you'll feel it and think “Yes, that's the thing I'm looking for."

Once you've identified your Why You?, you can move on to the other two questions I coach all speakers to consider: “Who is your audience?" and “What is your goal?". These questions also provide you with information that should shape the content of your speech. Select content that will resonate with your audience and steer the speech in a direction that connects to your ultimate goal. If you keep all three questions in mind, answer them honestly, and use those answers to inform your speech preparation, you'll give an impactful presentation. Your Why You? is the key.

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7min read
Culture

The Middle East And North Africa Are Brimming With Untapped Female Potential

Women of the Middle East have made significant strides in the past decade in a number of sectors, but huge gaps remain within the labor market, especially in leadership roles.


A huge number of institutions have researched and quantified trends of and obstacles to the full utilization of females in the marketplace. Gabriela Ramos, is the Chief-of-Staff to The Organization for Economic Co-operation and Development (OECD), an alliance of thirty-six governments seeking to improve economic growth and world trade. The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.

To realize the possibilities, attention needs to be directed toward the most significantly underutilized resource: the women of MENA—the Middle East and North African countries. Educating the men of MENA on the importance of women working and holding leadership roles will improve the economies of those nations and lead to both national and global rewards, such as dissolving cultural stereotypes.

The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.

In order to put this issue in perspective, the MENA region has the second highest unemployment rate in the world. According to the World Bank, more women than men go to universities, but for many in this region the journey ends with a degree. After graduating, women tend to stay at home due to social and cultural pressures. In 2017, the OECD estimated that unemployment among women is costing some $575 billion annually.

Forbes and Arabian Business have each published lists of the 100 most powerful Arab businesswomen, yet most female entrepreneurs in the Middle East run family businesses. When it comes to managerial positions, the MENA region ranks last with only 13 percent women among the total number of CEOs according to the Swiss-based International Labor Organization (ILO.org publication "Women Business Management – Gaining Momentum in the Middle East and Africa.")

The lopsided tendency that keeps women in family business—remaining tethered to the home even if they are prepared and capable of moving "into the world"—is noted in a report prepared by OECD. The survey provides factual support for the intuitive concern of cultural and political imbalance impeding the progression of women into the workplace who are otherwise fully capable. The nations of Algeria, Tunisia, Morocco, Libya, Jordan and Egypt all prohibit gender discrimination and legislate equal pay for men and women, but the progressive-sounding checklist of their rights fails to impact on "hiring, wages or women's labor force participation." In fact, the report continues, "Women in the six countries receive inferior wages for equal work… and in the private sector women rarely hold management positions or sit on the boards of companies."

This is more than a feminist mantra; MENA's males must learn that they, too, will benefit from accelerating the entry of women into the workforce on all levels. Some projections of value lost because women are unable to work; or conversely the amount of potential revenue are significant.

Elissa Freiha, founder of Womena, the leading empowerment platform in the Middle East, emphasizes the financial benefit of having women in high positions when communicating with men's groups. From a business perspective it has been proven through the market Index provider MSCI.com that companies with more women on their boards deliver 36% better equity than those lacking board diversity.

She challenges companies with the knowledge that, "From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies."

Freiha agrees that educating MENA's men will turn the tide. "It is difficult to argue culturally that a woman can disconnect herself from the household and community." Her own father, a United Arab Emirates native of Lebanese descent, preferred she get a job in the government, but after one month she quit and went on to create Womena. The fact that this win-lose situation was supported by an open-minded father, further propelled Freiha to start her own business.

"From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies." - Elissa Frei

While not all men share the open-mindedness of Freiha's dad, a striking number of MENA's women have convincingly demonstrated that the talent pool is skilled, capable and all-around impressive. One such woman is the prominent Sheikha Lubna bint Khalid bin Sultan Al-Qasimi, who is currently serving as a cabinet minister in the United Arab Emirates and previously headed a successful IT strategy company.

Al-Qasimi exemplifies the potential for MENA women in leadership, but how can one example become a cultural norm? Marcello Bonatto, who runs Re: Coded, a program that teaches young people in Turkey, Iraq and Yemen to become technology leaders, believes that multigenerational education is the key. He believes in the importance of educating the parent along with their offspring, "particularly when it comes to women." Bonatto notes the number of conflict-affected youth who have succeeded through his program—a boot camp training in technology.

The United Nations Women alongside Promundo—a Brazil-based NGO that promotes gender-equality and non-violence—sponsored a study titled, "International Men and Gender Equality Survey of the Middle East and North Africa in 2017."

This study surveyed ten thousand men and women between the ages of 18 and 59 across both rural and urban areas in Egypt, Lebanon, Morocco and the Palestinian Authority. It reports that, "Men expected to control their wives' personal freedoms from what they wear to when the couple has sex." Additionally, a mere one-tenth to one-third of men reported having recently carried out a more conventionally "female task" in their home.

Although the MENA region is steeped in historical tribal culture, the current conflict of gender roles is at a crucial turning point. Masculine power structures still play a huge role in these countries, and despite this obstacle, women are on the rise. But without the support of their nations' men this will continue to be an uphill battle. And if change won't come from the culture, maybe it can come from money. By educating MENA's men about these issues, the estimated $27 trillion that women could bring to their economies might not be a dream. Women have been empowering themselves for years, but it's time for MENA's men to empower its women.