Page 131 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

the logic, the reasoning part of the presentation.
Notice the sequence: ethos, pathos, logos -- your character, and your relationships, and then the
logic of your presentation. This represents another major Paradigm Shift. Most people, in making
presentations, go straight to the logos, the left-brain logic, of their ideas. They try to convince other
people of the validity of that logic without first taking ethos and pathos into consideration.
I had an acquaintance who was very frustrated because his boss was locked into what he felt was an
unproductive leadership style.
"Why doesn't he do anything?" he asked me. "I've talked to him about it, he's aware of it, but he
does nothing."
"Well, why don't you make an effective presentation?" I asked.
"I did," was the reply.
"How do you define 'effective'? Who do they send back to school when the salesman doesn't sell --
the buyer? Effective means it works; it means P/PC. Did you create the change you wanted? Did
you build the relationship in the process? What were the results of your presentation?"
"I told you, he didn't do anything. He wouldn't listen."
"Then make an effective presentation. You've got to empathize with his head. You've got to get
into his frame of mind. You're got to make your point simply and visually and describe the alternative
he is in favor of better than he can himself. That will take some homework. Are you willing to do
that?"
"Why do I have to go through all that?" he asked
"In other words, you want him to change his whole leadership style and you're not willing to change
your method of presentation?"
"I guess so," he replied.
"Well, then," I said, "just smile about it and learn to live with it."
"I can't live with it," he said. "It compromises my integrity."
"Okay, then get to work on an effective presentation. That's in your Circle of Influence."
In the end, he wouldn't do it. The investment seemed too great.
Another acquaintance, a university professor, was willing to pay the price. He approached me one
day and said, "Stephen, I can't get to first base in getting the funding I need for my research because my
research is really not in the mainstream of this department's interests."
After discussing his situation at some length, I suggested that he develop an effective presentation
using ethos, pathos, and logos. "I know you're sincere and the research you want to do would bring
great benefits. Describe the alternative they are in favor of better than they can themselves. Show
that you understand them in depth. Then carefully explain the logic behind your request."
"Well, I'll try," he said.
"Do you want to practice with me?" I asked. He was willing, and so we dress rehearsed his
approach.
When he went in to make his presentation, he started by saying, "Now let me see if I first
understand what your objectives are, and what your concerns are about this presentation and my
recommendation."
He took the time to do it slowly, gradually. In the middle of his presentation, demonstrating his
depth of understanding and respect for their point of view, a senior professor turned to another
professor, nodded, turned back to him and said, "You've got your money."
When you can present your own ideas clearly, specifically, visually, and most important,
contextually -- in the context of a deep understanding of their paradigms and concerns -- you
significantly increase the credibility of your ideas.