test test, Author at The pincus Group

Why Your Speech and Presentation Prep Process is Failing You (and what to do about it)

test test — Fri, 26 Jun 2026 19:22:48 +0000

Do you prepare your oral presentations from the inside out? In other words, do you start with the data and content you have, and THEN figure out what you want to say about it? When I was a reporter, we’d call that “burying the lead.” In written communication, your reader might at least re-read the material or skip on ahead to your summary to figure out where you’re going. In ORAL communication, you may have already lost your audience. Pay attention to the special requirements oral communication requires if you want your work to connect with your audience:

1.) Oral communication has to be understood the first time.
Since we’re not likely to keep interrupting and we can’t ‘re-hear’ what you said, strive to be understood the first time. That means keeping your communication direct, higher level, and only filling in with detail after you’ve made it clear what your bottom line is. This is called “messaging” and yes, it’s vital for any communicator to be clear about why they want to be paid attention to.

2.) Stick to the most important information only
There’s probably a LOT you could say on any given topic you’ve been asked to speak on but demonstrating your expertise isn’t your goal. Connecting with your audience is and that happens only when you select the most relevant information for that particular audience for a specific purpose. If your information is ‘nice to know’ but doesn’t relate to your key messages, leave it for handouts or the Q and A.

3.) Know your audience
Oral communication in particular requires you know your audience and why they’re listening. You don’t want to use a ‘shotgun’ approach to relay information, hoping something hits the target. Know what your audience needs, where you want to take them, and what will most likely work in moving your audience where you want them to go.

4.) It’s the MOVIE, not the BOOK.
Delivering any oral presentation, briefing or speech, means you have about :30 at most to persuade them to listen to the rest. Don’t waste that precious time in background, introductions, fillers, details or pleasantries. Grab their attention for the important work ahead or you won’t likely get another chance.

5.) It’s the MOVIE, not the BOOK (part 2)
No oral presentation, speech or briefing of any kind is a deep dive. This is about winning a chance for a second look and deeper conversation. Detailed dives are called “work sessions” and you never want to disappoint your audience by requiring them to work when they were expecting you to do that. Your goal is to capture their attention and win them over for more.

This is why we tell our clients the more you know about a subject, the harder oral presentations and speeches are. Like a master sculptor, the art is in what you choose to leave behind when the chisel has done its work.

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Why Your Subject Matter Experts Need Communications Training

test test — Sun, 21 Jun 2026 15:06:22 +0000

Hiring smart people doesn’t guarantee success. Unfortunately, that’s a disappointing lesson many organizations waste time and resources on having to learn. Expertise and unique positioning can’t overcome weak communication skills. If you can’t communicate the value of your work to your target audiences, you’re working against yourself. Communication skills are as vital for your key experts as their expertise itself. Here’s why they need help:

1) Don’t Separate the Experts from Communicating the Expertise.
Handing off the findings and work of your key researchers, subject matter experts and most accomplished employees to other staff who are better communicators can dilute the power of both. Your key audiences want to hear from the source and judge the value of what they’re hearing. Make sure those who know the most can communicate well about what they know. You’ll have more resources to tap into and fill your bench with more valuable contributors to your overall success.

2.) Communication is a learned skill and worth developing.
Encouraging and developing the skills of your experts to ‘own’ their expertise helps both them and the organization. In reality, no one is a “born communicator”. Even those who enjoy the spotlight need to learn how to best connect with those they want to inform and influence. Building communication confidence is an investment worth making in any organization, regardless of the title of the communicator.

3.) Communication is a core competency
Communication skills are the glue in every organization, whether the audience is internal or external. Don’t make the mistake of dismissing communications as “soft skills” in the category of ‘nice to haves’, but unnecessary. Communication is a core competency in every industry, and with every level of employee responsible for impacting your brand and your reputation.

We hope you reach out to us for communications training and support but however you do it, do invest in building communication skills. It’s an investment in your own organization’s success.

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Public Speaking: Conquering Nerves and Powering Up Credibility

test test — Tue, 16 Jun 2026 14:06:22 +0000

No matter how confident you are about your subject and what you’ve come to say, standing in front of others to say it can be intimidating. Ducking that part of the job however comes with a downside. If you’re not the one in the spotlight, you’re not the one who gets the credit and there’s always danger in having others explain your work for you. The next time you’re reluctant to take the spotlight, think about the power that comes from framing your ideas, your findings, your knowledge for others. Then consider these techniques to help you embrace the role of Chief Explanations Officer (CEO):

1) Set yourself up for success
The chances are good that if you do battle nerves when speaking in public, it’s at the beginning of your talk. Look for ways then to shift the focus to those you’re speaking to early, while you ease into your talk. For instance, you might say: “Before I begin, let me ask if anyone has a guess on why we didn’t get the results we were looking for with this rollout”. Your audience is always eager to interact, and throwing a question out first gives you a moment to calm yourself by sharing the spotlight.
2.) Always have a plan B.
If you’re working with technology, (a slide show, a video), always be prepared in case the technology fails. Rather than get frustrated, you simply pivot to plan B and re-route to the same goal through different means. Slide show fails? It’s ok, you’ve brought hand-outs. The audience doesn’t know what you were SUPPOSED to say or that something went wrong unless you tell them. (And why would you tell them?) Just smoothly transition and keep going. You can circle back later.
3.) Free yourself up to be in the moment
Of course you want to rehearse, plan and prepare. What you don’t want to do is tie yourself in knots by trying to memorize every word or being overly dependent on your materials. They’re not the presentation, you are. If you notice the audience looking skeptical, stop and adjust. You can’t meet your audience where they are if you plow through information regardless of how it’s being received.
4.) Embrace the fear
Butterflies are energy, and energy is exactly what we need when we’re standing in front of others. Your goal is to teach those butterflies to fly in formation. Harness that energy to show commitment, passion, belief in what you’re saying. Unless you faint in front of us, your audience is probably clueless that those butterflies are active. Harness that energy into your voice, your movement, your speech, and keep going.
Seize the spotlight every chance you get and learn how powerful it can be to be the one selling your own ideas.
For more tips and techniques: follow us at www.thepincusgroup.com

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She Came, She Saw, She Communicated: A communicator takes on New Challenges

test test — Mon, 11 May 2026 11:02:08 +0000

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Communication Intelligence

test test — Mon, 11 May 2026 10:55:26 +0000

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SUCCESS SAVVY

test test — Mon, 04 May 2026 11:33:10 +0000

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Executive Communication

test test — Tue, 28 Apr 2026 19:47:03 +0000

EXECUTIVE COMMUNICATION: Communicating Confidence When You Don’t Have Answers

Let’s face it: as humans, uncertainty makes us really uncomfortable. We’re naturally hardwired for predictability, to better identify and respond to threats. When we can’t see clear outcomes ahead, we can feel out of control and begin fearing and focusing on the worst. The very thing that helps us survive as a species, the need for predictable outcomes, becomes the thing that makes it so difficult to navigate and lead others through change and uncertainty.

So what do you do when your job requires leading through uncertainty? What helps leaders come to grips with their own fears of bad or unpredictable outcomes to help others navigate through them? Here are some techniques and tips to help steady leaders communicate confidently, even through uncertain times:

1) Know that it’s not acting.

No, you can’t simply hide your own doubts about what’s ahead. (If we were better actors, we might be doing something else besides tackling these problems). Rather than trying to hide the unknown, look to focus your communications on what you DO have confidence in. Stressing confidence in your team’s ability to find a solution for instance and reminding them they’ve navigated uncertainty before and learned from it, can help. It can make an enormous difference to those tasked with fixing a problem to know someone has confidence in their abilities to find a solution.

2.) Be realistic about expectations.

There are always things within an organization’s control and outside of it. There’s no need to gloss over what could go wrong, but the leadership message that’s needed in times of crisis or uncertainty is a focus on what CAN be controlled. This isn’t about always having an answer. It’s about having confidence in finding one. Help people focus on obtainable goals and real solutions. Those may not be perfect, but they will build community and purpose, even in the midst of what feels like chaos.

3.) Lead by example.

All eyes are on you routinely when you’re a leader, but when change and uncertainty hit, your reaction to it becomes even more important. Make sure your actions are aligned with your words. If you communicate confidence in your team’s ability, but then micromanage through stress, it’ll be noticed. If you empower others and step in only as necessary, that sends a signal as well about whether you believe your own words.

None of this is easy, but we tend to think difficult times reveals character more than shapes it. We’re probably right about that. Leadership communications requires real intent. Be sure those you lead clearly understand yours.

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The Language of Leadership

test test — Tue, 28 Apr 2026 19:45:25 +0000

If you found yourself at a meeting in which you didn’t know anyone or their titles, would you be able to pick out the decision maker in the room? It may not be the person who speaks the most, the one who looks the part, or even the one conducting the meeting. Yet if we’ve been around a workplace any length of time at all, we’re very attuned to picking up on the executive presence of decision makers, and the signals of authority that give us telltale clues.

That process is more art than science, but like art, we think we know it when we see it. There’s a deference afforded leaders and expectations about how they communicate to others. There are of course as wide a variety of leadership styles as there are individuals, but there are commonalities we look for that set leadership communications apart.

1) Authenticity
Generally, we expect a decision maker’s actions to align with their core beliefs. That means when there’s a sudden difficulty, budget cutbacks for instance, a noteworthy change in direction, or course correction needed, a leader recognizes the need to help others come to terms with it. Leadership communication must own the reality of why expectations have changed along with the acknowledgement of discomfort that comes with it, before convincing others that overall values and core beliefs haven’t been abandoned.

2.) Adaptability
When things go wrong in organizations, as they inevitably do, it’s up to good leaders to adjust and to help others do the same. Resiliency is a learned skill and leaders who can communicate openly about how they’ve adapted, can help their teams recognize that strength. Those who think talking about vulnerabilities or mistakes show weakness, are missing a real opportunity to show the kind of strength and agility that helps their teams meet new challenges in the future.

3.) Accountability
Leaders take accountability and make that clear in their communications. At the same time, no leader is expected to know the answer to every question or pretend they do. Good leaders aren’t afraid of saying “I don’t know”, but they do share a determination to find answers. Inspiring others to come together to provide them happens only when leaders make it safe for others to come forward. The leader who empowers others, even if they aren’t always the fastest route to a resolution, are the ones others recognize and reward with loyalty.

None of these traits are obvious to others unless they’re communicated clearly. If a leader thinks they’ve taken accountability, but no one else does, it didn’t happen. Leadership communications requires real intent. Be sure those you speak to understand yours.

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