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                      CHAPTER 8
                          The important thing to remember about Barbara Jordan is that she was a
                      speaker’s speaker. Where others are professional, she was artful. Where others
                      are  sincere,  she  was  passionate. Where  others  are  intellectual,  she  was  a
                      scholar. Where others are sensitive, she was human. And it is important to
                      remember that while at first glance she might appear to be something other
                      than  what  she  was,  the  moment  she  spoke  was  the  moment  the  audience
                      listened.  DELIVERING THE MESSAGE                            109
                          Her eloquence was particularly piercing during Watergate. She sat on the
                      Impeachment Committee that weighed the evidence against President Nixon.
                      In  those  dark  days  of  government,  her  words  and  her  voice  served  as
                      reminders that one of the strengths of our country is its adherence to law and
                      the pursuit of justice.

                      When Congresswoman Jordan spoke, she created moments of truth. These
                      result when a speaker’s message and content meet the expectations of the audi-
                      ence live and on stage for all to see. How can you prepare for such moments
                      of truth? Well, as the old man said when asked the way to Carnegie Hall,
                      “Practice, practice, practice!”




                      THE AUTHENTIC PRESENTER
                      Establishing credibility is fundamental to leadership. As we have discussed,
                      leaders affirm their believability through the content of their leadership mes-
                      sages. Vocalization of the message also plays a role; in other words, the way
                      you look and sound as you present is critical to your credibility (see Figure
                      8-1). Emerging leaders often ask their speech coaches or trusted advisers how
                      they should present. The answer most often given is, “Be yourself!” This is the
                      correct answer, but it doesn’t tell the whole story. The leader must be him- or
                      herself on stage or in a coaching session, but he or she may also need to do
                      more. Here are some suggestions:
                           Reflect the mood of the moment. Know the situation. Is the organization
                           upbeat and optimistic, or is it fearful and dreading tomorrow? Take
                           your cue from the mood and adjust your presentation style accordingly.
                           For upbeat audiences, a lighter approach is acceptable; for uptight audi-
                           ences, being direct and to the point may be more appropriate. Humor,
                           however, can be a terrific way to lighten the mood and break the ice.
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