Page 42 - The New Articulate Executive_ Look, Act and Sound Like a Leader

GET IT TOGETHER 33

perience in Washington, and convinced millions of undecided voters
he alone could lead the country through a host of national crises,
from two unresolved wars to an economy teetering on the brink.

Bill Clinton’s entire first campaign came down to just one sen-
tence, “It’s the Economy, Stupid” (a takeoff on the old acronym
KISS, “Keep It Simple, Stupid”). Clinton’s job was not easy. First he
had to explain to the American people exactly what the problem

was, how it got that way, why it had to be fixed, and then how it had

to be fixed. With every audience he identifi ed the need and then
logically presented his case. By contrast, his opponent, George H.
Bush, was unable to talk about the economy in the same way, because
publicly he took the position that the problem didn’t exist. Or if it
did exist, it would just fi x itself.
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People will sit still for almost anything—even increased taxes—
if you are able to explain satisfactorily the need and
logic behind your actions.
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So in your own presentations, even if you’re giving only a routine
quarterly status report, try to stand for something. Try to spot a
need; then explain how to satisfy that need. In a business talk, look
for changes, trends, or developments. Do these changes present an
emerging need? What is the best way to answer these needs and
appeal to the audience?
Why are sales off, for example? Could it be the economy—or do
we have a problem in productivity, manufacturing, research and
development, quality control, distribution, or all of the above? Your
need is whatever it takes to beat the problem. You take a position
when you use the persuasive power of logic to help people see the
problem the way you do and then take action to fi x it.
You’re already beginning to sound like a leader.