CASE STUDY 1

Samantha Jones, a 40 year old worker’s compensation and financial specialist was a highly tense and nervous individual when speaking to groups. Her confidence and promotability were at a stand still. Although highly competent in her product knowledge, she realized drastic changes were necessary.

Samantha was seeking dramatic, immediate results which would enable her to remain calm, focused, and appear comfortable in large group settings. "My fear of speaking and lack of organization was ruining my chances of attaining an internal promotion."

Samantha's needs were to be in-control while becoming more direct and to-the-point. Since tension was an obvious issue, having a format to organize her information helped alleviate that issue.

While attending the Effective Communications Program, Samantha understood the significance of "playing the actor role;" at the same time maintaining a clear directive regarding her content.

• she was sincere
• she was extremely competent
• she was strong technically
• she was lacking self-esteem
• she was terrified of speaking
• she was unaware of the negative non-verbal signals she was sending to her audience

Samantha's feedback and analysis after each videotaped segment of the program was an "eye opener." She knew she had the capabilities to be effective but had never been given the skills and tools necessary to access her positive qualities.

"Once I learned how to breathe properly, thus increasing my voice projection and reducing my tension, I new I could overcome any major hurdle. The Focal Point Factor® gave me the confidence to deliver my information with credibility and authority that I never knew existed."

Samantha was promoted within weeks of attending the program. She is constantly called upon as a keynote speaker within her company and speaks to groups as large as 5000 with confidence.

Her organization continues to send entry as well as top level executives to the Effective Communications Program.

Bill Johnson, a 48 year old technical specialist, was an extremely intense and complex professional. People reported turning and walking the other way when they saw him coming, just to avoid dealing with him. He felt he was somewhat intimidating to others who didn't understand his technical specialty and the jargon he used.

He wanted to learn tools to soften his wording and his approach in dealing with non-technical individuals. He could relate well with other engineers, but when he had an audience of non-technical professionals, he just couldn't get them to relate to his presentation. As he stated, "This is my least effective area. I can't afford to let that happen anymore."

What Bill needed was a system to help others that were not engineers relate to him through a common thread. How could he take such highly complex information and simplify it to meet the needs of his non-technical audience?

Bill learned how The Focal Point Factor® can be utilized to meet each and every audience he presents to. He realized the importance of knowing who he would be speaking to before he prepared his information. After doing so, each individual could now relate to the point(s) he was trying to get across.

• he was technically brilliant
• he was organized and prepared
• he was highly respected in his field
• he was overly technical with non-technical individuals
• he was rude and arrogant to people who weren't at his technical level of understanding
• he was exceptionally high drive

Bill’s video session showed a man who frequently lost patience with those that were not his "equal" in understanding technical issues. He knew that unless he could start relating to others that were not at his technical level, he was going nowhere in his company...and fast. When he started using the schematics during the Program and broke his presentation down into smaller, more concise pieces, the "light bulb" came on. He was like a kid with a new toy.

"I started to realize that I have to tailor my presentation to each audience’s specific needs. I start to laugh when I think back on how many blank faces I saw staring back at me during a technical sales presentation. It was like talking to propped up cadavers. Now, when I'm dealing with the non-technical types, I use analogies and examples instead of schematics and technical drawings. This system is invaluable."

Bill wanted every member of his technical staff to adopt this system for themselves. He felt everyone should have the same system and be consistent in their message. The Focal Point Factor® has made Bill more confident and accessible to everyone he comes in contact with, because now he addresses their needs, not his.

Harry Kline, is a 50 year old Vice President of a $550 million manufacturing business. He started his career working in the customer service department and moved up the ranks over a 20 year period. Harry was described by others as an "easy sell" -- someone who wanted everyone to like him. Harry had an excellent ability to convey vision to the organization using his passionate presentation and interaction style.

The problem was Harry’s ability to say "no." He had a very difficult time delivering a tough message or dealing with conflict. He was a great person, but a lousy manager.

• he was extremely personable
• he was very intelligent and well liked
• he was quick on his feet and highly attuned to the needs of others
• he avoided conflict
• he was lacking leadership to move the group forward
• he was easily manipulated

Harry was aware of the perceptions. "I’ve been hearing about this for years. I just didn’t know what to do about it."

When Harry watched himself on video he said, "Well, this doesn’t look so bad -- I look like I’m taking control of the situation instead of someone else taking advantage of me!"

Harry worked on delivering a tough message succinctly. After three tries, he was finally able to just state how he felt and what he wanted...in a convincing manner.

After he reviewed the tape with his CEO, Harry noted, "I learned more here in a half day than I did in a five day leadership workshop I went to last fall. People gave me feedback there, but it wasn’t nearly as honest as this process. It's tough to hear and see this, but I’d rather know what people think than not know. It was painful -- but you also made it comfortable and affirming."

Harry’s boss and subordinates have noticed a marked change in his behavior. Meetings that used to take hours, now take a third of the time. Conflicts that would go unresolved for months are now being taken care of much more rapidly. Harry has effectively taken stands with the strongest people on his staff and held his ground.

Harry concluded: "This new behavior didn’t come naturally at first. I really had to think about it. But now it saves me so much time because I don't have to go over the same turf again and again."