Before the Stage

This month, we’re addressing the most vital components of a successful “Experience” (ie. “speech”; “talk” in Old Paradigm language)—and they must all be addressed long before you ever step on stage.

The only reason to speak in public is to get results. As a business owner, your only reason is to get business; there is really no other reason to get in front of an audience. In my daily interactions with business owners, however, I am discovering how few of them have the solid business foundation required to get business from their public speaking. If people are not clear about who you are and what you do; if they don’t understand how you’re different from others in your field, or what the benefits would be in hiring you…they’re not going to sit and listen to you. Even before you’ve opened your mouth, you’ve lost business.

So, before you step on stage, there are 10 business matters on which you must be crystal clear..

Quiz: Are Your Ready for the Stage?

Please check off the points that fully and accurately describe your business. If you are “on the fence” on any answer, do not check it.

1. ___My business has a narrow target market. (“Women over 40” is not a narrow—and thus successful--target market.)

2. ___I have done research and know what my target market really wants. (As opposed to what I think they want).

3. ___I have a written business mission and purpose. I can articulate what it is that I want for my target market and why that matters so much to me.

4. ___I have a written business vision--my specific intentions for my business and its reputation.

5. ___I have a USP: I stand apart from everyone else in my field—especially the well-known leaders.

6. ___I can clearly articulate how I’m different from everyone else: in one-on-one conversations; in written marketing; and while I’m on stage.

7. ___I know and articulate the benefits of my business—what someone gets out of working with me over someone else. (I do not confuse benefits with the positive “features” of my business. I know the difference and always speak of “benefits”.  (HINT: The statement, “We have round-the-clock representatives available whenever you call” is a feature, not a benefit.)

8. ___I have a “hook” or a “handle” that allows people to instantly recognize who I am and why that’s good for them.

9. ___I have a strategic plan that details what I will offer my audiences at the end of my time with them, and what I want them to do before they walk out of the room.

10. ___I have a strategic “presentation plan”. I have laid out what kinds of presentations I will be giving, to whom I’m giving them, when I’m giving them, how much I’m charging, and how I’m getting my foot in the door.

The 10 Business Matters You Must Address Before You Ever Walk on Stage

All right, so how many did you check? The truth is, you need to check all of them if you want to optimize the results you get from stage. There are some that are more critical than others—ones that simply must be established (#1, #2, #3, #5, #6, #7, #8, #9).

I could write a book about each one of these, but this is your monthly newsletter, so I’ll keep it brief.

1. You must have a narrow target market—especially when you’re starting out. You can move to another target market only after you’ve established yourself as the expert in the initial one. You can narrow your market by industry, if you sell business-oriented services and products; by marital status—divorced women, or newlyweds (and you can get narrower still within those categories). As you become well-known, you can have several target markets, but all of them should be narrow and specific.

2. Know what that target market really wants. (As opposed to what you think they want). How do you determine this? Good old-fashioned market research. I help my clients craft customized surveys that are then sent out to their target market. I cannot emphasize this enough: that information is golden! If you think you can conceive of precise questions on your own, send them out to 20 people in your target market and use their responses in your marketing--and when you’re on stage!

3. Your business mission and purpose--what you want for your target market and why that matters so much to you. We talked about this last month. In order for you to generate the kind of passion that fills seats, you must know why you’re standing in front of people. To answer that for yourself, ask yourself, “What do I want for my clients? Why is that important to me? And how do I help them get that?” Have this mission and purpose written out where you see it every day.

4. A business vision. This written document describes your specific intentions for your business and its reputation. It is very important that you have a picture of your business when it is at the pinnacle of success. What are you doing each day? How many employees do you have? How extensive is your reach at that time? What are you known for? You’re far more likely to hit a target when there is one.

5. Your USP: how you stand apart from everyone else in your field—especially the well-known leaders. I could, literally, spend weeks talking about this. Do you stand out? Would those who know about you be able to describe how you’re different? What is your motto or tag line? If you don’t stand out, you won’t stand on many stages for long. I don’t mean to ‘sell’ myself in my newsletter, but I am so passionate about this: if you have not differentiated yourself, call me.

6. Know how to articulate your differences: in one-on-one meetings; in written marketing; and on stage. It’s all well and good to feel that you stand out from everyone else, and it may be that others do see you as different—but you must be able to use words to describe how you’re different. They must be fresh words, not clichés, and have power and punch to them. If you can’t speak about your specialty, you’ll never have others speak about it to others.

7. Your benefits. You must be able to articulate why someone should work with you and not anyone else. If you’re like 90% of businesses (and even corporations) you confuse features with benefits. “We come right to your home” is a feature, not a benefit. The benefit is, “You’ll be able to learn Excel from your very own computer while your kids play in the next room.” You know you’re giving a feature when you use the word, “we,” and benefits when you use the word, “you.”

8. A “hook” or “handle” that allows people to instantly recognize who you are and why that’s good for them. There’s a business owner whose tagline is, We Make Millionaires. It’s extremely short, gets the point across immediately and speaks of a clear benefit that most everyone can relate to. This is also her “handle,” a quick “snapshot” that points clearly to how she stands out from other financial coaches. Joe Vitale, another business guru out there, is known as “Mr. Fire” because of his passion. What’s your hook?

9. A strategic sales plan that details what you will offer your audiences at the end of your time with them, and what you want them to do before they walk out. We go through this in-depth at the 2-Day Secrets of Impact & Influence. You must ask for the order at the end of your “Experiences”! And to do that, you must know what you’re offering and what you want them to do to take you up on the offer. If you do not have this plan fleshed out, you will not get a fraction of the results from speaking in public that you could, and that you deserve.

10. A strategic “presentation plan.” This is a written plan that details your future plans for speaking in public. Some of what this plan includes: the kinds of presentations you will be giving, to whom you’re giving them, how you’re getting your foot in the door. Again, without a plan, you’re shooting in the dark, and will get dim results.