Hartford Business Journal

www.HartfordBusiness.com July 13, 2015 • Hartford Business Journal 21 BIZ BOOKS Tips to better connect with an audience "G ot Your Attention — How to Create Intrigue and Connect with Anyone" by Sam Horn (Berrett-Koehler Publishers, $17.95). In a 2014 article, Nancy Koehn, a Harvard Business School researcher, reported that goldfish have a longer attention span than humans — nine seconds to our eight. That doesn't give you much time to connect with an audience when pitching a product or service, or sim- ply engaging someone in con- versation. Horn's INTRIGUE (Intro, New, Time-efficient, Repeatable, Interact, Give, Useful, Examples) model passes the "eyebrow test." Intro — People are quickly bored by facts and data. Transform statements into "Did you know that … " questions. The use of a ques- tion piques their interest, which means you captured attention. Part of preparation involves identifying your audience's hot and cold but- tons. While pushing the hot ones, devise ways to warm up the cold ones. Why? People who have "no" on their minds need a reason to listen. New — Don't talk about low-hanging fruit. Show you're on the cutting edge. When people hear something they haven't thought about, they listen. To back you up, use quotes from current thought leaders. They're easy to find on the Internet; type in "quotes on ______ (your topic)" and choose those with whom the audience identifies. Time-Efficient — People want to know who are you, why you're here and what action you expect them to take. Your chal- lenge: Answer those questions in less time than they carved out of their schedule. The time constraint forces you to stay on point. Also, leaving some time opens dialogue's door. Repeatable — Develop a "phrase- that-pays." It's a catchphrase (eight words max) people will remember and pass along. The use of safety belts increased when "Click it or ticket." supplanted "Buckle up for safe- ty." It works for products, too. Java Jacket, a company that makes the cardboard insulating sleeves for hot coffee, has an easy-to-remem- ber name that tells customers all they need to know about its product. Interact — "If you can't converse, you can't connect." Forget closed-end questions. Use "Tell me" and "What do you think" to create conversations. When people know you're interested, they reciprocate. When you're at a conference, sit with those you don't know. It's the only way to extend your reach. Create a table topic con- versation by asking questions like: "What's a takeaway that you plan to apply?" and "What new resources have you found?" When it comes to your meetings, rotate the chair. By sharing control, you're telling colleagues that their contribution has value. Don't be surprised if attendees come better- prepared and chime in on the discussion. Give — Don't focus on what you want to say; find out what they want to say, and pay attention to how they say it. Horn suggests studying their websites, marketing mate- rial, annual reports, etc. and using "their exact language in your outreach to them. It shows you've paid attention and done your homework." The Internet provides source fuel, too. Search for info about your targets. Linke- dIn has profile information and mentions groups to which they belong. When another speaks, practice active lis- tening. Make and maintain eye contact; nod understanding. Never interrupt. If you can, take notes because they'll be useful in future con- versations. If you're unable to take notes, make mental notes and jot them down afterwards. Useful — If what you're sharing has no rel- evance to them, they won't pay attention. Ask people to raise their hands to indicate their connection to a topic. Find ways to rephrase questions to get more people raising their hands. Create a sense of urgency through the "Did you know" questions in your intro. Examples — Real-life stories help peo- ple imagine their roles in similar situations. When they picture themselves as part of the story, they become part of your scene. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak EXPERTS CORNER Say goodbye to Baby Boomers without compromising productivity By Christopher A. Szpryngel M aking up roughly 20 percent of the American public, Baby Boomers have played a huge role in the American workforce for decades. But the most impact- ful Baby Boomer economic milestone is yet to come: retire- ment. While Boom- ers hold the majority of significant leader- ship positions, nearly 10,000 will be suit- able for retirement by turning 65 each day until the year 2030. Many organiza- tions have begun gearing up for this mass transition, but of course, the recession has changed everything. Now, of those Baby Boomers eligible for retire- ment, a whopping 65 percent plan to work well past age 65 or do not plan to retire at all. This is creating a lose-lose situation for organizations, which face higher costs as a result of keeping legacy personnel who require higher pay, and Millennials yearning for a shot in the corporate world. For some, the solution lies in phased retirement: A revolutionary concept that emphasizes a mentor-to-apprentice relation- ship between a seasoned, retirement-eligible executive and an eager, new hire with a mod- ern skillset and fresh perspective. Phased retirement is defined as a compre- hensive plan to reduce one's time working at an organization over the course of several years. Its success is the balance between the Baby Boomer still receiving the paycheck and full or partial benefits they depend on, while mentoring a younger employee who will eventually take their place. Steps to consider when implementing a phased retirement In most organizations, the human resource department will be charged to lead such an initiative. There are some important consid- erations to take into account when deciding if phased retirement is right for your organiza- tion. Here are a couple of first steps and poten- tial challenges: • Identify who in the company is plan- ning to retire within 3-10 years. This is the obvious first step, but it can be more compli- cated than you think. Companies need to be aware of potential issues involving discrimina- tion, specifically based on age. To determine if an executive is planning to retire, you can simply ask, "Where do you see yourself in the next five years?" Even if the answer isn't retire- ment, it will still spark a conversation that will give you insights into an employee's goals. • Determine a succession plan through workforce analysis. Once you have identi- fied who is planning on retiring soon, com- plete a workforce analysis by examining these professionals, their responsibilities and who might be able to fill their shoes. Doing so will help you determine if you can develop an existing employee, or if there is a need to hire from outside the organization. • Formulate a process to develop entry/mid-level employees into lead- ers. Often, the talent organizations seek is already in-house. To find out, gather input from the executive on their potential succes- sor. What qualities should they have? Is there anyone who stands out to them immediately? If hiring outside the firm is necessary, invite executives to sit in on the interviews. When it comes to training new hires and existing employees for management and exec- utive positions, consider implementing shad- owing or other apprentice programs. When aiming to preen younger workers for higher positions, the key is to gradually increase the responsibility of the employee taking on the leadership role, while reducing the amount of time the executive is spending at work. • Know the financials. It's important to note that phased retirement is an intricate process that initially runs largely on trial and error. It's time- and labor-intensive, which can get expensive. Aside from the cost of developing the training program, compensa- tion plans need to be reworked according to employees' new roles: both for the retiree and employee moving upward. • Leaders seeking retirement might wear several hats. Most executives have numerous responsibilities that can span across divisions of the company. This makes it more complex to train one employee to fill a leader's many roles. Identify other co-mentors to help with training, who can also be a resource for the new leader once they step in. With phased retirement, younger employ- ees can implement their fresh, innovative per- spectives while receiving training and wisdom from veterans of the business. As a result, many organizations report a stronger sense of cama- raderie and trust among employees. without having to present substantial growth costs. It's a win-win-win. n Christopher A. Szpryngel is the acting dean of the Malcolm Baldrige School of Business at Post University in Waterbury. Christopher A. Szpryngel ▶ ▶ If you can't converse, you can't connect. Forget closed-end questions. Use 'Tell me' and 'What do you think' to create conversations. When people know you're interested, they reciprocate.

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