Audiences pay attention at the start of every presentation. They want to know the context and objective of your presentation and what they can get out of it—before they continue to listen. Even with a compelling reason to pay attention, they also want to determine if it is worthwhile to listen… to you.

You can determine when you have your audience’s attention simply by listening to their nonverbal clues—their body language: they are sitting upright, looking at you, alert, bright-eyed. Ever look around while presenting and see the tops of people’s heads? Their heads are not bowed in deference; they are fiddling with their cell phones. And not listening to you.

You must connect your audience from the very start, employing an engaging and memorable opening, and giving them a compelling reason to listen. An effective opening:

• Captures, and retains, your audience’s attention.
• States your objective and its benefit to your audience.
• Previews your call to action—what you want them to do when the presentation is over.

Consider using one of these techniques to open your next presentation with purpose.

A relevant story or anecdote. Audiences love stories. Telling a story or an anecdote that is directly related to your presentation, especially one that makes the point you are trying to make, can be especially powerful and motivating (no ‘war’ stories though). Tell your story so that your audience not only hears your words, but more importantly, can visualize the story and action. In my experience, opening with a story is far and away the best start you can make. It is, however, also the most difficult.

Metaphor or analogy. Metaphors as well as analogies allow your audience to see your point through a different lens—a lens that is familiar and readily understandable. A metaphor is a figure of speech in which a word or phrase is applied to an object or action to which it is not literally applicable (your presentation as a journey). An analogy, on the other hand, is a comparison between two things, typically for the purpose of explanation or clarification.

Metaphors open people’s minds to think differently, whereas analogies allow people to see concepts more clearly.

Provocative question. You can ask two types of provocative questions. The first, a rhetorical question, doesn’t require an out-loud answer; your audience answers it in their heads. A second, real question requires an answer even if the answer is a show of hands. Both types of questions must be easily answered by the majority of your audience and, of course, must apply directly to your topic.

Contemplative quote. A well-chosen quote gives your audience something to think about. That’s a good thing because a thinking audience pays attention. Consider a quote with a moral, especially when there is an obvious lesson and one that slowly unfolds as it sinks in; one that invokes that “ah-ha” moment. Also, a well-chosen quote that alludes to your objective can help compel your audience to act.

Startling statement or remarkable fact. Because you can impart a wealth of information, divulge information that makes your audience sit up and pay attention.

Surprising statistic. People love statistics. Offer a statistic that is designed to elicit an “I didn’t know that!” response from your audience, one that deepens their knowledge of your topic.

Bold promise. While this can be a dicey opening—you must be able to fulfill that promise, after all—it nonetheless impresses audiences to the point where they think to themselves: “Hmmm. I’d like to see that happen.”

Trend report. An insight into the future is always welcome. Be sure to use a trusted source based on valid research. Beware any pie-eyed prediction that might garner skepticism.

“Write this down for future reference…” Using this technique enables your audience to become immediately involved and engaged in your presentation. Try one of these examples: a short, pithy quote; a list of features and benefits of a product or service; the top five reasons for some subject. Be creative. Make sure it relates directly to your presentation, is worth writing down, and most especially is worth reading later.

Finally. Your opening is crucial to focusing your audience on your presentation. Make sure your opening, first, relates directly to the content and objective of your presentation and, second, comes from your audience’s point of view—stated in a way they can readily understand your topic and appreciate its benefit to them).

Prepare a tight opening, polish it to perfection, then practice it until you can deliver it flawlessly. After you have secured your audience’s attention, you can smoothly transition into the heart of your presentation.

To succinctly summarize: Start by grabbing them, then don’t let them go!

—Rich Maggiani

Because I enjoy telling stories, especially in business situations, my first thought was to begin this treatise with a story about a poor method for opening a presentation so that you can learn how dreadful this kind of opening can be.

This opening, one that you probably see and hear far too often and most likely bores you to doze off, seems to pervade far too many presentations. But I figured you would be so bored reading about it that you would not even make it to the end of this first paragraph. Understandable.

Story. Instead, I’m going to start by telling you a story about one of the first times I ever gave a presentation, and how I quickly learned how to start with an engaging opening.

The day before, I was practicing my presentation in front of a valued colleague, Philip. So I started:

“Good evening. Thank you all for coming here tonight. It’s so good to see all of you. I’m excited to speak to you about…”

“Stop!” Philip exclaimed.

I stopped. And looked at him. “What?”

“Rich, that is just about the most boring way to start. Everybody is so used to hearing that crap, that they immediately stop listening.”

“But,” I protested. “I want to welcome them.”

Philip frowned. “And fall asleep,” he continued

“And thank them,” I feebly added.

“Forget that crap. You want people to listen from the moment you open your mouth, to be on the edge of their seats, to hang on your every word.”

I smirked. “This is a business meeting. I’m supposed to tell them how they can communicate better with their prospects and customers. That’s got to inherently be a bit tedious.”

We just looked at each other a bit, Philip with that you-just-don’t-get-it look on his face.

“Hang on my every word,” I said a bit sarcastically. “Right.”

Philip continued to stare at me. There was that momentary stillness between us where time seemed to suspend. Somewhere in that stillness, I capitulated.

“Okay,” I said with some resignation. “What do I do then?”

He paused for effect.

“Tell them a story,” he said quietly.

A confused look crossed my face.

“A story?”

“Yes. A story,” he reiterated.

“A story” I said again, incredulously.

“People love stories,” Philip continued. “Tell them a story about communicating with customers, about marketing to prospects. Something with a beginning, middle, and end. A story with substance, purpose, and meaning. Something with an edge, a conflict that gets resolved in the end. A story with a moral… or a lesson.”

“A story,” I said warming to the idea.

“Sure. People identify with stories in many different ways. They can be entertained by your story, and relate your story to their own experiences. Hopefully, they’ll get some greater insight as a result, something that resonates with them. That is what they will remember. Stories can be incredibly powerful.”

I thought about that for a moment.

“If you tell them a story,” Philip added, “even if they can’t relate your story to their own experiences, they will at least be able to empathize with your story, and by association, with you. They will be carried by the story, because if it’s captivating, they will pay attention until the very last word. They will want to know the resolution, how it worked out.”

I smiled at him. I liked this idea. In my mind’s eye, I saw myself telling the story, engaging the audience, looking them in the eye, watching their reactions, getting into the flow. Emoting. I knew just the story I would tell too. I could just picture the entire interaction.

As if on queue, Philip continued.

“Plus, when you tell a story, people visualize it. They see it in their mind. They not only hear the words, but those words paint a picture in their mind. And you know as well as I that being able to visualize something is paramount to understanding, to remembering, to… well, getting it,” he finished triumphantly.

The presentation. The presentation came. To dispense with formalities, the business group’s director introduced me.

I immediately launched into my story. No pleasantries, no thank yous, no welcomes; just story. And I watched their faces. Many looked surprised.

I moved across the front, first one side then the other. I walked down the aisle. I made points by looking various people in the eyes. I even threw in humorous epithets to describe a couple of the story’s characters. At the end, there were many questions: some about the topic, others about people’s experiences, and some about my story. Clearly, the story resonated with them.

There are many reasons to tell a story when you present. Presentations are all about your audience, and stories engage your audience. Besides, engaging stories move you toward humanity.

—Rich Maggiani

The best communication focuses on your audience. This is especially true when giving presentations. Too often, speakers are temped to call attention to themselves, thinking—erroneously—that they are the star of the show. Other times (although far less often), the focus is on the slides. While both are important components of presentations, they nonetheless must take a back seat to the needs of your audience.

Bottom line: you must discover what your audience wants and needs, then deliver it to them on their terms.

Let’s look at this from a different perspective. Consider the last time you spoke to a preschooler. Chances are you crouched down on one knee to bring yourself eye to eye with the tyke. You might have gently touched the child’s arm to establish a connection. You used the child’s lexicon, choosing your words carefully. You spoke slowly and enunciated clearly. All this to ensure that the child—your audience—would readily understand. In other words, you communicated on their level, focusing the conversation on their needs.

Follow this example when presenting. Focus on the needs of your audience.

Making your audience paramount is the most difficult aspect of your presentation. Your audience is not completely under your control, whereas you, the speaker, and your materials are. A little planning together with some hard work, however, eases the path. Here are some ways to better understand your audience, discover their needs, and connect with them during your presentation.

Do your homework. Invest some time to learn about your audience. Find out where they work and what they do. At the very minimum, find out what they expect to get out of your presentation; in other words, what are they going to do with the information you impart to them. When you know that, you can directly address that during your presentation. Discover what they already know about the topic, and perhaps how you can tap into that knowledge.

Talk to organizers to see what they know about the audience. Better yet, go right to the source and interview prospective audience members. Try to talk to the implicit leaders, people who probably have a better read on the problems your audience faces.

One other major factor: size. How many people do you expect to attend? Will you have a small intimate gathering or a large amorphous group? This number can affect how you engage your audience during your presentation.

Meet your audience. Arrive early before anyone else. As people enter, introduce yourself to them—even introduce them to each other—and get them talking. Ask questions; listen to the answers, and move the conversation along those lines. Breaking down some barriers at this point is easy since there are always early arrivals; the setting, informal and quieter. You can be more personable and less formal. Get to know who they are, why they are attending, and what they expect.

I especially enjoy this part. At the beginning, the room is relatively empty so there is a loose atmosphere in the air. I find that during these more personal exchanges, you become human to your audience. You become, at some level, one of them. I also take this opportunity to meet some people with whom I can establish an immediate rapport, for these are the people that I will focus on at the beginning of my presentation. This gives me some grounding, a deeper connection that the audience appreciates, and it helps me move quickly into being completely audience-centered while I present.

Connect with your audience. Speak to people individually by looking them in the eye for a few seconds; start with those people you met earlier, then move on to others. Move into the audience if you can; this breaks down barriers. Gesture and use facial expressions to emphasize what you say. Be energetic and enthusiastic. Refer to individuals by name. Speak conversationally. Employ the verbal techniques of projection, pitch, pronunciation, pace, and pausing. Get into it—reveal your personality.

I know when I’ve reached this point because I feel a flow to my movements and words; I feel intertwined with my audience by establishing this deeper connection that it brings everyone together. It raises the communication to another level to the point where the entire audience is imbedded in that same flow. While this might sound silly, there have been presentations where, together, the audience and I have attained a certain nirvana, where everyone is engaged, and everything flows as one. As a presenter, I find this incredibly gratifying for both myself and, more importantly, for my audience. Knowing that my audience has been engaged and connected, that they have learned and been enlightened, that they can move on in their professional lives with more information, that they are changed in many positive ways and their work has been enhanced, well…

That is your goal.

—Rich Maggiani

This past June, I was attending my son’s lacrosse tournament. We wanted a down-to-earth place to eat breakfast. The locals recommended a nearby diner. Now you know what a diner looks like: silver façade, booths with plastic seats, counter and stools, coffee machines and blenders and that little window into the kitchen, slightly cramped. You can picture it, right? Sounded perfect, so we went.

We walked in and looked around. Lots of people, but no waitresses. After a few moments, the swinging doors from the kitchen popped open. Out walked an elegantly dressed man, tux and bow tie, replete with cummerbund and gleaming black shoes. He approached, bowed, and said in a proper tone, “Good morning gentlemen. Have you a reservation?” I raised my eyebrows. “Apparently not,” he intoned flatly. “Fortunately,” he said in a brighter tone, “we’ve just had a cancellation. Please, follow me.” Turning crisply, he walked toward an empty booth. After we sat, he pompously handed us each a stylish menu. Then addressed me formally: “Could I interest you in our reserve wine list? A crisp white would prove a fanciful accouterment for this lovely Sunday morn.”

Confused? Well, if this had been reality, we would have been too. When you walk into a diner, you expect things a certain way. But not this way. To put it another way, this diner’s look did not match its content.

A more pertinent perspective. A long, long time ago (in a galaxy far away), I was approached by a software company to work on their documentation. The docs were basic reference and how-to manuals, describing their menu and explaining their function. They were written by an engineer—who also had a penchant toward inserting references to popular cultural philosophies and weaving their ideologies into the text. Interesting since this ersatz writer-engineer took pains to make the context of these fairy tales relevant; most ended up mild rants.

Management at the company felt that customers were not using the guides because they were out of date, needing and update to match the current software version. Okay, I said, let me look at them.

Let’s say that the guides were, hmmm, typographically and design challenged. I was presented with a relatively tall stack, about two dozen guides. Three-hole punched. Courier 12 point headings and text. All single spaced. All grey.

“What about a redesign too?” I gently suggested. “Perhaps part of the problem,” I continued, “is your customers can’t find anything in the guides, so they don’t use them.”

They thought about that a moment, then, to their credit, they accepted. What would it cost? How long would it take? Because they were releasing another version of the software soon, they wanted the guides to match. The entire redesign and writing took a year, but we completed them all. And they turned out great.

Perception is paramount. As with the look and feel of a diner, the design of your documents—be they technical, promotional, training, web, reports, proposals, essentially all communication materials—directly affects how they are perceived and received. And used.

Okay, so these are egregious examples. Here’s the point: To be effective, your documents—instructional, promotional, and technical, as well as your web pages, request-for-proposal responses, reports, customer correspondence, essentially all written communication—must meet the demands of document design.

Document design brings together text, graphics, layout, and typography to inform, instruct, and persuade. In our work for the software company, we also incorporated elements that identified the company and helped with product recognition. In other words: branding. We endeavored to be subtle, not overwhelming, but apparent.

Engage your audience. Superior document design compels your audience to engage in your communication.

The effective design of written communication, whether practical or promotional, takes a discriminating eye and intelligent, deliberate design. Document design’s goal is to successfully present information without getting in the way. In other words, design itself, by its very nature, must be all but invisible.

Effective document design requires more than type selection and spacing and color and imagery. It requires a thorough understanding of your audience and their needs: how they will perceive the communication, process its content, assimilate it, and ultimately use it. The fundamental purpose of document design is not to simply “look pretty”, win awards, call attention to itself, nor showcase the designer’s skills, but rather to meet your needs. It must enable people to learn, use technology, make decisions, and ultimately, get their jobs done.

Put another way: a reader’s needs must ultimately drive document design. And when they do, the resulting design moves you closer toward humanity in communication.

—Rich Maggiani

“The nut” arrived in the mail, as is, without a box, for a deep visual impact. The postal carrier was so impressed, she had to stop in and hand it to me personally. Why? Because “the nut” is a coconut!—a three-dimensional fruit sent to gain my attention. And that it did.

Hand-written quotes from numerous famous and influential people cover “the nut”. Karl Schweitzer, president and founder of MobiRez, a client, colleague, and friend, sent me “the nut” to honor our relationship and to make an impression. For him, it was the perfect marketing device.

Consider, for a moment, the effectiveness of your marketing if you sent your version of “the nut” to tightly targeted prospects. It most definitely would be remembered; people would stop to admire and inspect it. It could even become the buzz of the office. On thing is for sure—it would make an impact.

Imagine sending these three-dimensional mailings to your current clients, to thank them. Karl wanted to further solidify what was an already sound relationship. That he accomplished.

Three-dimensional marketing. At a marketing conference a few years ago, one pundit told us of the value of three-dimensional marketing. “We’re partial to sending blocks of wood,” he said. I asked my Art Director what she thought of that idea. She said simply, “out of context”. She continued. “A block of wood has nothing to do with what we do, there is no connection, no context. What would be more effective is a 3-D mailer with a direct connection to who we are and what our prospects gain from collaborating with us.”

And so this is the beauty of Karl sending “the nut”. His office is in Honolulu, on the island of O‘ahu, in Hawai‘i. Karl’s mailing succeeds on a number of fronts. First, the islands are teeming with coconuts, so there is a direct connection to Hawai‘i. Second, Karl is in the business of attracting tourists to visit Hawai‘i, again and again—“the nut” gives recipients tangible evidence of the islands. Third, Karl’s very existence exemplifies the motivational and inspirations messages of such pithy quotes. With “the nut” being covered with some of these quotes, it not only provides a connection to him, but more importantly, gives something of value and something to consider to the recipient. There is a personal connection; and it is common knowledge that such a connection powerfully motivates action.

More evidence of success. Earlier this year, I judged an international marketing and design competition. One entry that quickly caught the judges’ attention: a three-dimensional mailer from a computer peripheral manufacturer touting the benefits of their newest device. The entry was pyramid-shaped, its top cut off, on a square foundation.

Unfolding the sides one by one revealed a simple key—a powerful image, metaphorically and physically. The key tied directly into the marketing message and to the printer’s name. The key enabled prospects to receive a free demonstration, on their own networks, to try first-hand the benefits of this new enterprise-wide printer.

I’m all for innovative design. In marketing, however, an innovative design that fails to market is worthless. The marketers who submitted the piece stated their response was over three times higher than any previous marketing effort. Three times! Certainly well worth the extra cost in design, construction, and mailing.

In today’s world of multiple messages from multiple streams, getting through to a prospect is indeed a daunting task. And while the world continues to focus on electronic communication—and rightly so—perhaps some consideration can be given to a stand-out marketing device, one that actually puts something tangible into the hands of your prospect. What a welcome change that can be.

The quotes on “the nut”.

“The important thing is not to stop questioning.” –Albert Einstein

“The ability to convert ideas to things is the secret to success.” –Henry Ward Beecher

“Everything should be made as simple as possible, but not simpler.” –Albert Einstein

“The way to succeed is to double your error rate.” –Thomas Watson

“If you can imagine it, you can achieve it. If you can dream it, you can become it.” –William Arthur Ward

“I owe my success to the fact that I did not allow my schooling to interfere with my education.” –Mark Twain

“The most important key to success is to know how to get along with others.” –Theodore Roosevelt

“In the end it is not the years in your life that count. It is the life in your years.” –Abraham Lincoln

“Don’t judge each day by the harvest your reap, but by the seeds you plant.” –Robert Louis Stevenson

“If you realize how powerful your thoughts are, you would never think a negative thought.” –Peace Pilgrim

“All that we are is the result of what we have thought. The mind is everything. What we think, we become.” –Buddha

[Note: This post first appeared as one of my position papers: The Nut as a Marketing Tool]

—Rich Maggiani

Some events make it simple to realize that you have achieved a positive gain on time and money. In these cases, the gain has been immediate, clearly recognized, and sometimes even documented for you. Go to a supermarket, buy something on sale, and there is your money savings recorded for you on your receipt. Easy. Take a shortcut on a journey; a simple glance at your watch tells you how much time you have saved. Easy. Post that unused item in the want ads; someone gives you cash for it. Easy.

Comprehending your time and money gain on communication, however, is not so obvious. This is true for a number of reasons. The actual loss of time and money might never have been documented or considered, so there is no basis for evaluation. The time from initiation to implementation for a communication project can be months, sometimes years, and unless time and money are carefully tracked, there can be an enormous disconnection between the before and after.

I like to think about measuring your time and money gain in communication as a journey. Whenever you take a trip—whether it’s a simple jaunt to the supermarket or an extended vacation—you always know where you are starting from and where you are going. It’s the same way with communication: you must know where you are starting from and where you are going.

Before beginning any communication initiative, first take the time to pound a stick into the ground. Where are you now? Identify and quantify that as clearly as possible. Then, identify where you want to go, your destination, your objectives. Use the markers from your starting point. These objectives should also contain your time and money savings, and your making money quantities. In other words, your return on investment.

Now, go on your journey; launch your communication initiative: your marketing campaign, your employee survey, your newly updated web site, your supporting campaign for a new product or service launch. Whatever it is. Then, periodically, throughout the campaign, assess where you are. You can also use these assessments to consider changes in direction that might help you better get you where you want to go. When you finally reach your destination , you’ll know it.

And you’ll know how much time you have saved, how much money you have saved, and, ultimately, how much money you have made. That’s the value of simple, clear communication: it makes you money.

–Rich Maggiani

Certification creates two enormous benefits for our profession and for practitioners. First, certification establishes a sold foundation for the legitimacy and economic contribution of technical communication. Second, certified practitioners clearly demonstrate their expertise as technical communicators, greatly enhancing their value in the marketplace.

Practitioners become certified in six core competency areas:

• User analysis
• Document design
• Project management
• Authoring (content creation)
• Delivery
• Quality assurance

As a result, employers and clients alike will now have a concrete idea of the expertise, contribution, and value that technical communicators bring to the marketplace. STC is developing a page on its Web site dedicated to promoting certification and explaining the value of certified technical communicators.

On 30 April 2010, the STC Board of Directors accepted a business case from its Certification Task Force. This historic event occurred after 35 years of ongoing and difficult discussion. The Society has embraced the idea of certification for technical communicators, and in the coming months will be developing a certification program.

Certification is based on assessing portfolios and work artifacts, not examinations. (In other words, there are no tests.) This method takes advantage of the existing methodology and infrastructure of both the publications competitions and the Associate Fellow and Fellow process. To implement the program, STC is defining assessment criteria for each of these six competency areas, then recruiting a network of examiners to review applications. In the future, as the Body of Knowledge is fleshed out, STC will assess adding an exam-based assessment as another certification method.

Once conferred, certification is valid for three years. To ensure that competencies are kept relevant, certified professionals must become recertified for another three years. As with many other professions, recertification involves completing and participating in educational and professional activities. STC currently has a number of these opportunities available, and will be creating more in the upcoming year.

Member and non-member certification and recertification fees are still being developed, however, these fees will be comparable to certifications programs of similar associations.

The certification task force will report on its process, progress, and future. You can also expect to hear much more about certification in the coming weeks!

–Rich Maggiani

Think of your life-changing moments. Rewarding, aren’t they? I had one in the spring of 1995 when two local technical writers asked me to join them and others to start the Vermont chapter of the Society for Technical Communication—STC. Sounds worthwhile. Sure, I’ll join.

And with that simple decision, I embarked on an incredible journey that has enhanced both my personal and professional life far beyond any heights that I could have imagined. To that, I am indebted to STC and its members.

Renewing my membership. I gain so much as an STC member, learning and applying an abundance of skills over these past fifteen years. My career has been enhanced, and my clients have benefited. Membership has opened new venues for me, some that I couldn’t possibly have envisioned. I simply cannot imagine being a professional technical communicator and not belonging to the one organization that supports and promotes that profession—STC.

This is a simple decision for me. I simply rejoin.

The cost of membership. There has been much debate about the dues for membership including belonging to a chapter and a special interest group (SIG). Is STC really worth the price of admission?

I look at this issue two ways. STC dues are about $5.00 a week, the same as a venti espresso drink. Isn’t membership in your chosen professional organization worth that? Not being a member also has its costs: lost benefits, lost access, lost opportunities, lost revenue. And those losses represent a far greater cost than dues.

Giving and receiving. I have given a lot to STC, volunteering for one position or another for every year I’ve been a member. While that might seem a lot, I have received in return far more. Let me enumerate.

Members. STC members are nothing if not passionate. This tells me a lot about the people who join, get involved, practice their profession, and commiserate with other members. STC members are the real deal. They—we—know our profession benefits others. There isn’t puffery or pounding chests. Just pure competence, integrity, genuineness. Case in point: my three newest clients were all garnered through my association with STC and its members. Billings this year alone will exceed many tens of thousands of dollars, with more next year.

My continued membership keeps me in touch with other members, many of whom are my friends. I continually meet other members. I almost always come away from encounters with members with a profound appreciation for that person.

My local chapter. Don’t ever let it be said that a few dozen people cannot impact the world. They can, and we did. At our meetings, we learn from each other. Our local chapter raised the bar for our profession. Employers and prospects look for and prefer STC credentials. Over the years, my company has received a number of contracts because of our STC membership, totalling well over one million dollars ($1,000,000+) in billable services.

Special Interest Groups (SIGs). Early on, I joined the Consultants and Independent Contractors (CIC) SIG. Later, I also joined the Marketing and Instructional Design SIGs. All three are ready platforms for ideas, assistance, perspective, and simple camaraderie. Through the listservs sustained by STC, I have met and discussed much with members from all over the world. Always a helping hand, from people I respect and trust.

Intercom and Technical Communication. Recently, I was instructing a client on how to create meaningful slides (incorporating graphics and text) for their presentations. They balked. “What’s wrong with bullet lists?” They wanted to know. I pointed to six articles from Technical Communication to support my position with valid research, as well as a number of articles from Intercom. That is the value of STC’s publications.

Friends. “So, why aren’t you playing music anymore?” This question, from a close STC friend, spurred another one of those life-changing moments. I didn’t have a good answer. So I bought a new drum kit and began playing again. That led to the genesis of The Open Jam, which led to the formation of The Rough Drafts (see photo), and a number of gigs at STC annual conferences. This is just one anecdote in a procession of joyous encounters with my many STC friends.

Annual conferences. For a professional technical communicator, there is no other venue for collaboration, commiseration, education, repartee, consideration, reflection, growth, interaction, wonderment, and just plain excitement than STC’s annual conferences.

Professionalism. In 2008, I became an STC Fellow. I had been striving for that goal since first becoming a member.

While I am quite proud of my accomplishment, it’s more than just an award. What is most important is the professional that I have become because of that quest, how I am able to apply my expertise, how I have been remunerated, and the contacts I have made along the way.

Over the years, STC has provided the framework for my professional growth. My current level of expertise and professionalism is due in large part to the value of being an STC member.

–Rich Maggiani

Poor communication costs business millions of dollars every single day. Most executives and managers understand this, yet they don’t realize how big a part they play in this miscommunication.

Financial statements do not carry a line item for poor communication, although they should since, with a little effort, it can quickly be quantified.

Communication is vital to the success of your organization. To be most effective, communication must circulate and reach all levels, not just the core.

Different forms of poor communication. Here are but a few:

• Long, unproductive, numbing meetings without a clear purpose or agenda, often reaching no conclusions, result in lost productivity as well as the collective time of everyone attending.
• Poor documentation neglects to mention the purpose of the software or hardware and only explains how it works. Users, however, don’t care how it works; they want to know how to use it!
• Uninspired selling skills and anemic sales presentations showing no interest or understanding of a prospect’s needs, result in missed opportunities and lost sales.

• Rambling, cryptic, and incoherent emails that are misunderstood or ignored, result in wasted time. Often (up to 50% of the time) an email’s tenor is incorrectly perceived, simply because body language cannot be analyzed and tone of voice not perceived; this results in hurt feelings, ill will, and inaction.
• Distracted managers who simply do not or cannot truly listen alienate staff and lower morale. Staff members who realize they are not being listened to and simply patronized, themselves stop communicating.
• Staff members from different generations or gender lack a basic understanding of each other, their communication styles, and preferences. Incomprehensible and inappropriate statements are commonplace. Baby boomers (thinking it’s still the ’70s) and today’s generation (who were not even alive then) simply do not share the same communication foundation.

Poor communication squanders time, wastes effort, erodes loyalty, and loses business.

Squandering time. Poor communication simply takes longer to process and understand, if understanding can be attained. Unnecessary questions are asked, discussions are needlessly lengthy, the communication is recreated, only to be foisted again on a wary audience.

Here’s an example of an email received by a colleague: “The company may need the more accurate methodology since it’s the standard approach employed of the more approximate method that may result in an estimate that underestimates and not on-target estimates.” After a lengthy conversation with the sender, my colleague’s client rewrote the email. Final squandered time for one email: six hours.

Wasting effort. My bank’s CEO recently sent every customer a letter explaining the bank’s checking account overdraft policy: five dense paragraphs. The policy was more onerous than the current overdraft protection plan. Many customers didn’t appreciate the change and called to protest, inundating the bank. The customer service representatives explained why the letter was misleading and inaccurate. As a result, the CEO planned to rewrite and resend the letter. The CEO’s effort fell prey to the 30% of business letters that initially fail.

Eroding loyalty. According to an Accenture study, American consumers returned $13.8 billion in electronics in 2007; Europeans returned $11.5. That’s over $25 billion. Between 60%–85% had nothing wrong; that’s between $15.2 and $21.5 billion in perfectly functional equipment returned. Why? Confusing interfaces, features difficult to access, no customer education, weak documentation were overriding factors—all issues that superb communication could solve. $25 billion! That’s a lot of lost loyalty.

Losing business. The presentation was wonderful, beautiful slides, expertly delivered—all about the expertise of the company who was leading the proposal. Unfortunately, the state agency wanted to know how the company would solve the agency’s problem and support their budget. Instead, the agency got egotistical fluff. The agency, rightly, awarded the contract to another firm; the company came in “second”.

How big a cost? Poor communication cost Merck $253 million after losing their Vioxx trial. Why? The jury was befuddled by Merck’s scientific explanations.

Positive results. Thoughtful, effective communication delivers unparalleled benefits to both you and your audience. Effective communication reaps positive results: increased market valuation and stockholder value; greater employee commitment, involvement, retention, and morale; and stronger customer loyalty. All of which saves you—and makes you—money.

How much is poor communication costing you?

–Rich Maggiani

The Buyers Guide section lists companies that provide a specific product or service; it’s organized into several helpful sections. The Consultant Directory lists over 600 professional technical communicators, all of whom are just an email or a phone call away; many are just a Web site click away. (We are listed on page 53.)

Research has demonstrated that clear technical communication created by professionals who understand the needs of their audiences — your customers among them — return solid benefits: greater customer satisfaction, less technical support calls, increased sales, and fewer returns.

Do you want to know how a technical communicator differs from a technical writer? Go to page 7. Then go to page 9 to learn about the value that technical communication can bring your company. The return-on-investment (ROI) is clear.

The best part of all: the Directory is free! Just go to http://www.stc.org/ and click the link on STC’s home page.

–Rich Maggiani