Communication strategy for stakeholder engagement

 

Stakeholder consultation and engagement typically follows a recognized three-step process: notification, consultation, and participation.

The public has the right to be concerned about your project, to ask questions about it, and even to oppose it. But every person should have the correct information to form her or his opinion.

Meaningful consultation that involves ongoing two-way communication with a project representative increases understanding, clarifies the community’s preferences and values, and allows the proponent to understand how the public’s views can and should lead policy decisions. However, organizations often struggle with communication with their stakeholder groups.

Factors that negatively influence communication include:

• Not understanding how to set up a stakeholder engagement project so it effectively communicates the organization’s intentions
• Suffering from a lack of focus when engaging stakeholders – and failing to define the 5 W’s (who, what, when, where, and why)
• Having the wrong person representing the organization. This can be someone who is inexperienced or whose strengths lay outside the field of communication
• Company and stakeholder groups involving multiple representatives that change over time. Relationships get lost and communication history, or commitments that were made can be forgotten.

5 tips for an effective communication strategy for stakeholder engagement

1. Make sure all information regarding your project is presented in a transparent way. The more you share in an honest, factual and easy to comprehend format, the more likely it is that stakeholders will take the time to comprehend your intentions, what their role is, and how it may affect them.

2. Communicate with stakeholders in the manner that works best for them. Recognize that each person or community is different and select the most suitable communication channel – email, online platforms, social media, phone, or in-person group meetings . People should be offered a variety of options to communicate with you and provide their input.

3. Do not judge what your stakeholders value, instead seek to understand why. Keeping an open and curious attitude will help your team understand the history and concerns of your stakeholders. This open, curious attitude will help both sides reach creative solutions to overcome roadblocks, aligning values and interests in the process.

4. Provide feedback to stakeholders on how their interests and issues are addressed and resolved. Track commitments made to them and ensure project team members coordinate consultation events, share information, and assign tasks and follow-up actions.

5. Keep a careful record of all aspects of stakeholder communications that occur over time. This includes meetings, phone calls, emails, and commitments made. Misunderstandings and delays can be prevented if you can easily demonstrate the history of all aspects of communication with your stakeholders – which is especially challenging with multi-year projects that where representatives change over time. A tool like StakeTracker helps organizations stay on top of their projects by centrally managing all communications regarding the potential impacts of initiatives on the communities in which they operate.

The value of information, and how it’s tracked and reported, is of paramount importance during the consultation process. Missteps with respect to stakeholder information management can put the success of your project in jeopardy.

Detailed consultation will identify a community’s views on your project and how this perception changes over time. It will allow you to anticipate issues and develop ways of addressing them. Ultimately, it will help develop trust and generate solutions with your stakeholders and rights-holders.

Image: Pranav under Creative Commons 2.0

https://cutt.ly/v7LrjH9

How To Communicate Effectively With Your Stakeholders

BY HANNAH STACEY

Learn how to properly communicate with all of your stakeholders enmasse and individually

Let’s face it – marketing can seem like a bit of a minefield when you’re a busy entrepreneur. When you’re occupied with new business meetings, dealing with suppliers and the other hundred and one things on your to-do list, embarking on a marketing campaign can seem like opening Pandora’s Box.

But getting your offering in front of the right people is integral to its success, and a cleverly-crafted marketing campaign can help you achieve just that. Strapped for time? Here’s a cheat sheet to creating a good marketing strategy.

What Are Your Marketing Aims?

Before you start thinking about who you want to get in front of, you must seriously consider what you want to achieve with your marketing efforts. This can be more than one thing, but remember to be reasonable with your expectations. For example, you might be:

Trying to get your product or service in front of potential customers

• Trying to get your product or service in front of potential customers

• Wanting to generate interest in your business amongst potential investors

• Get potential business partners involved

Figure Out Who You Need To Get In Front Of To Fulfil Your Aims

The scattergun approach to writing a press release, paying a questionable newswire service to post it on a few websites that nobody reads, and then sitting back and hoping for the best will not cut the mustard if you’re serious about getting in front of the right people.

If you’ve created a sound business plan, you’ll know who your various stakeholders are. Let’s use an example. I’ve just set up a great new education tech company that teaches Swedish to secondary school children using a revolutionary method (over-dubbed One Direction songs) outside of class. I’m also looking for more investment. I’ve got loads of different stakeholders, and the message that I want to relay to each of them is slightly different. These stakeholders could be:

• Secondary school pupils themselves
• The parents of secondary school pupils
• Decision-makers in schools
• Potential investors

Once you’ve come up with an exhaustive list of stakeholders, make sure you’ve recorded them in a spreadsheet to keep track of your activity.

Think About What You Want To Say And What They Want To Hear

If you get into the mindset of your potential stakeholders and what drives them, you’ll be able to craft messages that appeal to them more. Create personas by asking yourself the following questions:

• What demographics do they fall into? How old are they? Where do they live? What is their income?
• What is their part in the buying process?
• What does a day in their life look like?
• What are their pain points? What issues in their job or day-to-day life bother them?
• How can your product/service help them address these problems?

Let’s take the parents of our secondary school pupils in my example. They’re likely to be between the ages of 35 and 50 and will be the ones buying the product for their beloved children. They probably don’t speak Swedish personally but are keen to see their child progress in their Swedish lessons at school, however, they are having problems convincing their troublesome teenager to do their homework (because they would rather swoon over Harry Styles on Twitter).

How does my product help address their pain points? It makes their life easier and helps them feel like good parents when their kids ace all of their Swedish exams at school. In this case, my marketing message might be: “My product makes learning fun, so your kids succeed without you having to moan at them.”

Track Down Where They Hang Out

You may have your marketing messages sorted, but if they’re not reaching the ears of your target audience, you’ve wasted your time. It’s important to think carefully about the types of places that each of your stakeholder groups goes to for information. Here are some of the biggies and how you might use them in your marketing efforts:

• National newspapers and their websites – creating newsworthy PR stories and targeting them at relevant journalists in the national press.
• Trade press – tracking down any trade press and placing articles (interviews or opinion pieces, for example) in them.
• TV and Radio – again, using PR to generate newsworthy angles that get covered in the broadcast press (easier said than done, though!)
• Social media – using marketing techniques like social media advertising (on Facebook or LinkedIn, for example) to target your chosen demographic. Many social networks have advanced targeting options for advertisers so you can get the message across.
• Google – optimising your website for certain search terms to rank higher.
• Blogs – contacting bloggers and trying to persuade them to write about your product or service.
• Outdoor advertising

So if I’m trying to get in front of parents, the best course of actions is probably a PR campaign that gets attention from the national and broadcast press (unless they’re incredibly keen, parents are unlikely to reach any education trade press.) I would also make sure that I had ads on social networks targeting my chosen demographic with my key messages, and also make sure that my website was keyword optimised so that for any parent searching ‘how to get my child to do their Swedish homework’, my product would be the first thing that pops up in Google.

This process should be repeated for each of my target stakeholders. It may seem like a complex process, but refining your messaging to the key needs of stakeholders means that your precious time is not wasted in the long run.

https://cutt.ly/Z7LteeI

The Importance of Communicating With Your Stakeholders

Introduction

Understanding your stakeholders is vital in modern-day business. This includes listening to the views and beliefs of stakeholders as well as seeking their feedback. After all, these are the people who will shape and influence future successes (or failures).

A stakeholder is anyone with an interest in the business, either having an effect on the business or being affected by it. Typically, stakeholders can be categorized into two groups; internal and external stakeholders. Examples of internal stakeholders are employees, managers and directors. External stakeholders include customers, suppliers, shareholders and funders. Keeping every stakeholder on-side can be difficult, but can be hugely beneficial.

What is it?

The key to keeping stakeholders on-side is consultation. This involves the development of constructive and productive long-term relationships. Stakeholder consultation aims to build relationships based on mutual trust and benefits. Listening to and understanding the views and feedback from stakeholders can help shape and improve the overall operations of a business.

Stakeholder consultation can be project-based or on-going. Specific project-based consultation is generally used for the development of new products and services. For example, a company may consult with customers to establish specific needs of the target market. On-going consultation, however, is generally used to track the progress of a company in regards to stakeholder expectations and to maximize buy-in. For example, a company may consult with stakeholders regarding changes to the company’s direction or its branding.

What are the benefits?

The benefits of stakeholder consultation are clear, with some of the most significant reasons listed below:

• Enable more informed decision making
• Lead to greater stakeholder satisfaction
• Improves chances of project/initiative success
• Promote open, two-way communication

The 4-step process

The stakeholder consultation process is an opportunity for key groups to be kept informed, and for their views and feedback to be heard. It is important that any consultation is thoroughly planned with clear objectives set at the beginning.

Regardless of the aims and objectives of the stakeholder consultation, the process typically consists of four steps: Planning, Process, Presentation and Promise (the 4Ps).

Planning

The “planning” stage is where the aims and objectives of the stakeholder consultation are discussed and agreed upon. After the aims and objectives have been determined, the “planning” stage is used to discuss how the process will be carried out. Process owners allocate resources and select an appropriate consultation method. Several questions need to be asked at this stage to ensure every facet of the process is considered.

• Why do we need to consult?
• Who are we consulting?
• What resources do we have?
• How are we going to do it?
• What materials will be needed?

Process

The “process” stage is where the stakeholder consultation is actually carried out. It is important at this stage to develop effective two-way communication with the stakeholders in order to promote open and honest sharing of views and beliefs. The process and data will then need to be accurately recorded for the final stages.

Presentation

The “presentation” stage is where the data gathered is analyzed and reported on. The aims of this stage are to ensure the data is an accurate representation of the stakeholder views, and to prepare the report ready for presentation. The report is typically presented to the process owners, such as the company itself or policy makers. However, feedback will also be provided to those who took part in the process.

Promise

Lastly, the “promise” stage is where actions are put in place in response to the information gathered. The ‘promise’ of action on the back of the stakeholder consultation process helps drive the development of a long-term relationship based on transparency and collaboration.

How is it done?

Methods of stakeholder consultation are largely the same as those used for market research. The key question is whether the consultation requires depth of knowledge or breadth of knowledge. The answer generally determines which method will be chosen.

If depth of knowledge is required, a qualitative study is usually appropriate. These are studies which encourage open styles of discussion and debate. The most common methods used to gather depth of information are focus groups, individual depth interviews and observation (or ethnography). If breadth of knowledge is required, a more quantitative study is usually appropriate. These are studies which encompass large number of respondents but are restricted to closed style questions, aimed at providing generalist viewpoints. The most common methods used to gather breadth of information are online surveys, telephone surveys, and short street interviews.

Concluding thoughts

As understanding stakeholders becomes more and more important for businesses, stakeholder consultation will become a vital process to maximize success. Stakeholder consultation can be used to evaluate reactions and to track the perceptions of a company’s activities, and ensure collaboration and partnership with all stakeholders. The long-term effectiveness of an organization can depend on its relationships with stakeholders, ensuring commitment and buy-in to any future strategies and challenges. This makes for a more informed organization that is responsive to the needs of all its users and stakeholders.

https://cutt.ly/o7LtfmW

Six Ways to Make Your Commute Productive

 As workers are returning to their offices they're also returning to commuting.

An infographic (below) from Motor1 explores how to ensure this time on the road is fruitful and enriching.

The piece covers six ways to make your commute more productive, from visualizing the day ahead to listening to driving meditations.

It also looks at things not to do during your commute—and what to do instead.

https://bit.ly/3Lw5bnl

Complete crisis management guide and free template

 This guide to crisis management and free template can help your business respond to an unplanned emergency, such as the current COVID-19 pandemic.

Few times in recent memory have underscored the need for smart crisis management planning and management. Currently the United States and much of the world is in the midst of the destructive COVID-19 pandemic, and organizations of all types and sizes are dealing with the new reality. Many businesses have closed their doors, unable to sustain operations and pay employees. Supply chains are in varying degrees of disarray. Social distancing, working from home and increased cleanliness are the new norms. This is an international crisis of epic proportions.

At this point, your organization is probably well into its crisis management activities; however, the following preliminary steps are key to successful operations:

1. Ensure that your employees are safe and are practicing social distancing and good health habits.
2. Ensure that employees can work remotely or safely on site.
3. Establish communication protocols among employees -- e.g., regular team conference calls, status calls or management briefings -- to ensure their productivity is maintained.
4. Ensure that your organization's fundamental business processes are protected.
5. Begin planning for when your organization can resume normal operations.

In this guide, we will provide guidance on crisis management, including pre-event planning, managing the crisis and post-event activities. We'll examine the various types of crisis management, how to create a crisis management plan, how to manage your business through a crisis and how to strengthen your business based on lessons learned from the crisis. In addition to many other relevant articles, we also provide a free downloadable crisis management plan template and checklist to help aid your planning and response.

The importance of crisis management

The current COVID-19 pandemic has provided all of us with an all-too-real lesson in the importance of crisis management. Across the world, businesses are in varying stages of their response. Even organizations with traditional business continuity and disaster recovery plans are struggling with the unique challenges a global pandemic presents.

Without a plan and clear leadership from company executives, a business cannot continue to operate in a time of crisis. Crisis management involves taking the steps necessary to sustain the business, protect employees and ultimately recover and resume normal operations. Although some businesses will fail, an organization's crisis management response aims to minimize the long-term effects to the organization and its employees until the crisis resolves.

Incident management vs. crisis management

Often these two terms are interchanged, but they are different.

Incident management refers to activities that must be performed at the initial occurrence of an event to assess the problem and determine the initial steps to respond.

Crisis management activities are initiated if it becomes clear to company management and first responders that the event is likely to persist over an extended time. Whereas incident management might last only a few hours to perhaps a day, crisis management can extend to days, weeks, months and even longer.

A crisis management plan provides a broad range of guidance addressing staffing, resources, facilities, business operations management, employee health and safety, coordination of resources and -- perhaps most importantly -- communications. A crisis communications plan is essential to keep business leaders, employees, government agencies and the public aware of how the business is responding to an emergency.

Types of crisis management

There are two basic types of crisis management: responsive and proactive.

A responsive crisis management plan (CMP) goes into practice once the event has occurred and after it becomes apparent that the event will not be mitigated quickly and could continue for days, weeks or months.

By contrast, a proactive CMP attempts to anticipate the resources that a business will likely need if a future event occurs and gathers them in secure locations. A proactive CMP can be initiated in the aftermath of a crisis to take advantage of lessons learned from the previous crisis.

A crisis management playbook can help outline procedures and communication guidelines.

Tips on creating a crisis management plan

Remember that a CMP deals with ongoing activities to keep the business functional, employees productive and safe and making arrangements to return to normal business operations when appropriate. So long as major business activities and employee safety are being addressed, company management and crisis management teams can begin preparation for business resumption, as well as responding to unplanned events that might occur during the crisis.

Like any emergency-based plan, CMPs should be based on a formal structure. Organizations like the Federal Emergency Management Agency offer additional tools and guidance for preparing CMPs. In the following list, we'll detail several key elements of a crisis management plan that you can use as a guide to create your own CMP.

1. Introduction, policy and organization. Specify the purpose, scope, goals and objectives of the plan. Identify any regulations or statutes that govern the plan -- e.g., FEMA, Occupational Safety and Health Administration or local code. List who will have hard copies of the plan and who will have access to the plan electronically. Include a schedule of plan dates -- e.g., creation, revisions -- and management approvals and authorizations.
2. Crisis management strategy. Define the overall approach to managing the crisis. Will staff remain at the office, relocate, work from home or be quarantined? Identify alternate resources and succession plans. Define CMP team roles and responsibilities during an event -- e.g., evacuate people, provide first aid and coordinate remote work. Provide detailed lines of authority and criteria for responding to specific events.
3. Communications. Create an emergency communications plan. Define who will be contacted during the crisis, and in what sequence and frequency. Include a detailed contact list with all methods of reaching team members, key vendors, law enforcement, first responders, healthcare organizations and government agencies. Ensure that roles and responsibilities are delineated in the contact lists. Deploy communication technologies, such as video conferencing software, to ensure employees can keep in touch with their managers and team members.
4. Media management. Contact with stakeholders, vendors, supply chain members and many others will be essential to keep the business running. Establish guidelines for managing the media during and after the event. Prepare statements for delivery to the media, identify primary and alternate media contacts, set up a meeting place for media briefings and train employees on how to interact with the media. Similar preparation must be made for managing employee use of social media during the crisis.
5. Crisis procedures. Once the event has occurred, and company leadership determines it will be a longer-term event, members of the crisis team should convene, review event assessments and determine the initial steps for managing how the company operates. Response steps and procedures will differ for a hurricane than for a flu outbreak. Schedule regular meetings with crisis teams to assess progress. Communicate crisis status regularly to employees, stakeholders and the media as appropriate. Define steps to follow if additional events occur that are triggered by the initial event. Prepare an after-action report describing what worked, what didn't work and lessons learned. Prepare procedures and instructions that are logical, easy to understand and perform as intended.
6. Connection to other emergency plans. Define connections between the CMP and other plans, such as business continuity plans, crisis management playbooks, cybersecurity plans, disaster recovery plans, fire emergency plans and severe weather plans.
7. Awareness and training. Develop and conduct training programs for crisis team members. Create an awareness program to keep employees and stakeholders aware of the CMP and its associated activities.
8. Exercises. Schedule and conduct periodic exercises of the CMP, ranging from tabletop exercises to full, active simulations involving scenarios and activation of the crisis team and other third-party organizations. Update the CMP based on results of the exercises.
9. Plan review, audit and maintenance. Establish a program to review and update the plan at least annually or more frequently as needed. Create a schedule of activities during a calendar year -- e.g., plan exercises, plan reviews, management reviews and training activities.
10. Glossary. Provide a list of appropriate terms, definitions, abbreviations and acronyms.
11. Appendices. Add appendices that are relevant and support the CMP, such as forms, checklists and contact lists.

How to manage a crisis

The actions company leadership must take will evolve along with the crisis. Let's examine common crisis management activities by phase of the event: pre-crisis, during the crisis and post-crisis.

Pre-crisis
Prepare plans. This includes securing a commitment from management and budgeting for a CMP activity. Review previous crises, prepare policies, examine standards and regulations. Review resources from FEMA and other government agencies.

A crisis management playbook can help outline procedures and communication guidelines.

Form a crisis management team. Use guidelines and support from appropriate crisis organizations to select team members. Define crisis management team roles and duties, arrange training and schedule periodic exercises to ensure team members are prepared to perform their roles.

Identify weaknesses. In the course of initial planning and research, identify potential weaknesses in existing emergency plans, crisis plans or other emergency response activities that might affect employees and the business during a crisis.

Write a strategic crisis management plan. Prepare CMP procedures and the supporting document based on best practices, FEMA and other agency guidelines. Prepare the CMP so that it can be adapted to a variety of situations, while ensuring employee health and safety, along with the continuation of business activities.

Train employees. Prepare and deliver training to employees on potential crisis situations, how the company plans to respond and employee responsibilities during a crisis.

During the crisis
Crisis communications. Ensure that employees, management and external entities, including the media, are regularly informed on crisis status. Ensure that employees can communicate and perform their duties wherever they are located.

Business operation resources. Regularly review the status of supply chains to ensure that resources the company needs are being manufactured and supplied. Consider identifying alternate resource channels.

Employee well-being. Employee health is a primary issue. Ensure that employees are informed of the activities and precautions they must perform to ensure their health is maintained.

Financial considerations. Work with banks and other company financial institutions to ensure there will be no loan defaults, delays in paying rent, loss of cash or inability to pay employees and vendors.

Mid-course corrections. Regularly have the crisis team meet and discuss how to respond to new situations that might evolve into more serious problems (e.g., an emerging severe storm that could damage company facilities).

Management reporting. Regularly brief senior management on progress -- or lack of progress -- during the crisis. Brief local, state and federal government agencies, regulatory agencies and other organizations of any changes to company status.

Each stage of a crisis requires a different response from business leaders.

Post-crisis
Recovery and resumption. Coordinate with other emergency teams to facilitate procedures needed to return to business as usual.

Evaluation of successes and failures. Conduct meetings to evaluate how well the company handled the crisis. Evaluate the effectiveness of the CMP and the crisis team. Identify opportunities for improvement and prepare a post-mortem report to management.

Management reporting. Keeping employees and management informed during a crisis is an essential activity. Once the crisis is over and the company has resumed operations, brief senior management and employees on the key findings and recommendations of the post-mortem report.

Times of crisis challenge every organization. The survival and long-term success of your business depends on how well it responds in these difficult times. Use our crisis management plan template to kickstart your planning.

https://bit.ly/34lVffB

7 Presentation Skills Your Boss Wants You to Master

 

Gary Genard

Are your presentations advancing your career? Here are 7 presentation skills to make you speak like a boss . . . that he or she will notice! 

Consider any upcoming presentations you'll be giving on behalf of your company or organization. The simple and welcome truth is, your boss wants you to succeed as much as you desire that outcome yourself!

If he or she is sitting in the audience, that's even more true.

Two recent experiences reminded me of this link between what you're looking to achieve in a presentation, and what your boss is probably expecting. In the first situation, the boss and the staff were on the same page. The second scenario was more problematic.

Public Speaking Training for Effective Presentations

If your boss has arranged to train you as part of a group, you'll most likely be on solid ground concerning what he or she is expecting. That was the case recently when I trained a team of negotiators for a leading HMO.

Some of these executives were experienced presenters, and some weren't. The VP who hired me was clear with me and the team: she wanted them to know "how it's done" in terms of effective presentations. So the training was straightforward: equal parts spent on the rules for successful business presentations, and on how to be a dynamic speaker.

Are You Giving Effective Business Presentations?

In the other scenario, my client was really shooting in the dark. He was a new hire who had been wooed away from a very successful consultancy to join an emerging department in a real estate development company.

We worked for weeks to get him ready for his presentation: his debut in front of the entire staff of his new company. He ended up being blindsided, however. His new boss didn't look pleased during his talk. In fact, he took him aside afterwards and told him he didn't come across with the level of credibility and connection with the audience that the boss was looking for.

I believe the point of these two stories is that, sometimes your boss will be adept at explaining what he or she is looking for; and other times, he or she won't be. Equally important, your boss may not consciously realize what they're expecting from you in your internal or external presentations, though they probably unconsciously understand what those things are.

So you may have to do some heavy lifting. Below are seven key "necessary's" to check off in your on-the-job appearances. (Bosses, you should definitely be paying attention here, too!)

7 Ways to Succeed with an Audience

1. Achieve Rapport with Listeners.

You always have the challenge of quickly opening up the channels of communication between you and your listeners. Audiences make judgments about you very quickly, so here's how to begin a presentation successfully within 60 seconds. Also, spend much less time preparing your content, and much more time getting comfortable talking to groups and leading them. 

2. Engage Public Speaking Audiences Immediately. 

Listeners need to know at once that you're an interesting speaker and not an anesthetist. Avoid  openings that simply announce your topic, and the deadly "Today I've been asked to speak about . . ." gambit. Instead, hook your audience from your first words. Do this in two ways: 1) Give them something they weren't quite expecting, and 2) Show them you're bold enough to show some originality. 

3. Nail Your Credibility for Public Speaking.

What's your expertise on this topic? That, and "What's in it for me?" are every audience's key questions. Answer both questions early. If you're presenting to colleagues, clue them in that you have something important to say today. Otherwise, why should anybody listen? (Here's another hint: Give your full name and job title or other credential if you're speaking to strangers.  "Hi, I'm Marty!" does nothing for credibility.)

4. You Need to Display Confidence when Speaking in Public.

Your boss really needs you to come through here. A few years ago, a member of a large law firm came to me for coaching because the firm had lost out on being hired for a big case. The reason: this lawyer had been visibly nervous as the lead presenter with the firm's pitch. Nerves may show, especially when the boss is in the room. If you can't demonstrate complete confidence, work with a speech coach who will either engender that confidence in you or show you how to make your anxiety invisible.

5. Show that You Can Speak for Leadership.

Here's where you move up from the minors into the majors. Face it: your product or service isn't too different from your competitors'. Clients, customers, and colleagues may want to work with you for many reasons, but these two are usually among them: they feel they have a relationship with you, and you're in complete command when you explain the things they need to know.

6. Prove You Can Think on Your Feet.

With enough preparation and practice, anybody can give a pretty good presentation. But what happens when unexpected questions, objections, and resistance arise? For instance, I call Q &A "The Forgotten Avenue of Audience Persuasion." Everyone, your boss included, understands that you can't know what's coming your way once the questions start. Your boss wants you to demonstrate that you can handle push-back and think on your feet. 

7. Plan to Move Your Audience to Action!

No one understands a "cut-to-the-chase" mentality so much as a boss or someone else in a position of authority. A speech or presentation is a fast-closing window of opportunity, and you must achieve something lasting not only during your talk but after it's over. So don't think in terms of delivering content, but of activating listeners. What will lead them to take the action you want tomorrow, next week, or six months from now?  To get that to happen, get my Free resource, "How to Be a Clear, Concise, and Compelling Speaker."  

Now, go get 'em!

https://bit.ly/3ECIcSL