Needed: your ideas

Automotive Design & Production,  Nov, 2003  by Ted Pollock

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Most speakers just stand there, gripping the podium with both hands, shifting from one foot to another, occasionally looking up from a prepared text.

They may be talking about a fascinating subject, but their presentation is about as attention-getting as the hum of distant traffic. Result: an audience full of glazed expressions, wandering minds and numb bodies.

One way to keep your audience alert is to do something in front of them. It needn't necessarily be anything very dramatic--although drama can rivet attention--but it should be designed to break the monotony. Some suggestions:

* Try one or more elaborate gestures--wave a clenched first above your head, or clap your hands.

* Take a newspaper clipping out of your pocket and show it.

* Pound on the speaker's table to emphasize a point.

* Recite a short poem.

* Sing a line from a popular song that sums up something you've said.

* Give a short demonstration. For example, pour water from one container into another.

Some speakers habitually enter stage directions in the margins of their talks so that they can remember to perform the stunts they have in mind. A little rehearsal is a good idea, too.

Try doing something in conjunction with your next speech. If can add interest to what otherwise might be "just another speech."

How To Encourage Your People To Produce

As a manager, you are valuable in direct proportion to the caliber of work that your people turn out. If they produce, you are doing your job; if they do not, you are rightfully held responsible. Shine suggestions for getting them to work on all cylinders:

Consider their feelings. Be courteous toward them. Consider the effects on them of any decisions you make. Take their problems into account and do all you can to build up their pride in what they do.

Don't insist on going by "the book." Judge people by results. If an unorthodox solution works and pleases those who use it, don't dismiss it.

Listen. It's the most effective way of learning what's on the minds of your people. Never dominate a conversation or meeting by doing all the talking yourself if you want to find out what your people are thinking.

Set objectives. Your people should have a sense of direction. For maximum effect, allow them to participate in setting their goals.

Demonstrate high expectations. People tend to perform according to what is expected of them. If they sense that you have confidence in them and expect a first-rate job, that's exactly what they will fry their best to deliver.

Grievance Checklist

Although the losses due to employee grievances have never been totaled up, you can be sure they are substantial. Quite aside from the obvious losses due to such things as strikes and slowdowns, consider the high cost of dissatisfaction: hostility, accidents, absenteeism and employee turnover.

Reasons for gripes range from personality clashes to poor working conditions. One thing is certain: there is always a reason, real or fancied. And each costs money and good human relations.