“Blowtorch on the belly” questions
- Situations where interrogators (심문자) subject you to sustained, rugged, painful questioning
What did the Iron Curtain do?
In 1946, Winston Churchill gave a speech in which he declared that Russia had built an "Iron Curtain" separating eastern Europe from western Europe. Churchill meant that the Soviet Union had separated the eastern European countries from the west so that no one knew what was going on behind the “curtain.”
3 Ps - Plan, Prepare and Practice
Ch1. Winning answers every time
Scoring a goal with every answer (have the right winning mindset - a win/win outlook)
Learning what not to do (rather than repeating back the negatives of those questioning them, say what you want to say in your own words - and choose positive words whenever possible) - The trick is not to play ping-pong. You need to play rugby. This puts you in charge.
Observing how not to do it
“What is the worst professional question someone could ask me at work?”
Ch 2. Crafting the right message to underpin every answer
Your audience members need a message that hits the “What's in it for me?” factor
1. Crafting that message you questioners need (an effective message leaves the audience with something distinct to contemplate, react to and possibly act upon)
2. Determine your message first, then formulate your answer
What do I want the listener/s to be thinking or feelings or doing after our conversation?
3. What is the message? (You need a message that is succinct, powerful and which will stick with your audience)
4. What's at the heart of you?
The leaves are the words that make up our answers.
The stems represent the thought by s behind the actual words of the answers
The twigs are the bigger udes that prompt the individual thoughts
The branches are emblematic of the policies and propositions behind the individual thoughts and ideas
The trunk represents the guiding philosophy that underpins these policies and practices (the central purpose)
The root system represents the core value.
What do you stand for?
What is at the heart of you?
Why do you do what you do?
What us the fundamental purpose of your work at the moment?
5. Formulating your key message
How much do they know about the topic you will be talking about?
What might their existing views on it be?
What is it that they will be most wanting to know on the topic?
6. Crafting that great message
One huge advantage of having a great headline message is that it is something to fall back on if, at any point, you don't know quite what to say.
7. Combining fact and emotion in your message
Ch 3. Harnessing the power of stories
1. Using stories to enhance your answers
2. Going up and down the abstract ladder (Samuel Hayakawa)
a. When you give an answer that spells out a general concept -present them with an example that is sufficiently vivid that they can see, hear and feel it
3. Using stories to grab and wow your audience
T opical (timely, relevant at this time)
R elevant (to target audience)
U nusual
T rouble (overcome)
H uman (people like stories about other interesting people, or people in interesting situations)
4. Make your stories pass the “so what” test
Ch 4. Finding out in advance-then planning for it
1. Getting it right in that set-up discussion
a. The key to success here invoves separating the pre-conversation-discussion with the actual big conversation itself
b. Keep in mind the person calling wants something from you. They want a time to have your full attention. And people who want something are usually prepared to give a little bit in return for increasing their chances of getting it
c. Remember at the time of the pre-conversation discussion, you have some power. You can potentially say “yes” or “no” or “please tell me more”
Please tell me more about what you would like on the agenda
Yes No Jackpot (children’s game) - the winner is the one who avoids saying yes or no during the conversation
2. Asking the right questions, so you can prepare the right answers
What is the person initiating the meeting most concerned about/most interested in?
Is there anything else they want to discuss?
Who else will be taking part in the conversation?
Is there anything you would like me to prepare in advance?
3. Getting your preparation right
A udience
M essage (proactive plan)
E xample
N egative (reactive plan)
4. Turning a negative mindset into a positive one
a. Next to each negative questions-> THE BEST THINGS YOU CAN SAY ON THIS TOPIC
Ch 5. The first golden formula - easy as ABCDE
1. How you structure your answer is critical
While giving the factual information in your answer you need to make sure you ALSO convey a crucial positive message (which should be inspired by/in harmony with your list of “best things you can say”
2. Deal with the bad - then gravitate to the positive
Once you have given the initially requested response, then you are perfectly entitled-sometimes even duty bound- to convey a positive message that will be in the interests of your listeners
3. A nswer or acknowledge (that you can’t answer it and explain why) the question
4. B = crossing the bridge to the positive
What’s really important is
What everyone needs to understand is
To put the situation in a wider context
But (supremely simple bridge)
And (another - and potentially positive)
5. C = get across the content of your message (typically positive)
6. D+E = Dangle an example
D - “Let me tell you a story about how it once worked in the past”
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