After you have taken care of yourself and your loved one's health and basic needs, you must focus on your development during this crisis. You need to put together a plan to learn since you are going to be locked down for the next few weeks or months. No one knows how long this crisis will last. No one knows whether the virus will burn itself, disappear and come back again in fall, or burn itself out for good. Let's hope the latter is what happens. Since we are all doing our part in defeating this enemy, but you can't ignore your development during this challenging period. Learning has never been easier than it is today. We have so much stuff online like YouTube, Coursera, Edx, Khan Academy, etc. that you can turn to. And most of it is free. Here is what I am doing that I want to share with you:
Read If you are home and not going out and about or have to take care of your kids, you should have some time to read. I plan to take advantage of getting a lot of books to read during this crisis. Write Reading is good, but you can plus it by writing your thoughts from what you read. You can either keep your writing private or public by publishing it. Writing will help you crystallize your thoughts. Speak Writing is good, but you can plus it by preparing a speech, preferably a short one. Speaking will help you have an interesting conversation with people. Publish Writing is good, but you can plus it by publishing your thoughts as a blog post on your website or LinkedIn or post a video on YouTube. Once you have enough of content in a specific area, you can take this to the next level and publish a book, create an online course or a workshop. Producing content every day adds up quickly. You can also learn technical skills by taking courses online from Coursera, Edx, Udacity and others. My go to place for learning is thegreatcoursesplus.com. This is a yearly subscription under $200 but well worth it based on the wide variety of courses they offer. It is easy to get overwhelmed, distracted and lose focus with all the news regarding the Covid-19 crisis. As I said, if you have taken care of yourself, your loved one's health and basic necessities, then you must focus on your personal development. You are unlikely to get a better time to invest in yourself. Take advantage of it now so you can thrive on the other side of this crisis whether you are employed or unemployed. ##### Jay Oza is an author, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or a high-stakes speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that you can use to help you with your next high stakes speech. Please contact him if you would like to have a two 75 minute coaching session on job interviewing or high-stakes speaking or interested in inviting him to give a talk on job Interviewing or high-stakes speaking at your event. You can reach him at joza@winningspeechmoments.com.
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Most people can't make new friends after leaving college. A lot of that has to do with disliking interacting with strangers. We often avoid others unless it becomes a necessity. And the reason for this, according to Daniel Levitin (neuroscientist, cognitive psychologist, and bestselling author ), who said on the "Art of Manliness podcast "that interacting with others is not only hard but quite complex. It is more complex than brain surgery, being a rocket scientist and even solving Sudoku and crossword puzzles." Hence, it's hard to make friends at any age, especially as you get older. In order to make friends, first you have to interact with others and then see if that can lead to a friendship. Even though making friends is uncomfortable and hard, we do have to do it to get things done, make progress and feel good.. But how? In this post, I will use the friendship formed early in the classic novel "Moby Dick" by Herman Melville between the narrator Ishmael and the harpooner Queequeg. What Melville depicts about friendship is backed up by science. No wonder the novel is a classic. So in this blog post, I will integrate all the steps that they had to go through to form a friendship. Interacting with strangers is hard Friendships are hard to form. Most of us dread making friends. And you see this as a big problem as you get older. At the beginning of "Moby Dick," Ishmael is depressed and has decided that he needs to go to the seas to overcome his depression. When he arrives in New Bedford, MA, he has very little money and needs a place to stay. Since it looks cheap, he decides to stay at Spouter-Inn. But the landlord informs him that he has no vacancy. The best the landlord can offer Ishmael is to share a large bed with a harpooner. Ishmael is not so sure about sharing a bed with a harpooner since he doesn't know who he is. But when he learns a little about the harpooner from the landlord, Ishmael is now sure that sharing a bed with the harpooner is definitely a bad idea, mainly because he thinks the harpooner is strange, dangerous and a cannibal. Ishmael says, "No man prefers to sleep two in a bed...And when it comes to sleeping with an unknown stranger, in a strange inn, in a strange town, and that stranger a harpooneer, then your objections indefinitely multiply." He decides to sleep on the bench. But he is uncomfortable and cold, so he reluctantly decides to take a chance at rooming with the harpooner. What we see with Ishmael is something we can all relate to. We don't go out of our way to make friends especially if it's uncomfortable. We are scared of the unknown. But at the same time, we could be denying an opportunity to forge a potential friendship. There is always a risk in meeting strangers, but there is also a potential for a reward too. Approach with an open mind Melville was ahead of his time. Though he didn't write that we should judge someone by the "content of their character," as MLK did in his famous "I Have A Dream" speech. But that is what we see in how Ismael accepts Queequeg. Ishmael says, "What's all this fuss I have been making about, thought I to myself—the man's a human being just as I am: he has just as much reason to fear me, as I have to be afraid of him." And when he says, "Better sleep with a sober cannibal than a drunken Christian," he means that we tend to assume that someone similar to us is likely to be a person of good character. But that is not always the case, and one shouldn't do that as he displays with Queequeg. What we see here is to be open-minded in dealing with people and don't make any judgments about others until you see how they act and behave towards you and others. You really have to know someone before you can make any definitive judgment about someone. Often we are to fast to make a judgment and influenced by others. Make an effort to know the other person All relationships develop incrementally. What Ishmael sees in Queequeg's action and behavior makes him like him as he says. "he [Queequeg] treated me with so much civility and consideration." The next morning, they spend time together eating breakfast together. It was not one and done. They are both making an effort to get to know each other better. What we see is that all friendships are built incrementally, and it requires a willingness by both parties. There are many escape ramps available that are easy to take if you don't want to build a friendship. Show you understand the other person To develop a relationship, you have to make an effort to know the other person. In the novel, Ismael has learned a lot about Queequeg, such as where he is from, how he ended up so far from home, how he became a harpooner, etc. Ishmael shows he is really interested in knowing about Queequeg. And Queequeg gains Ishmael's trust and reveals more about himself. And that is how friendship develops. To build a friendship, you have to make an effort to know another person, so you know where he is coming from, what drives him and motivates him. Everyone has a story, and you must extract it if you want to strengthen a relationship. But this can only happen when there is a trust established. Give and Take All friendships are built on give and take for it to last. Ishmael saw Queequeg attending a church. Ismael joins Queequeg in offering prayers to his idol. Ismael reasons this act on his part as following: "But what is worship?—to do the will of God—THAT is worship. And what is the will of God?—to do to my fellow man what I would have my fellow man to do to me—THAT is the will of God." Ishmael gives Queequeg his time and understanding. Queequeg gives Ismael money to show his generosity without expecting anything in return. Ismael was surprised but did not want to offend Queequeg and accepted his money. They both later in the novel share a pipe, as Ishmael says, "Soon I proposed a social smoke; and, producing his pouch and tomahawk, he quietly offered me a puff. And then we sat exchanging puffs from that wild pipe of his and keeping it regularly passing between us." A key to any friendship is that there must be a give and take. If the relationship is one way, then it will not last long. You have to be attuned to this if you want to build a strong, long-lasting friendship. Forge a long-lasting friendship You can't listen to anyone and believe 100% what they tell you about someone. You have to find out for yourself. Ishmael was convinced that Queequeg was weird and not someone he would like. But after getting to know him, he realized he was wrong. Though they are different in so many ways, they forged a friendship because they both are people of high character. And no one was more surprised to see this than the landlord. When the landlord sees Ishmael and Queequeg strike a friendship, Ishmael says, "The grinning landlord, as well as the boarders, seemed amazingly tickled at the sudden friendship which had sprung up between me and Queequeg—especially as Peter Coffin's cock and bull stories about him had previously so much alarmed me concerning the very person whom I now companied with." Friendships are hard, and you have to take the risk and work hard. And if the other person is willing to do the same, then you have a making of a strong, long-lasting relationship. I believe you can tell a lot about a person in life, work, or casually on how he makes and nurtures friendships. It does require a lot of creativity since it is so easy to stay in our comfort zone and deal with people we know. Relationship building is a critical skill for success, and we can all learn a lot from how Melville describes the relationship that Ismael and Queequeg forged in "Moby Dick." Backed up by science According to Lydia Denworth, author of "Friendship," she says on the podcast "Curious Minds: Innovation in Life and Work," that friendship comes down to three things:
Lydia Denworth cited a study in the podcast "Health, Psychology and Human Nature," that it takes about fifty hours together to go from acquaintance to friendship and about two hundred hours to become a best friend. So as you can see, friendship is time-consuming, and thus it is hard to make a lot of friends. In "Moby Dick," Ishmael and Queequeg forged their friendship fast since they spent a lot of time together before they even got on the Pequod. Then they probably became best friends by spending a lot of time together on the Pequod. And Denworth also pointed out something interesting in the podcast that you can use the way you make friends as a template for any relationship. I tried to show how friendship was developed in the classic "Moby Dick." According to science, friendships are very important for longevity, health, and happiness. So it was not only important for Ishmael and Queequeg but for all of us. ##### Jay Oza is an author, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or a high-stakes speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that you can use to help you with your next high stakes speech. Please contact him if you would like to have a two 75 minute coaching session on job interviewing or high-stakes speaking or interested in inviting him to give a talk on job Interviewing or high-stakes speaking at your event. You can reach him at joza@winningspeechmoments.com. You probably have heard many times that you got to have a message if you want to succeed at anything. This is partly true. Having a message is step one, there are four other steps that are necessary for success that no one ever points out. I will point out all five steps and then show, as an example, how Bernie Sanders is so effective on messaging. Look, you don't have to like Bernie or vote for Bernie, but you have to admit that no one does messaging better than Bernie. Because of his messaging, he is very likely to win the Democratic nomination and possibly, with some luck, even the presidency in the general election against Donald Trump. First, let me list the five steps of messaging for success:
Who does this better than Bernie? No one. Step 1: Have a message that is simple Bernie has a message that is captured in this simple slogan "Not me. Us." Bernie keeps repeating that he can't start a revolution by himself. He needs help and must bring new voters to enact the change that people want. Based on his success, his message is resonating with at least the plurality of Democratic voters right now. Step 2: Be the message so you have credibility Bernie is the message. You may not agree with Bernie's socialist programs or policies, but he has always been consistent and has not changed any views for political exigency. Bernie has credibility and that's why he attracts younger voters. Younger voters want to believe and are gravitated toward someone who speaks to their needs, and they surely believe Bernie. One more thing: To delver a message that sticks, you have to be the right messenger. And Bernie is the right messenger for the message he is sharing. A message often does not connect with people when there is an inconsistency between the message and the messenger. Step 3: Deliver the message clearly, concisely, purposefully and impactfully Bernie does this better than anyone. When he speaks, you know he means it, and his supporters believe it. And do you know who else believes it? Billionaires. CEOs, Republicans, and especially President Trump. Don't believe for a moment that President Trump wants to go up against Bernie Sanders. Trump and the Republicans like to portray Bernie as crazy to please their base, but it is those that are deemed crazy create movements and shake the world. Step 4: Ensure others believe in your message as if it is their own message Bernie is not convincing people that already don't believe in what he is saying. Others are drawn to his cause because they are saying things that Bernie is saying it in public. Bernie in a sense is the messenger they have been waiting for. And he is close to getting them to the promised land. Step 5: Encourage others to spread your message and persuade others to join the movement Bernie knows that he can't achieve anything unless he gets others to believe in his message so that they want to join the movement and persuade others to do the same. That is how all movements get created. It starts small and keeps growing until there is no way to stop it. Will Bernie win? No one knows. But one thing I do know is that he is doing everything right about messaging that I would not bet against him. Don't hate Bernie, learn from him When you want something, you must learn how to do messaging right. It is not enough to have a message. You must be the message. Next, you must be able to deliver the message. Get others to believe in your message as if it is their own message. Last, get others to spread your message and evangelize others to support you. This is how Gandhi led India to freedom. This is how Martin Luther King was able to get Congress to pass the Civil Rights and Voting Rights bills. Though all you may want is to get a good high paying job or get funding for your project, the five steps of messaging are still the same. Without that, it is hard to win. ##### Jay Oza is an author, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or a high-stakes speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that you can use to help you with your next high stakes speech. Please contact him if you would like to have a two 75 minute coaching session on job interviewing or high-stakes speaking or interested in inviting him to give a talk on job Interviewing or high-stakes speaking at your event. You can reach him at joza@winningspeechmoments.com. We had a Democratic debate on Wednesday (2/29/2020). It was Michael Bloomberg's first chance to duke it out with other debate-hardened candidates in Elizabeth Warren, Joe Biden, Bernie Sanders, Pete Buttigieg, and Amy Klobuchar. If you watched the debate, you would agree that Bloomberg did not perform well. Though he had his moments, he did not do well on a high-stakes stage that had the highest ratings of any previous Democratic debates. We all know that Bloomberg is wealthy, a great businessman, a three-term successful mayor of New York City, very charitable, and a tough manager. But one thing he wasn't was a good debater on Wednesday. Though he has spent over $400 million on advertisements on TV and social media, he could not buy a solid performance on the high-stakes debate stage in Las Vegas. What happened? It could be one, some or all of these things: He was not well prepared; he did not know what to expect; he realized perhaps he did not want to be president as much as the other candidates; he may have thought that showing up was enough; he was above it all to duke it out with the other candidates. I like to believe that he was not well prepared. And it showed. I will focus on three areas that he should have hit it out of the park. Who are you? Bloomberg never told his story on how he went from a middle-class background to Wall Street to start his successful company to a three-term mayor to future president. He did not say it. The burden was on him to say it when so many people were watching. He had to be his best salesman for his narrative. Commercials don't help when you are on the high-stakes debate stage. There is no excuse for this mistake for anyone, let alone a person as smart, experienced, and successful as Michael Bloomberg. Capitalism When Bernie Sanders said that Bloomberg was richer than 125 million people, all Bloomberg had to come back with was a simple answer. He should have said that he was a billionaire for one simple reason: The company he founded has added significant value to others. That's how you become a millionaire, multi-millionaire and billionaire in America. Simple and to the point. Buying the Election When he was accused of buying the election. His hand should have gone up immediately. And he should have said he did not buy any votes. He was getting the message out. It is something they are all doing. He has to spend money since he is not as well known as others, and he entered the race late, so he has a lot of catching up to do real fast. But he was running to defeat Donald Trump for one simple reason: He wants America to remain America where the president, his party, and the people believe in the Constitution, democracy, law, and facts. All we got was that he wanted to defeat Donald Trump but did not have any oomph to it. Bloomberg will get another chance next week, and it may be his last chance to stay in the game. He better be well prepared if he wants to be president. A lot of people will be watching. He better put on an excellent performance when it matters. A lesson we can all learn from Bloomberg's poor debate performance Whether you are going for an entry-level job or want to become the president of the United States, you must perform when the stakes are high. High stakes for presidential candidates is the debate forum. It is in this forum people can judge you against others. You have to show you can articulate your ideas, defend your ideas and record, and attack effectively without losing your cool in a very short amount of allotted time. You got to bring your A-game to win. You got to be LeBron on the debate stage. You have to show you got what it takes to be the president. You have to do the same when you want something such as a job. You have to show up, stand out, secure an offer and then succeed. ##### Jay Oza is an author, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or a high-stakes speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that you can use to help you with your next high stakes speech. Please contact him if you would like to have a two 75 minute coaching session on job interviewing or high-stakes speaking or interested in inviting him to give a talk on job Interviewing or high-stakes speaking at your event. You can reach him at joza@winningspeechmoments.com. What can we learn from lawyers? A lot. Lawyers advocate for their clients in front of jurors who will make the critical decision whether to acquit or convict their clients. That is high stakes. The skills lawyers use to advocate for their clients are the same skills we all have to learn and master to effectively advocate for ourselves and others, when necessary. Heather Hansen has written an excellent book, "The Elegant Warrior" that teaches us how to effectively advocate for our position in life, business and at home. She has captured this in her book from her twenty years of experience working as a lawyer. The book is short and simple but packs a lot of punch. I learned a lot from this book; hence, I had so many questions after reading it that Heather was kind enough to answer a few of them below. I highly recommend you get this book, read it, study it, and practice what Heather teaches. Soon you will start seeing results when you have to advocate for yourself if you want to win. As Heather points out, if you are well prepared and ready to fight, the other side will be highly motivated to settle with you rather than duke it out with you in a trial which is unpredictable. Now, don't you wish you had this critical skill for success? You can learn more from Heather by listening to her podcast The Elegant Warrior Podcast with Heather Hansen. Also, you can get more information about Heather Hansen on her website heatherhansenpresents.com. Question 1 When someone tells a story, how do you know that you are not being manipulated? The short answer is practice. Twenty years of watching people answer questions at deposition and at trial have made me adept at reading the tone of voice and body language. But the best way to be sure is to compare the story to other evidence. For example, if you're a customer going to buy a car, you have the evidence of competitors' prices, online reviews, past experience with cars. Some types of evidence are more relatable than others. Still, I try to collect as much evidence as possible before making a judgment, and I recommend others do the same. Question 2 Do you role play with your clients before putting them on the stand so they are well prepared to handle anything the opposing attorney may throw at them? Yes! Role-playing is vital any time you have to advocate for yourself. Being on the stand is stressful and completely outside of my clients' comfort zone. The more we practice the more comfortable it becomes. And if I can ask tougher questions in our "mock cross exams" than opposing counsel does at trial, I've done my job. Question 3 What keeps the jury's attention in a case since people today don't have a long attention span? Isn't this a challenge today not only for lawyers but non-lawyers too? You'd be surprised at how invested jurors become. Most people don't want to be chosen, but once they are, they work hard to pay attention. That said, they do fall asleep. Often. I find my voice is helpful because I'm often the only woman in the courtroom. Surprises keep jurors interested, and my voice is a surprise after hearing male voices for hours. I try to incorporate other surprises too. Question 4 As you mention in your book that jurors are human, so do they occasionally get swayed by lawyer's performance more than the evidence that the lawyer has presented? Yes. In many ways, a trial is often like theater, and the one who puts on the best show wins. I have never had a doctor on one of my juries. But one thing I have going for the doctors I represent in a trial is that every juror is a patient. So I think, as humans, jurors are more swayed by their personal experiences and perspectives as a patient. And that is hard to overcome. Question 5 You write not to "fake it 'till you make it," but grow it. But don't we all occasionally have to fake it to get a foot in the door so we get the opportunity to grow it. I think faking it never works. I think you have to find something inside that you have real confidence in and show that until it grows. I know juries can read fake from a million miles away, and they hate it. But if a client shows them some humor, some confidence, some love for what they do, the jury responds with interest, and then the confidence grows. Bonus Question You wrote short chapters that got to the point. Is this based on how you would present a case to the jury by keeping it short, simple, and to the point? You use the following format: Heading, Famous Quote, Story with a Lesson, Proof, Summary. Is this something you ever use when you are presenting to the jury? It is similar. We also write briefs in a similar format. But I think my preference for short chapters comes from the TV Work I do. On TV, I have one minute to make my point. That makes you very aware of how much time you're taking from a person's life..... Five Book Recommendations by Heather Hansen: 1-To Sell Is Human: The Surprising Truth About Moving Others by Daniel Pink 2-The Boy, the Mole, the Fox and the Horse by Charlie Mackesy 3-Can You Hear Me Now? How to Connect with People in a Virtual World by Nick Morgan 4-Data Story: Explain Data and Inspire Action Through Story by Nancy Duarte 5-What Do You Do With an Idea? by Kobe Yamada ##### Jay Oza is an author, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or a high-stakes speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that you can use to help you with your next high stakes speech. Please contact him if you would like to have a two 75 minute coaching session on job interviewing or high-stakes speaking or interested in inviting him to give a talk on job Interviewing or high-stakes speaking at your event. You can reach him at joza@winningspeechmoments.com. Five Questions for Patrice Bain, co-author of "Powerful Teaching: Unleash the Science of Learning"12/13/2019 In this blog post, I pose five questions to Patrice Bain, co-author of an excellent book on teaching titled “Powerful Teaching: Unleash the Science of Learning.” I have taken these five questions plus a bonus question from the video interview I did with Patrice and edited them for clarity. Also, I asked Patrice to recommend five books on teaching and learning that one can read to gain more knowledge. How did you discover the scientific approach to teaching elementary school students on how to learn? Teaching is challenging since there are so many demands put on teachers, and there is not sufficient time to do everything teachers want to accomplish. My first several years were trying to figure it all out like how do I get the lesson plans done, how do I cover the curriculum in classes and how do I finish other tasks. After teaching for several years, I started asking, “Why are some students learning well and others aren't?” and “What is the disconnect here?” It was about this time that I met two wonderful cognitive scientists Mark McDaniel and Henry Roediger, who are cognitive scientists from Washington University in St. Louis. They wanted to research how students learn in authentic classrooms.They were interested in this because up to this point, most research up to this point was done at universities in laboratories with college students. Dr. Roediger and Dr. McDaniel chose my classroom after they obtained a grant from the Institute of Education Science (IES) to research how students learn in elementary schools. I was fortunate to be at the forefront of how learning takes place in elementary schools, and the cognitive scientist who came to work with me in my classroom was Pooja Agarwal, the co-author of my book “Powerful Teaching.” Soon, we started looking at strategies that were effective in students’ learning. I worked for years with these cognitive scientists and was able to learn how students learn because how students learn is typically not taught in teacher education programs. I taught for over 25 years, and it probably took about fifteen years before I was able to start perfecting my craft and creating learning strategies based on cognitive science. Why are students not taught how to learn? As a teacher, I was never taught how to learn through my education programs. I can't remember once where we ever discussed how students learn and what strategies improve their learning. I began to question why educator’s often didn’t have access to the cognitive science research. I made it my mission to not only test research based learning strategies in my classroom, but promote it to other teachers so they could help their students learn how to become effective learners. When I taught my students how to learn, they felt empowered and started feeling good about learning. Learning became fun. Getting students to feel empowered about learning was very important since some of my sixth graders had internalized failure. They were saying to themselves, "I'm just not smart," but in reality, that was far from the truth. Once they learned how to learn, they not only got excellent grades, but could rattle off important information and demonstrate deep thinking on their essays. When I think of so many of the problems that affect students these days, I believe it is often because of this internalized failure that has crept into their mindset. I keep asking, "Why don't we simply teach these type of students how to learn?" It would change many lives by empowering students how to learn, especially when they are young.. What are three stages of learning and why retrieval is so important to learning? There are three main stages of learning: encoding, storage, and retrieval. The first one is encoding. Encoding is where we, as teachers, impart knowledge. This imparting of knowledge can be through lectures, texts, websites, articles, video clips...we choose the methods we see best fitting our student needs. It is getting the information out to others. In schools, this is teacher-driven. The second step is storage. We have been taught to get information into students' heads, not out of their heads. What is important to students is not putting information in, but how do we pull information out of students' heads. This leads us to the third step: retrieval. This is the most important step of learning. Students become adept at doing homework, such as read a question and come up with a correct answer. But they had difficulty retrieving that information on tests. What I found was that students who excelled in doing their homework were not getting good grades on tests when critical thinking was required. That's when I realized that these students were not able to retrieve the information. Once I focused on using different retrieval strategies to address this problem in my classroom, students' grades improved, and they became better critical thinkers. Can the learning strategies that you used in school be used in the workplace? All of the learning strategies can be used anywhere, including at the workplace. Companies need to look at this closely since they spend so much money on training. If employees knew how to learn, they would feel empowered and probably become more engaged in the workplace. Many of the things we write about in our book "Powerful Teaching" such as retrieval, spacing, interleaving, and metacognition, are now used in engineering and medical schools. The reason for this is that students in these cognitive intense programs need to be able to retain a lot of information. For example, a doctor in the ER can't just google something. They must have the information at their fingertips when they are taking care of patients. People in corporations also have cognitive intense jobs where they have to pull things out of their heads quickly, whether in meetings, solving a problem, or providing service to customers. Speed is critical for these corporations to compete, and their employees have to be fast in everything they do, including how quickly they can retrieve relevant information to get the job done. All companies want to be a learning organization today, but what we see is that many of them have become teaching or training organizations.Teaching does not result in learning. I think they should closely look at what we write about in our book "Powerful Teaching" and start applying learning strategies or work with us in helping their employees learn faster, better, smarter so the company can indeed become a learning organization. Is the 2/20 technique a good learning strategy? I used this strategy with my son, where I spent two minutes with him in the morning to get him ready for school and focus on what he's going to learn that day in school. Then spend 20 minutes after he came back from school and had something to eat and was ready to go over his day in school. I just let him talk and not say anything till he was done. All I would say to him after he was done was whether he needed any help. Most of the time, he was able to focus and get his work done and be prepared for tests. So I wanted to ask Patrice what she thought of this strategy I used with my son. Patrice Bain's Answer That is a wonderful idea. You are setting your child up in the morning to start thinking ahead. Then after he got home and the 20 minutes you are offering gave him chances for retrieval where your son was going through the day and pulling out information he learned during the school day. Talking about his day is so valuable. As parents, simply asking our children to retrieve what was learned earlier is a powerful learning tool. Bonus Question: What makes someone an outstanding teacher? From my years of experience, I would say you need compassion, a solid understanding of learning strategies, your curriculum, and a passion for learning. In addition, it helps to have good mentors who can guide a novice teacher along with a supportive administration. Many things come together to make one an outstanding teacher. Five Book Recommendations
You can get more information at the following websites: patricebain.com powerfulteaching.org You can contact Patrice at patrice@patricebain.com or follow her on Twitter at @PatriceBain1. Jay Oza is a writer, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or an important speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist that will help you with your next high stakes speech. Please contact him if you would like to have an two 75 minute coaching session or interested in inviting him to your event to give a talk on job Interviewing or High-Stakes Speaking. You can reach him at joza@winningspeechmoments.com or 732-847-9877. In this post, I pose five questions to Aaron Beverly, the 2019 Toastmasters World Champion of Public Speaking. I have taken these five questions from the video interview I did with Aaron and edited them for clarity. Five questions How do you prepare when you have to give a high-stakes speech? The way I create and edit my speeches is that I am constantly thinking of ways to improve them. So once I create the draft, I am always thinking of how I can make it better. For example, here is how I created the speech that won me the 2019 Toastmasters World Champion of Public Speaking. I wrote the first draft in July of 2019. But before writing the draft, I had been testing the material in other speeches and keynote speeches to see what worked with the audience. Once I found out what was resonating with the audience, I condensed the material in the five to seven-minute time frame for the Toastmasters contest. So it is an iterative process from start to finish, and along the way, I keep making the speech better. How is a Toastmasters contest speech different from a typical corporate speech? You change the order of how you present your stories. The main thing you have to keep in mind is that corporate speeches are not entertainment speeches in that you have to get to your point quickly. A typical entertainment speech follows this order:
In a corporate environment, you have to start with the problem and answer these key questions:
How do you tell a story in a corporate environment? A corporate story is a little different from a typical story. You have to focus on what went wrong. The story could be about a problem and how you're going to fix it. In a typical story, you introduce the protagonist and then the antagonist. Meanwhile, in a corporate setting, you first introduce the antagonist and explain the backstory about that antagonist. Then you bring in the protagonist to be the hero of the situation and rectify the situation. In short, it's a different order of storytelling in how we normally tell stories in that you first introduce a character in the setting and then introduce the conflict or the bad guy and then have the escalation. It doesn't work like that in a corporate environment. It has to be a lot tighter, and you have to start with the problem first and why it exists and then how you're going to solve it. Who has most influenced your speaking style? I take a lot of inspiration from comedians, and you may even see it in the style that I have on stage where I have very quick and punchy delivery, and that comes from my studying of comedians. I really like comedians like Hasan Minhaj and old-school comedians like Eddie Murphy and Robin Williams. I really look at their content, their presentations, and I see what I can use in my public speaking presentations from watching them. I believe that comedians are the best example of public speaking in the modern-day, even more so than the professional speakers. Comedians have an excellent command of the stage, and they are very entertaining. What is the one tip that can improve one's speaking skills? One tip that I have is to record yourself, whether it's audio recording or video recording. Unfortunately, what I have found is that a lot of people don't do this. So if you want to improve your public speaking skills, I recommend people they record themselves and then listen to the recording or watch the recording to see how it looks and sounds and pay attention to distractions like filler words and any grammatical errors that you tend to make. This is hard for many, but you just have to get into the habit of recording yourself, and you will start seeing an improvement in the way you speak. Five Book Recommendations for Public Speakers and Storytellers
Jay Oza is a writer, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or an important speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist to help you with your next high stakes speech. Please contact him if you would like to have an two 75 minute coaching session or interested in inviting him to your facility to give a talk on job Interviewing or High-Stakes Speaking. You can reach him at joza@winningspeechmoments.com or 732-847-9877. The word innovation gets used so much today that it has lost some of its meaning. But there is no doubt that what Bell Labs embarked on for 75 years in the last century to bring about universal connectivity was innovation. To achieve their mission of bringing universal connectivity, Bell Labs had to innovate in so many areas that they had to create a factory of generating ideas. The history of Bell Labs innovation is explained well in the outstanding book Idea Factory: Bell Labs and the Great Age of American Innovation by Jon Gertner. He writes about the times when Bell had the attitude, mission, talent, leadership, resources, and perseverance to make breakthrough innovation happen. Bell Labs had the Innovation Dream Team of researchers, scientists and engineers to create the information age that we live in today. Gertner brings the heyday of Bell Labs to come alive when it was the place to be to do great research. Bell Labs did it by creating an innovation culture that lasted until they achieved their core mission of bringing about universal connectivity. Soon afterward, Bell Labs started losing its edge through divestiture, acquisition and competition. Nevertheless, we can learn a lot about innovation from Bell Labs and avoid the mistakes that led to its decline and eventual demise. In this blog post, I pose five questions to Jon Gertner about lessons we can all learn from Bell Labs. I am very thankful to Jon for answering these questions I had after reading his great book. A hallmark of a great book is how many questions it raises in your head. On a personal note, I worked at Bell Labs for a couple of years in the early 1990s. It was a fun place to work since there was so much you could learn by being around smart people doing amazing things. But it was also quite frustrating since you could see their culture was getting in the way to make necessary changes to compete with emerging players. The frustration of working at Bell Labs in the 1990s was summed for me when I once asked a veteran Bell Labs employee, what was the best thing to ever come out of Bell Labs? He caustically answered, "Ex Bell Labs employee." I liked Gertner’s The Idea Factory a lot and started reading his new book The Ice at the End of the World: An Epic Journey into Greenland's Buried Past and Our Perilous Future. This recent book looks at the melting ice sheet in Greenland that could be pointing toward climate change taking place. I am sure I will have a lot of questions from reading that book. You can get more information about Jon and his books at jongertner.net. Five Questions Question 1: Do you think Bell Labs lost its way since there was no unifying mission after they fulfilled their mission of "universal connectivity" set in the early 1900s? I was at Bell Labs in the early 90s, and they were doing a lot of interesting stuff. But since there was no overarching mission and purpose, the projects went nowhere. Eventually, other-focused players picked it up and turned it into a huge business. These days, I think corporate "missions" are taken lightly — seen, probably correctly, as a kind of rhetorical marketing ploy, rather than a real attempt to define the parameters and direction of work. But I do think Bell Labs was somewhat different in this regard. Remember, it was still an R&D lab for AT&T, a much larger corporate entity. And from the 1920s onward, AT&T's goal of "universal connectivity" gave the Labs its mandate in terms of technological development. At the same time, the research group within the Labs hewed to the idea of defining "the future of communications." In tandem, these ideas were powerful. They shaped the work done at the Labs up until the breakup in the 1980s. In my view, AT&T's goals were specific enough to keep scientists and engineers focused on the potential utility of their ideas; meanwhile, Bell Labs' research mission was broad enough to encompass almost any kind of physical, chemical, and electronics experimentation. In the years after universal connectivity was achieved— which, depending on your metric, can either mean just around the time of the breakup (with fiber optics, radar and satellite communications, and trans-world cables coming into service) or somewhat later (when mobile phones began to scale up)— there's no question Bell Labs lost part of its mandate. How to implement the disruptive ideas that the scientists were working on? The world was already connected; the marketplace was already crowded with a number of telco companies that could move very fast. And I think there's a good argument that at that point human and data communications became commoditized, meaning the goals of companies became the pursuit of better and cheaper technologies, gaining market share, and raising penetration rates. That was not what Bell Labs was good at. And as a result, its relevance began to erode. Question 2: As you point out in your book that it required tens of thousands of engineers and scientists over 75 years to create the age of information. Do you think with machine learning, breakthroughs today have to be delivered much faster with a handful of scientists and engineers with lot less money? Without question, we're in a faster world, and organizations are leaner and increasingly reliant on machines, rather than men and women. Certainly, we've all heard that before. But I tend to worry about how easily we toss around words like "breakthrough"—it can obscure the difference, say, between a commercial breakthrough, which can no doubt be important in many respects, and an engineering or scientific breakthrough, which can be meaningful on a much larger scale but sometimes commercially disappointing, at least in the near term. I think one of the most important aspects of the Bell Labs/AT&T monopoly was that it afforded the company's staff extraordinary amounts of time—decades, really—to develop breakthrough technologies in switching and electronics, without having to commercialize them too fast. Very few big companies of today can do that, perhaps only Google or Apple. And with the latter, we're talking about companies that are focused on ideas that help them to gain or maintain market share, which is different than what Bell Labs was doing. I think one could make the argument that breakthroughs—scientific and engineering breakthroughs, that is, which dramatically change our lives the way telephones and transistors and lasers did—can now be achieved faster with machine learning and AI. And fewer people. This sounds like it might be true. But I'm not yet sure we've yet seen significant impacts from this, whether it's in the field of communications, material science, or medicine. I'm open to hearing otherwise. Question 3: Do you think the thirst for innovation-to-market is slowing down or even preventing, tackling difficult problems? One good thing about a big problem is that it doesn't go away. If a company focuses on a make-do solution that doesn't work or rushes out something substandard that fails, someone else will try to do better. Assuming the problem involves potential revenue, it will always have suitors. But sure, I think the easy money—smaller problems, and especially small and lucrative problems—makes VCs and corporate strategists look in the direction of making things happen fast or focussing on challenges that are easy rather than hard. I'm not sure, though, what the remedy for that would be—except for changing the role of government and public investments in R&D. And I think that's definitely something to consider. For now, the innovation-to-market rush certainly makes academic research, and national laboratory research, more important, assuming the ideas arising from those environments have a path to transition into the market too. It also makes the forays of near-monopolistic companies like Google and Facebook more important. Question 4: Do you think the skill set needed to be an innovator is different today than what was needed when Bell Labs existed? For example, the innovation leaders of recent times have not been scientists such as Steve Jobs, Jeff Bezos, Elon Musk, Bill Gates, etc.? Well, I think our media environment and celebrity culture is now focused on CEOs—making them somehow seem responsible for all the innovations within their companies. It's kind of preposterous. We all know the managers and techies under these business titans do the real work, and it's work that's often remarkable and innovative. There were (and are) innovators working under Jobs and Bezos who probably resemble a lot of the technical staff at Bell Labs. And certainly, I could see Bill Gates or Paul Allen working in the Labs’ computer group, tinkering with UNIX, if they had hit the scene 10 years earlier. As for Elon Musk, well, that's more complicated. He is an impressively knowledgeable engineer with tremendous ambitions; he certainly would be smart enough to have been a Bell Labs recruit. But I imagine he would have chafed in that corporate and genteel environment. It would have been too constraining. He would have done something outrageous and left in a huff. Question 5: What can innovative companies learn from Bell Labs, so they don't meet a similar fate? Is this even possible? It's a difficult question, in that Bell Labs existed at a very different moment in time. It can serve as an example to some companies or organizations of today—especially ones aiming to make true engineering and scientific breakthroughs—but probably not others that are doing rapid and incremental innovations to serve a specific and fast-changing market. That said, if there is one overarching lesson from Bell Labs, it's that world-changing work is created by extraordinary people working together in close contact on difficult problems. Also, those people need a degree of autonomy and resources commensurate with their talents and ambitions. That sounds generic, but I don't think it is. And it sounds simple, but I don't think it's that, either. Sometimes I think the focus of many startups and founders, especially those driven by the VC ethos, is on the wrong things—how lean the company is, for instance, or how strong the promotional department. Not that those aren't important. But if you're trying to do something really extraordinary, there can be hazards to leanness and to market-driven pandering. At any rate, I don't think the goal of any company should necessarily be to repeat the Bell Labs example. Rather, it's to seek what is useful from this place and see how it fits into a new paradigm. In my book, there are a lot of ideas—about people, management, workplace organization— to pick and choose from. Five Book Recommendations The Making of the Atomic Bomb, by Richard Rhodes The Metaphysical Club, by Louis Menand The New New Thing, by Michael Lewis The Structure of Scientific Revolutions, by Thomas Kuhn The Sixth Extinction, by Elizabeth Kolbert ##### Jay Oza is a writer, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or an important speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist and the speech workbook to help you with your next high stakes speech. Please contact him if you would like to have an two 75 minute coaching session for $499 or invite him to your location give a talk on Interviewing or High-Stakes Speaking. You can reach him at joza@winningspeechmoments.com or 732-847-9877. I had the opportunity recently to attend Audible's Customer Appreciation Day at their headquarters in Newark, NJ. They hold this event occasionally to thank their loyal customers. The session consisted of meet and greet, a tour of their facility and dinner. One thing that became apparent was that the Audible Customer Care team that hosted the event had no agenda but just to thank the customers who attended. At the end of the evening, you feel like you are part of their customer care team. The interesting thing about the event was that the Customer Appreciation Day initiative was led by their customer care team. It was not a brainchild of some executive at Audible. This shows how much Audible management empowers its employees to be highly customer-centric. We spent close to six hours with Audible Customer Care team. After spending that much time at Audible and their customer care team, I was left with the following impressions: 1) Audible has an outstanding culture. The people we met during the visit seemed highly motivated, happy, and passionate about their work. 2) Audible is playing an integral part in Newark. An excellent example of this is the major restoration work of the church where they turned an old, dilapidated church into a modern office environment for developers while retaining the architectural beauty of the church. It's amazing what they have done by blending the old with the new. Audible embarked on a four-year project to turn a church into a monastery for developers. Though I am not an architect, even I was left impressed by what they have done to this place. You can bet that Audible developers are going to be producing "blessed" code for a long time. 3) Audible has a lot to teach with the audiobooks they create. But I was surprised by how much they have to teach in how seriously they take customer care. 4) Last impression has to do with the conversations that companies need to have with their customers to know them better. There were three levels of conversations that took place at the Audible Customer Appreciation Day. Level 1 -- Meet and Greet Talk where you talk about the kinds of audiobooks you like to read. There is not much depth to the conversation at this level but to get to know the people. Level 2 -- Tour Talk where you talk more about what kind of genres, books, and narrators you like. This is all about the kind of experience you have with their product. Level 3 -- Dinner Talk where you get to talk about how their product is enriching your life. It is at level 3 that you find out things since dinner is an intimate setting where you know the people and your guards are down. So in my case, I said it is the classics audiobooks that I like to listen to. I added that I would not read classics if I could not also listen to them. Reading and listening to classics has made me smarter, wiser, and happier. Now there is a lot I provided that I could only provide during a dinner. Time allows you to get to know each other better. Today a lot of companies do not give this amount of time to their customers, let alone even their most loyal customers. Audible knew me before as a customer data before the Customer Appreciation Day. Now they know me as a person. That is something a lot of companies can learn from Audible that you don't know your customers unless you are willing to spend time with them with no agenda. Audible certainly knows that if you really care about your customers, it is not a bad idea to bring the loyal ones to your headquarters and spend some time with them. Audible has a very bright future since they understand that you can't succeed in business today if you don't focus on three important things: employees, customers, and community. Audible gets high marks on all three. ##### Jay Oza is a writer, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or an important speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist and the speech workbook to help you with your next high stakes speech. Please contact him if you would like to attend his workshop or invite him to have it at your site or have him give a talk on Interviewing or High-Stakes Speaking. You can reach him at joza@winningspeechmoments.com or 732-847-9877. Five Questions for Alberto Savoia, A Man On A Mission To Prevent Failures Among Entrepreneurs7/7/2019 Suppose you come up with an idea and fall in love with it so much that you decide to create a business around it, and then discover that there is no market for your product or service. You will have wasted a lot of time and money. So what could have done to prevent this from happening? You could have prototyped it or—even better--pretotyped it. Pretotype is a virtual prototype, meaning that you first test your idea to determine if there is a market for your product or service before you make an effort to develop it. This concept was popularized by Alberto Savoia, and he teaches this in his excellent book Right It: Why So Many Ideas Fail and How to Make Sure Yours Succeed in which he teaches how anyone can pretotype a product, service or just about anything. Alberto taught the power of pretotyping to students at Stanford and also made the ideas available as a free book. In fact, he practices what he preaches. He wrote in his pretotype book that "I wrote and 'edited' it in days instead of months, just to test the level of interest in such a book." After seeing the success of his free book, he enhanced the book and published it. I highly recommend you read this book and start using the ideas taught in the book. Pretotyping, as Alberto likes to say, will allow you to “test ideas fast like a Lamborghini and cheap like a Fiat.” And he is right. I used pretotyping to see if it was worth spending time developing a workshop. I sent a flyer to those who had attended talks I had given on job interviewing. Soon I discovered that only a handful of attendees were willing to pay for the workshop. Based on that information, I converted the workshop into two coaching sessions for those who signed up to attend the workshop. Pretotyping saved me a lot of time and money in developing a workshop when there were not enough customers willing to pay for it. I became a believer in this powerful concept and wanted to get this message out about pretotype, and I was happy that Alberto took time to answer five questions I posed to him. I want to thank Alberto for his mission to reduce failures among entrepreneurs with the talks he gives, videos he posts on YouTube and the book he published. It is one of the most practical books you will ever read and most importantly become a believer like me in this concept. If you would like to learn more about Alberto Savoia, please check out his website albertosavoia.com. Here are two talks that Alberto gave that you will find very useful: The talk he gave at Stanford’s Entrepreneurial Thought Leaders -- eCorner https://ecorner.stanford.edu/video/build-the-right-it-entire-talk/ The talk he gave at the Lean Product & Lean UX Silicon Valley MeetUp https://www.youtube.com/watch?v=EPUu8_EXiNg Alberto is an outstanding speaker since he knows how to present actionable information in an entertaining way. Alberto also has made excellent video lessons related to his book Right It that is available on YouTube: https://www.youtube.com/channel/UCzgbutZja0Vs-U7NcrDj42g Question 1: Aren’t some things hard to pretotype since customers may lack the imagination on how it can make their life better? I am specifically thinking about the famous quote by Henry Ford that “If I had asked people what they wanted, they would have said faster horses.” This admittedly famous quote is just that, a famous quote. Let me tell you a few of the things that are wrong about it: 1) Ford said, “If I had asked people ...” so he never actually asked. He never collected the data and just assumed. I don’t need to tell you why that is bad. 2) He would have asked a question. Not only that but a hypothetical one. If you’ve read the book, you know how much trust one should put in such questions. 3) There is no skin in the game involved, so all Ford would get back (if he bothered to ask) would be opinions. See my book for my opinion on opinions. 4) The quote implies a universal quantifier (i.e., people == ALL people). What do you think are the odds of EVERY SINGLE PERSON answering the same way? I’d say 0%. I bet some people fed up with horses would have welcomed the idea of a horseless carriage. I could go on, but you get the drift. I discuss all this in detail in the chapters about Thoughtland and Hocus Pocus Focus Groups. Some people lack imagination. Some have a surplus of imagination—those are the ones who come up with crazy ideas. That’s why you PRETOTYPE, you take your idea down from Thoughtland and don’t ask people what they want, show them something you’ve thought up to see if they are interested enough to put in some skin in the game. Like Elon Musk did with the initial Tesla Roadster. Ford got lucky with the car, but how many such stories of visionary ideas end up in failure? Most of them. So it’s not smart to cherry-pick your examples and decide based on them. Question 2: Who should do pretotyping? People inside the company or outside the company? And if inside, who is best skilled to do this? Marketing? Sales? Engineering? It depends on the organizations. Some companies want to do it in-house. Others hire external help (e.g., www.exponentially.com) to help them stay objective. There’s no right answer—or wrong answer. Pretotyping is a set of tools (imagine a toolbox with hammers, screwdrivers, levels, etc.), the tools simply work, what you do with them and who uses them is up to you. Question 3: Can pretotyping provide the wrong information in that it will tell you that there is a potential market, but not big enough for it to ever become a successful business? No market research tool can accurately predict the size of future markets. That’s why the XYZ Hypothesis is phrased as “At least X% of Y will do Z.” Most companies that become giants are themselves surprised by their own success. But pretotyping can give you, with better confidence and accuracy than most other Thoughtland approaches an estimate of the current market size. Question 4: Have you ever run into a situation where pretotyping prevented one from building a product that later became successful by somebody else? How do you prevent this from happening? You are asking if pretotyping can give you a false negative. It has never happened to me or my teams/clients. But I suppose it could happen in some rare cases—especially if you don’t practice pretotyping correctly. Even the quadratic formula will give you the wrong result if you mess it up. But think about this: How many products expected to succeed actually fail? This should be your primary concern. Further, no two products or teams or situations are the same. There are always differences, big and small. People who said, “I had that idea” or “they stole my idea” are often crying sour grapes. And those ideas are similar to theirs but not the same ... and the actual products built and marketed by one team is never the same as the actual product built and marketed from a different team. Question 5: Isn’t sometimes the only way to really know whether your product is a “wrong it” is by getting it to the market? For example, you point out that New Coke was the “wrong it.” But Coke did what you would call pretotyping before they released the New Coke. According to my understanding, Coke was losing market share to Pepsi, especially to the younger generation since they liked its sweet cola taste. The only way Coke could fail was by getting the New Coke into the market. When people started buying it, they didn’t want the Coke to change since they could get a sweeter cola in Pepsi. Coca Cola (and most such companies) based their decision on focus groups and taste tests. It was mostly hypothetical and in Thoughtland. Coke’s big mistake was to go big (i.e., national campaign, big launch all over the US, taking old Coke off the shelves, etc.) They should have tested it on a much, much, MUCH smaller scale. They should have hypozoomed first and expanded later. Bonus Question: I see a lot of people taking courses to get a better job. But do you think before they do that, they should create a pretotype resume to determine what skills will make them marketable before they spend a lot of time and money taking courses or getting certifications? That’s VERY funny because I was discussing this very topic with a friend. He was planning to pay a few $K for a data science course to add to his resume, and I told him he should do an A/B experiment. Beginning with a (modified) XYZ Hypothesis: If I add “Data Science Certification” to my resume, I will get 10% more interview opportunities. Then, say, send out two copies of his resume (one with the certification and one without) to a bunch of companies and see which one gets more responses/requests for interviews, etc. Of course, you need to find a way to do this ethically, but it can be done. Five Book Recommendations Skin In The Game: Hidden Asymmetries in Daily Life, by Naseem Taleb Antifragile: Things That Gain from Disorder by Naseem Taleb Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets by Naseem Taleb Thinking, Fast and Slow by Daniel Kahneman Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases and Transform Industries by Safi Bahcall ##### Jay Oza is a writer, speaker, executive coach. He makes people thrive on high stakes stage whether it's for a job interview, a sales presentation or an important speech. He is the author of the book Winning Speech Moments: How to Achieve Your Objective with Anyone, Anytime, Anywhere. Please download the speech checklist and the speech workbook to help you with your next high stakes speech. Please contact him if you would like to attend his workshop or invite him to have it at your site or have him give a talk on Interviewing or High-Stakes Speaking. You can reach him at joza@winningspeechmoments.com or 732-847-9877. |
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