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"Think Strawberries" by James Lavenson

Parallels of good scripts and good speeches

How to write an electrifying speech

Jana's 24 Speechwriting Tips

Stories and anecdotes make a good speech

OUT LOUD

Wednesday, November 8, 2006

Harold Burson, 85, and the founder of the most famous global PR firm Burson-Marsteller, spoke to the International Communications Consultancy Organization’s (ICCO) global summit held in New Delhi , India , on October 5, 2006. The theme of his speech was “The Cobbler’s Children,” commiserating on the fact that Public Relations (rather than Communications) professionals fail to take their own advice. Further, he encourages PR practitioners to take up the cause of “PR for PR.”

And even more important, Burson calls for establishing Public Relations as a “profession” (as Medicine, Engineering, Architecture, Accounting, Law, etc.) by institutionalizing a body of knowledge; a specified educational curriculum; an enforceable code of ethics, and some form of licensing that calls for recertification at periodic intervals.

Full text of Mr. Burson's speech

Friday, February 11, 2005

From the Great Speech archive

"Think Strawberries" 
by James Lavenson, 1973

Round about Valentine’s Day, many people indulge in chocolate covered strawberries. This got me thinking about James Lavenson’s famous "Think Strawberries" keynote speech to the American Marketing Association in 1973. Lavenson was president and CEO of the Plaza Hotel, which was profitable under Lavenson’s tenure. In February 1975, the Plaza was sold to Western International Hotels. It's in the news again now, being converted to very, very expensive condos.

Since his speech, "Think Strawberries" has become code for salesmanship. The speech tells the story of how Lavenson turned the 1,400 employees of the Plaza into great, customer-focused sales people. Everybody sells.

Lavenson’s speech is here 

Why Lavenson’s speech is still remarkable

  1. Stories and anecdotes. The entire speech is comprised of stories and anecdotes. Every point that Lavenson makes in the speech is brought out by a story, taken mostly from his own experience. He never just tells you stuff, there is always a story, an anecdote, a concrete example. And audiences love stories…and remember them.

  2. Humour. Lavenson uses old-fashioned humour and exaggeration—not cliché jokes—in his speech. Humour about funny stuff that happened at the hotel. Of course, part of the charm is the way he tells the story.

  3. A case study in solid management principles. Principles such as ensuring that all hotel staff were knowledgeable about the hotel’s products and services, remembering guests’ names, employee orientation, management by wandering around (MBWA) are all standard management repertoire today; they were radical in 1973. Further, Lavenson was one of the first CEOs to realize that employee communication would have to be done in another language because one-third of the hotel’s staff was Hispanic and spoke no English.

  4. "The Chant." This is the memorable line that people remember and refer back to again and again. "Think Strawberries" is the chant of Lavenson’s speech which meant "Ask for the order"—and was used by the chambermaids, waiters, the bellmen, the captains, and the sales executives—to upsell and upgrade the hotel’s services. What started as an effort to sell dessert (strawberries sold better than pastry since everyone was on a diet) became upgrading the single room to a suite, or upgrading to a suite with a view….

  5. A great ending. He doesn’t thank anyone for listening to him, for their time, or for their attention. Tied to the main theme of the speech, the ending is elegant and charming.

Sunday, January 16, 2005

Parallels of good scripts 
and good speeches

Documentary filmmaker Ken Burns is a master storyteller and has many things to teach corporate communicators. Burn’s new film, an Unforgivable Blackness, a four-hour, two-part documentary about the tumultuous life and racist times of championship boxer Jack Johnson, is being broadcast on Monday and Tuesday, January 17 and 18, 2005, on PBS   

Burns, 52, who has brought us Brooklyn Bridge, Frank Lloyd Wright, Mark Twain, Thomas Jefferson and the epic series The Civil War, Baseball, JAZZ, can also add seven honourary doctorates and more than 40 film honours (including Emmy and Peabody Awards) to his credits.

A December 2002 poll conducted by Real Screen Magazine named Ken Burns and Robert Flaherty as the "most influential documentary makers" of all time.

Communication lessons from Ken Burns:

  1. What is the story? This, of course, is the first rule of journalism. Good stories beg to be told and people love good stories. Nothing replaces good material. Good stories intrigue and inspire people, light their imaginations and rivet them to the TV screen. Good stories are never simple, never all good, or all bad; to a large degree, they show the full spectrum of qualities that we can relate to as human beings.

    How many good stories are there in your workplace that can be told—should be told—to advance the goals of your organization? Frequently, organizations miss or dismiss opportunities to tell their stories: "No one would be interested" and "We can’t say THAT!"

  2. Open with a "bang." Don’t take 15 minutes to get to the beginning. Get on with it. This is where your most compelling material should go.

  3. Work on interesting quotes and clever turns of phrase. One of Burns’ gifts is to get his interview subjects to incredible "nuggets"—and he captures them on film. In ninety-two years, Frank Lloyd Wright fathered seven children, married three times, and was almost constantly embroiled in scandal.

    "He was barely a human being" is a quote that Meryle Secrest, Frank Lloyd Wright’s biographer gave to Burns, conjuring up a person of incredible talent but at the same time on the fringe of all human relationships, who found it difficult to relate to most people including his children. Audiences remember these "nuggets."

  4. Do your homework. Research, research, research is the key to a good story. Get all the facts and detail you can. Detail and specific examples make good scripts and good speeches, too. "Wright’s mother objected to his marriage" is boring. "Wright’s mother fainted at his wedding to demonstrate her objection" is interesting.

    "This is detective work," Burns says. "It's finding the best photograph and finding the home movie. It’s finding the newsreel bite, and then once you have done that, piecing together the clues," Burns told CNN in a 1998 interview.

  5. Use interesting words. In his film Frank Lloyd Wright, Burns uses the words "melodramatic," "eccentric," "bombastic," "narcissistic," and "egotist" to describe the legendary architect. Yes, Wright was all these things, but Burns’ specific use of these words in the script gives us a very accurate picture of Wright the man. To compare, Burns could have used words like "disdainful" and "self-important," but he didn’t.

  6. Pay attention to transitions. In a script and a speech, it is necessary to summarize, recapitulate, and re-phrase to some degree. The audience uses these markers to follow the story, largely because they don’t have a written text that they can refer back to. Transitions are great opportunities to use other "nugget" quotes that you’ve unearthed in your research.

How to write
an electrifying speech 

The thought of writing a speech produces a similar reaction in many professional communicators as a deer caught in headlights: dazed and confused, with no way out. "Couldn’t we just call in the hired guns?" Granted, speechwriting is a specialization of public relations; top speechwriters command top dollars.

Speechwriting is hard. And like everything else in life, some professional communicators are better at it than others.

That’s talent.

Then there’s practice. Professional communicators can get better at writing speeches. But you have to write speeches. The more speeches you write, the better you get.

Then there’s practice. Professional communicators can get better at writing speeches. But you have to write speeches. The more speeches you write, the better you get.

Jana’s 24 speechwriting tips

1. A great speech takes time to write. A 30-minute speech can take between 80 and 100 hours to write. If you don’t put in the sweat time, it will show. That’s 80 hours to get a speech to the 80-percentile mark. It’s incremental improvement—the last 20 percent—that separates good speeches from great ones.

2. Park your ego. It is not unheard of for a speech to go through many, many drafts. Even 30 drafts is not out of the ballpark for a really important speech. Don’t take it personally. The speech has to sound like the person who will deliver it. If a suggestion helps the speech, just go with it. If it doesn’t, protest and resist as long as you dare.

3. By definition, a speech is about two things: the words and the speaker. There is no PowerPoint presentation, no television clips, no laser pointer. Many speakers use these as crutches. Used sparingly, these elements may enhance your speech; overused, these elements will detract from your message.

4. A great speech is about connecting with the audience. The whole reason to write and deliver a speech is to create impact and emotion. The speech’s content and delivery style have to be memorable. Otherwise, just write an e-mail or a letter. Good speechwriters get the audience nodding in agreement.

5. A speech is like surfing. The structure of every speech is different, but they all follow the same general pattern: bring the audience up, bring the audience down, bring the audience up. At the end of the speech, the audience has to be up.

6. Ways to connect with the audience include: stories, anecdotes, (self-deprecating) humour, witty observations, the rhetorical question, juxtaposition, metaphors, and parallel sentence structure, among others. Many speakers avoid putting in anything personal in a speech, thinking it is improper, trite, or not profound enough. Audiences love stories and anecdotes; they reveal the speaker’s humanity. Avoiding stories and anecdotes is a mistake, and the final speech suffers for this.

7. Take a clear stand. Like the old saying goes, "if you stand for everything, you stand for nothing." After listening to the speech, what do you want the audience to do with the information?

8. Talk to yourself; talk to others. The best way to start writing a speech is to shut your door and talk out loud to yourself. Hammer out the words in the air first, then write them down. Use your colleagues as sounding boards, too. Discussing the concepts in the speech helps to crystallize your thinking.

9. Less is more. If you cram too much content into a speech, you are actually diluting your Key Messages. The greatest speeches have a single theme and no more than three Key Messages.

10. Strive to craft three to six memorable quotes for every speech. If you can get people in the audience or the media to quote phrases from the speech you’ve written, pat yourself on the back.

11. A speech is written for the ear, not the eye. The words in a speech will be heard, rather than read by the audience. If a speech reads like a juvenile text, you’re probably on the right track.

12. Strong, simple words are the speechwriter’s friends. Many-syllable words tend to make speakers stumble. Long, laborious sentences don’t work well in a speech either. English is the richest language in the world, so use great words like: hope, character, possibility, integrity, dreams, potential, bedrock, faith, pride, belief, promise. Avoid "maximizing organizational synergies to their greatest potential"—at least in a speech.

13. Lots of nouns and lots of verbs. Write lots of action verbs and use the active voice. The passive voice sounds stiff and stilted in a speech and doesn’t help the audience connect with your message.

14. Smooth transitions. How you link from one sentence to the next, from one idea to the next, from paragraph to paragraph is critical. Transitions have to be smooth and natural.

15. Pay particular attention to the last word of each sentence. The audience remembers this word more. If there is a way to re-write your sentence so that the most important word—the one you want to focus on—is at the end, do it. "Your talent is out greatest asset" doesn’t work. What does work is, "Our greatest asset is your talent!"

16. The most important segments of a speech are the beginning and the end. These are "high attention" times, so don’t waste them. DO NOT start a speech by re-hashing history; your audience doesn’t care. DO NOT start a speech by reminding the audience of the definition of your subject matter—or worse, quoting directly from Webster’s Dictionary. For the beginning, knock them right between the eyes; for the end, leave your message ringing in their ears.

17. Repetition and re-phrasing are necessary, not redundant, in a speech. Because the audience cannot go back and re-read the text, as the speechwriter you must repeat and re-phrase your key messages.

18. Don’t cram too many numbers in a speech. Too many numbers make the text laboured and that makes the audience tune out. Better to use ballpark figures ("half," "one-third," or "three-quarters") and keep numerical data to a minimum. Numbers don’t do well in a speech.

19. Don’t be afraid to use the "pregnant pause." Speakers at the podium dread silence. Yet the pregnant pause is a great device when you have said something particularly important; the pregnant pause gives your audience time to digest what the speaker has just said. That is as important as getting to the next point in the text.

20. Don’t end a speech with "thank you." The audience is there to hear what your speaker has to say. They don’t need to be thanked for that. They should be thanking you.

21. End the speech with a "call to action." Again, what do you want the audience to do now that they have listened to you?

22. Never give your speech draft to the speaker without listening to it, in its entirely, at least once. After you have written a serious draft (it might be draft 3 or even 11), put it on tape yourself and listen to it. You’ll probably re-write sections of it after living with it for a week or so.

23. Study great speeches. When you see a great speech delivered, get a copy of it and study it. What makes it great? Highlight Key Messages, great word choices, rhetorical devices you find effective. Circulate it to your clients as an example of a well written speech so they know what a great speech looks like.

24. Build your own speech archive. The internet makes it so easy to cut-and-paste great speeches. In no time at all, you’ll have lots of great examples to study and follow.

Tuesday, June 15, 2004

Stories and anecdotes
make a good speech

The funeral of the late American president Ronald Reagan on Friday, June 11, 2004, clearly showed the importance of good stories and anecdotes to a speech: they can make it (or break it) for the speaker.

Consider these fine examples:

When asked how his meeting with Bishop Tutu had gone, he replied: "So-so."

Arriving in the emergency room after being shot, Reagan told the attending doctors: "I hope you’re all Republicans."

While in hospital, he was seen on his hands and knees wiping up some spilled water so his nurse wouldn’t get in trouble.

On the respect and affection for their respective wives, Reagan once told Canadian Prime Minister Brian Mulroney: "You know, Brian, for two Irishmen, we sure married up!"

A eulogy is one thing, however. This point becomes all the more important in business if your CEO or Vice-President is trying to advance a certain position for your company, diffuse a potentially damaging situation, or change current thinking. Then, stories and anecdotes become critical to the success of a speech.

More than a few CEOs have difficulty understanding the power of a good story (or even a medium-good story). Some would much rather just tell, boringly: He was a witty man, he was a great man, he was a humble man, etc.

Why are stories and anecdotes so powerful? Why should you incorporate them into your text? Why should you argue against them being cut from the final draft of the speech? Here are the main reasons:

  1. Stories and anecdotes, SHOW rather than TELL. Showing is more powerful than telling.

  2. They are concrete examples; they actually happened. They are "of the moment."

  3. They are personal. We all love details about each other’s lives….

  4. People connect with stories and anecdotes. If you ask people what they remember about a speech, they will be able to repeat most of the stories and anecdotes.