Speaker - October 2007

resources to your attendee’s success, it’s easier to mention them and move into the sales process. The words you say are important. They must seamlessly and persuasively answer three “Why?” questions that the voice inside every audience member’s head is asking.

Once you’ve opened their minds to the notion that your presentation is just a part of the solution, that additional resources might be useful, too, the voice inside their head will immediately pose a second Why? question.

THE FIRST QUESTION

“Why do I even need resources?”

Attendees didn’t come expecting to buy. They thought they were going to sit there, listen, and—

poof—change. Fail to answer

this first question, they’ll feel

sold to and they will not buy.

To answer, identify
the pain. Weave your
answers into content,

showing you know

their world and speak their language.

“How many of you wake up in the middle of the night thinking . . . ?” “I know when

I was involved with
X, one of my biggest
struggles was Y. Does that
sound familiar?”
“What one thing could we talk
about today that would make this
a valuable day for you? How many
of the rest of you feel that way?”
You want people uncomfort-
able with some aspect of the
issues you cover; it creates a
desire for something to help.
Whether the audience
reveals their pain, you also
can appeal to their generic needs:
The need to remember what I know
they’ll forget; the need for support
as they try to change; the need to
have you with them after you leave
the stage.

Craft your speech to include both generic and specific needs early on.

THE SECOND QUESTION

“Why do I need these resources?”

We often think that if the audience likes us and our presentation, they’ll feel the same way about our resources and naturally want to buy them. Wrong!

It’s not about like and want. It’s about providing practical (they believe they can do it) and applicable (they can see themselves doing it) value, beyond the killer content of your presentation. Start with the need or pain—attendees don’t have enough time in the day.

“How many of you have more time in your day than you know what to do with? That’s what I thought. In my book, I have a quick and easy, three-step process for maximum efficiency.”

But it’s important you don’t tell them. Of course you could recite the steps from memory, but if you do, there’s no sense of value created in the resource.

Instead, read the three steps—straight from the book—aloud. Then casually close it and continue. “As you look at your busy day tomorrow, use these three steps. You’ll have more time, and you’ll always be accomplishing the most important things . . . .”

The read-from-your-book technique establishes value and it works well when pitching from the platform is not allowed.

Marilyn Sherman found another seamless, effective way to demonstrate practical and applicable value. A client allowed her to put 15 of her $129 manuals in the convention bookstore, but she could not mention them in her handouts or pitch from the platform.