Handouts are important tools for effective public speaking. They serve as guides for your audience. Handouts will allow the listeners to follow what you are discussing. Handouts are important and should be well prepared.
When giving out the handouts to your listeners, remember to choose the right time. It is not recommended to give them out right away at the beginning of your speech. This will only make the listeners tend to lose focus. It is important in public speaking to catch the attention of your audience at the start of the speech.
Also inform them that you will be giving out handouts so that the listeners will need not to take down notes while you are talking. Making handouts available will make your audience focus and absorb everything that you say. That is because writing while listening to your speech will only divide their attention.
You may want to use colorful papers if your audience is also kids. Adding drawings can also make it interesting but do not use too much or else they will only concentrate on the drawings that they see.
On the handouts, you can include the objectives of your speech and the things that you expect from your listeners. Do not put the entire speech on the handout. If you put everything that you have to say on the handouts, the listeners will no longer listen to you.
You may also place in it the outline of your speech, a brief introduction and the things that you will discuss. You may also want to include the start time and the end time of your speech and allocate the time when they would like to ask questions. This will allow you to follow your outline and they may reserve their questions for the time you listed on the handouts.
You can also incorporate some activities at the end of the handout. Put a space where they can write and jot down the answers on the activity that you will put at the end of the handout. Adding a space where they can write is also effective so that they may be able to jot down some important points that you have mentioned and are not listed on the handouts.
At the end of the handout, you may also include some information about yourself. You may put your name, nickname or even hobbies to add some spice. This is one way that your listeners will be able remember you by.
Handouts are very beneficial to making you an effective public speaker. Make them ready all the time and make sure that they will last. Handouts are ways that your listeners can remember you; that is why it is important that you make them unique and valuable.
Wednesday, June 18, 2014
Grassroots Leadership Principles – a Review of It’s Your Ship
At the age of 36, Michael Abrashoff was selected to become Commander of the USS Benfold – at the time, the most junior commanding officer in the Pacific Fleet. The immediate challenges that faced him were staggering: Exceptionally low morale with unacceptably high turnover. Few thought that this ship could improve. In many ways, the Benfold was actually an extreme example of the same problems facing many organizations today.
As the new head of his own command Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”
“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”
The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.
In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”
To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.
“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process – a solution that began from GrassRoots efforts.
GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:
• Lead by Example – GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.
• Listen Aggressively – GrassRoots Leaders don't simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.
• Communicate Purpose and Meaning – GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.
• Create a Climate of Trust – GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.
• Look for Results, Not Salutes – GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.
• Take Calculated Risks – GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.
• Go Beyond Standard Operating Procedure (SOP) – GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn't change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.
• Strengthen Others/Build Up Your People – GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.
• Generate Unity – GrassRoots Leaders work to not only change undesirable behaviors but to alter the underlying attitudes. By working toward a mutual respect for everyone, they level the playing field, permitting everyone to perform at their highest level.
• Cultivate Quality of Life – GrassRoots Leaders actively integrate fun into the work experience. They want their crew to have as much fun from 9 to 5 as they do at home from 5 to 9; thereby, gaining the passion, enthusiasm and creativity that they usually lock in their car in the parking lot each morning.
By every measure, these principles were able to achieve breakthrough results. Personnel turnover decreased to an unprecedented 1%. The rate of military promotions tripled, and operating expenses were slashed by 25%. USS Benfold became regarded as the finest ship in the Pacific Fleet, winning the prestigious Spokane Trophy for having the highest degree of combat readiness.
His first book, It’s Your Ship, has sold over hundreds of thousands of copies and is a New York Times and Wall Street Journal Best Seller. While receiving accolades from such business-minded entities as Wall Street Journal, Fast Company, and others, perhaps the greatest testament to Michael’s leadership style is represented by one of his crew, who published the following review of It’s Your Ship on Amazon.com:
Reviewer: EW3 Holly (Davis) Simpson from Louisville, KY December 11, 2003
I am a plankowner* of the Benfold and admired Capt. Abrashoff's leadership. His superior leadership brought the morale of our ship from just ordinary shipboard life to a ship that many in the fleet wanted to become a part of. Our ship was a show-piece and we were proud to carry out his orders.
What could have been a horribly desolate six months on deployment, including the holidays spent in the Gulf in 97-98, turned into a memorable experience for all, thanks to Capt. Abrashoff who even made UnRep a grand event! We learned from him that although we had a VERY important job to conduct, we were rewarded with pride in our accomplishments. Capt. Abrashoff was a very approachable Commanding Officer, an experience I had never encountered in the military and has been rare while employed with state government. He made an effort to see that his crew not only did their jobs exceptionally well, but that we enjoyed the festivities he provided for the ship while in port.
I have read his fantastic book, reliving all the memories of my Benfold life and have used his leadership knowledge to become a successful professional in the "civilian" world. To the readers who feel Capt. Abrashoff is "arrogant" in his leadership style--I think if you had as awesome a ship as the Benfold to be a part of, you would be extremely proud of it and the leadership that made it such a fine place to spend a few years of your life.
*a plankowner is a member of the crew of a ship when it's first commissioned
Michael Abrashoff is originally from Altoona, Pennsylvania and is a 1982 graduate of the Naval Academy in Annapolis. He currently resides in Arlington, Virginia and has recently published his second book, Get Your Ship Together.
As the new head of his own command Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”
“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”
The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.
In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”
To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.
“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process – a solution that began from GrassRoots efforts.
GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:
• Lead by Example – GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.
• Listen Aggressively – GrassRoots Leaders don't simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.
• Communicate Purpose and Meaning – GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.
• Create a Climate of Trust – GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.
• Look for Results, Not Salutes – GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.
• Take Calculated Risks – GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.
• Go Beyond Standard Operating Procedure (SOP) – GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn't change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.
• Strengthen Others/Build Up Your People – GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.
• Generate Unity – GrassRoots Leaders work to not only change undesirable behaviors but to alter the underlying attitudes. By working toward a mutual respect for everyone, they level the playing field, permitting everyone to perform at their highest level.
• Cultivate Quality of Life – GrassRoots Leaders actively integrate fun into the work experience. They want their crew to have as much fun from 9 to 5 as they do at home from 5 to 9; thereby, gaining the passion, enthusiasm and creativity that they usually lock in their car in the parking lot each morning.
By every measure, these principles were able to achieve breakthrough results. Personnel turnover decreased to an unprecedented 1%. The rate of military promotions tripled, and operating expenses were slashed by 25%. USS Benfold became regarded as the finest ship in the Pacific Fleet, winning the prestigious Spokane Trophy for having the highest degree of combat readiness.
His first book, It’s Your Ship, has sold over hundreds of thousands of copies and is a New York Times and Wall Street Journal Best Seller. While receiving accolades from such business-minded entities as Wall Street Journal, Fast Company, and others, perhaps the greatest testament to Michael’s leadership style is represented by one of his crew, who published the following review of It’s Your Ship on Amazon.com:
Reviewer: EW3 Holly (Davis) Simpson from Louisville, KY December 11, 2003
I am a plankowner* of the Benfold and admired Capt. Abrashoff's leadership. His superior leadership brought the morale of our ship from just ordinary shipboard life to a ship that many in the fleet wanted to become a part of. Our ship was a show-piece and we were proud to carry out his orders.
What could have been a horribly desolate six months on deployment, including the holidays spent in the Gulf in 97-98, turned into a memorable experience for all, thanks to Capt. Abrashoff who even made UnRep a grand event! We learned from him that although we had a VERY important job to conduct, we were rewarded with pride in our accomplishments. Capt. Abrashoff was a very approachable Commanding Officer, an experience I had never encountered in the military and has been rare while employed with state government. He made an effort to see that his crew not only did their jobs exceptionally well, but that we enjoyed the festivities he provided for the ship while in port.
I have read his fantastic book, reliving all the memories of my Benfold life and have used his leadership knowledge to become a successful professional in the "civilian" world. To the readers who feel Capt. Abrashoff is "arrogant" in his leadership style--I think if you had as awesome a ship as the Benfold to be a part of, you would be extremely proud of it and the leadership that made it such a fine place to spend a few years of your life.
*a plankowner is a member of the crew of a ship when it's first commissioned
Michael Abrashoff is originally from Altoona, Pennsylvania and is a 1982 graduate of the Naval Academy in Annapolis. He currently resides in Arlington, Virginia and has recently published his second book, Get Your Ship Together.
Getting Your Message Across With Good Rapport
I bet you have had times when you have walked into a shop and felt immediately welcome. I’m also pretty sure that you’ve had occasions where you’ve felt just the opposite. What was the difference? What happened in the place that created that welcome feeling within you?
Maybe the assistant noticed you entering and offered you a smile and said hello. They are telling you that you are welcome in their space both physically and mentally. Compare this with a shop where you were completely ignored until you went to pay for something. What message are you getting there?
What is rapport?
Rapport is the art of being ‘in tune’ with the people around you. Good rapport will enable you to let others know that you are interested in them, that you care about what they have to say and are keen to understand them. It sends them a message that there is common ground and creates a sense of consideration, respect and trust.
Good rapport lies at the heart of your effective communication. It enables you to get people’s attention and for them to take onboard what you have to say. Good rapport comes from body language and how you say things through the tonality and rhythm of your voice. Together, body language and how you say your words make up 93% of your communication. What you say is only 7%!
Of course, when interacting with others our communication can be non-verbal using just our body language. How are you communicating right now?
I’m sure that you have experienced a situation where within a group of people one person makes a suggestion and you just know that others don’t agree – even if they remain silent. What tells you that they don’t agree and feel comfortable with the suggestion? Those of you who are in agreement will probably be sharing the same body language; they may be more animated in the discussion, and as such will be actively buying in to the idea.
Those that disagree can do so without having to say or do a thing. All they need to do is withdraw their rapport in some way; maybe though pulling back in their seat, crossing their arms, closing their book or leaving the room. Maybe, through all those things if they really wanted to make a point!
So, assuming that we have some words to say, how can we maximise our tonality and body language to ensue that we have good rapport when saying them?
How to get into rapport with people.
Matching and mirroring are the two main ways to establish rapport. People that are in rapport have a certain rhythm to their voice and body movements.
Voice Tonality and Rhythm. This is 38% of your communication. The tone of your voice and the pace that you talk affects the message that you are trying to portray. People use different tones and speeds when talking. Do your best to adjust your voice to come closer to their way of talking.
Try it yourself - say something cheerful in a sad voice and see how it comes across, then switch it around and say something sad in an upbeat voice. What message are you receiving in each case?
What about when someone is talking to you and you are distracted by something else, maybe something you see? Does your voice respond in an interested manner, and does your body language bear this out?
Body language. How you hold and use your body makes up 55% of your communication. Use your body to match people’s body movements. There will be a certain pattern and rhythm to their movements that you can copy.
It’s wise to pay attention to this even if you have good intentions for doing otherwise. You could easily be misinterpreted.
How about if that shop assistant smiles and says hello but without looking at you – does that feel the same? Maybe she was preparing next week’s stock.
What if two assistants are chatting while you are in their shop even whilst politely serving you? Does the rapport exist between them or between you and them?
What if in a work environment you ask somebody to do something for you and they agree quite nicely but you can see them tense up or see their body sink slightly lower in their chair? Are they really happy to do this for you or are speech and body telling different stories?
All together now!
The next time you communicate think about rapport a little. Is it good or not? What makes it good? How could you use your body language and voice to improve rapport?
And stick with it. It can seem odd at times whilst you practice but when it becomes second nature you’ll become a more natural communicator.
Maybe the assistant noticed you entering and offered you a smile and said hello. They are telling you that you are welcome in their space both physically and mentally. Compare this with a shop where you were completely ignored until you went to pay for something. What message are you getting there?
What is rapport?
Rapport is the art of being ‘in tune’ with the people around you. Good rapport will enable you to let others know that you are interested in them, that you care about what they have to say and are keen to understand them. It sends them a message that there is common ground and creates a sense of consideration, respect and trust.
Good rapport lies at the heart of your effective communication. It enables you to get people’s attention and for them to take onboard what you have to say. Good rapport comes from body language and how you say things through the tonality and rhythm of your voice. Together, body language and how you say your words make up 93% of your communication. What you say is only 7%!
Of course, when interacting with others our communication can be non-verbal using just our body language. How are you communicating right now?
I’m sure that you have experienced a situation where within a group of people one person makes a suggestion and you just know that others don’t agree – even if they remain silent. What tells you that they don’t agree and feel comfortable with the suggestion? Those of you who are in agreement will probably be sharing the same body language; they may be more animated in the discussion, and as such will be actively buying in to the idea.
Those that disagree can do so without having to say or do a thing. All they need to do is withdraw their rapport in some way; maybe though pulling back in their seat, crossing their arms, closing their book or leaving the room. Maybe, through all those things if they really wanted to make a point!
So, assuming that we have some words to say, how can we maximise our tonality and body language to ensue that we have good rapport when saying them?
How to get into rapport with people.
Matching and mirroring are the two main ways to establish rapport. People that are in rapport have a certain rhythm to their voice and body movements.
Voice Tonality and Rhythm. This is 38% of your communication. The tone of your voice and the pace that you talk affects the message that you are trying to portray. People use different tones and speeds when talking. Do your best to adjust your voice to come closer to their way of talking.
Try it yourself - say something cheerful in a sad voice and see how it comes across, then switch it around and say something sad in an upbeat voice. What message are you receiving in each case?
What about when someone is talking to you and you are distracted by something else, maybe something you see? Does your voice respond in an interested manner, and does your body language bear this out?
Body language. How you hold and use your body makes up 55% of your communication. Use your body to match people’s body movements. There will be a certain pattern and rhythm to their movements that you can copy.
It’s wise to pay attention to this even if you have good intentions for doing otherwise. You could easily be misinterpreted.
How about if that shop assistant smiles and says hello but without looking at you – does that feel the same? Maybe she was preparing next week’s stock.
What if two assistants are chatting while you are in their shop even whilst politely serving you? Does the rapport exist between them or between you and them?
What if in a work environment you ask somebody to do something for you and they agree quite nicely but you can see them tense up or see their body sink slightly lower in their chair? Are they really happy to do this for you or are speech and body telling different stories?
All together now!
The next time you communicate think about rapport a little. Is it good or not? What makes it good? How could you use your body language and voice to improve rapport?
And stick with it. It can seem odd at times whilst you practice but when it becomes second nature you’ll become a more natural communicator.
Get Out Of The Communication Stone Age: Give Leadership Talks
160 years ago, the newly invented electric telegraph carried the first news message. The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C.
The public was dazzled -- except Henry David Thoreau. He wrote: "We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate."
Today, we live in a Golden Age of communication. We have the Internet. We have faxes. We have e-mails. We have streaming video. We have on-line audio. We have RSS feeds. We have logs and blogs.
Yet today Thoreau is as right as rain. When it comes to really getting our messages across, we're stuck in the Stone Age.
Here's why. The vast majority of business leaders I've encountered are repeatedly making a huge mistake in communication, a mistake that's screwing up their jobs and careers. They're stuck giving presentations and speeches. They're NOT giving Leadership Talks!
What's a Leadership Talk? Look at it this way: There's a hierarchy of verbal persuasion when it comes to business leadership. The lowest levels are speeches and presentations. They communicate information. The highest, most effective way of communicating is the Leadership Talk. The Leadership Talk does more than simply send information. It has the leader establish a deep, human, emotional connection with the audience. That's where leaders communicate for the best results.
Here are a few examples of leadership talks. When Churchill said, "We will fight on the beaches ... " That was a leadership talk. When Kennedy said, "Ask not what your country can do for you ... " that was a leadership talk. When Reagan said, "Mr. Gorbachev, tear down this wall!" That was a leadership talk.
You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.
Mind you, I'm not just talking about great leaders of history. I'm also talking about all leaders everywhere no matter what their function or rank. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.
That's where business leaders communicate for the best results. You can order people to go from point A to point B. But the best way to get great results is to have people want to go from A to B. Instilling "want to" in others, motivating them ... isn't that what great leadership is all about?
Don't get me wrong. The Leadership Talk is not some kind of "feel-good" way of relating. It took me 20 years to figure out how to give Leadership Talks and write two books about it. There are specific processes one must manifest in order to give Leadership Talks. Usually it takes me two full days to teach people how to do it. Once they learn it, they can use it throughout the rest of their careers. The Leadership Talk is relatively easy to learn and it takes years to master. The point is that through it, you can take specific, concrete steps to motivate people to take action that gets great results.
For instance, before leaders can develop and deliver a Leadership Talk, they must first answer "yes" to three simple questions: "Do you know what the audience needs? Can you transfer your deep believe to others so they believe as strongly as you do about the challenges you face? And can you have that audience take ardent action that gets results?" If leaders "no" to any one of those questions, he/she can't give a Leadership Talk.
160 years ago the dots and dashes that chattered down the wires from Baltimore to Washington spelled out that the Whigs had nominated Henry Clay to run for the presidency.
Back then, Thoreau might have said nothing important was communicated; but today if you want to lead for great results, take Thoreau to heart. Communicate what truly IS important. Don't give presentations and speeches. Give Leadership Talks. Forge those deep, human, emotional connections with your audiences. Get them motivated to take ardent action for great results.
2006 © The Filson Leadership Group, Inc. All rights reserved.
The public was dazzled -- except Henry David Thoreau. He wrote: "We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate."
Today, we live in a Golden Age of communication. We have the Internet. We have faxes. We have e-mails. We have streaming video. We have on-line audio. We have RSS feeds. We have logs and blogs.
Yet today Thoreau is as right as rain. When it comes to really getting our messages across, we're stuck in the Stone Age.
Here's why. The vast majority of business leaders I've encountered are repeatedly making a huge mistake in communication, a mistake that's screwing up their jobs and careers. They're stuck giving presentations and speeches. They're NOT giving Leadership Talks!
What's a Leadership Talk? Look at it this way: There's a hierarchy of verbal persuasion when it comes to business leadership. The lowest levels are speeches and presentations. They communicate information. The highest, most effective way of communicating is the Leadership Talk. The Leadership Talk does more than simply send information. It has the leader establish a deep, human, emotional connection with the audience. That's where leaders communicate for the best results.
Here are a few examples of leadership talks. When Churchill said, "We will fight on the beaches ... " That was a leadership talk. When Kennedy said, "Ask not what your country can do for you ... " that was a leadership talk. When Reagan said, "Mr. Gorbachev, tear down this wall!" That was a leadership talk.
You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.
Mind you, I'm not just talking about great leaders of history. I'm also talking about all leaders everywhere no matter what their function or rank. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.
That's where business leaders communicate for the best results. You can order people to go from point A to point B. But the best way to get great results is to have people want to go from A to B. Instilling "want to" in others, motivating them ... isn't that what great leadership is all about?
Don't get me wrong. The Leadership Talk is not some kind of "feel-good" way of relating. It took me 20 years to figure out how to give Leadership Talks and write two books about it. There are specific processes one must manifest in order to give Leadership Talks. Usually it takes me two full days to teach people how to do it. Once they learn it, they can use it throughout the rest of their careers. The Leadership Talk is relatively easy to learn and it takes years to master. The point is that through it, you can take specific, concrete steps to motivate people to take action that gets great results.
For instance, before leaders can develop and deliver a Leadership Talk, they must first answer "yes" to three simple questions: "Do you know what the audience needs? Can you transfer your deep believe to others so they believe as strongly as you do about the challenges you face? And can you have that audience take ardent action that gets results?" If leaders "no" to any one of those questions, he/she can't give a Leadership Talk.
160 years ago the dots and dashes that chattered down the wires from Baltimore to Washington spelled out that the Whigs had nominated Henry Clay to run for the presidency.
Back then, Thoreau might have said nothing important was communicated; but today if you want to lead for great results, take Thoreau to heart. Communicate what truly IS important. Don't give presentations and speeches. Give Leadership Talks. Forge those deep, human, emotional connections with your audiences. Get them motivated to take ardent action for great results.
2006 © The Filson Leadership Group, Inc. All rights reserved.
General Tommy Franks on Leadership
Recently, I had the opportunity to work with General Tommy Franks (retired), former head of U.S. Central Command, a role that effectively put him in charge of all U.S. military operations in 25 countries, from Egypt to Central Asia. In his role, Franks acquired a reputation for no-nonsense, practical leadership and genuine care for those in his command.
As commander-in-chief of U.S. Central Command from 2000 through 2003, Franks faced and overcame some of America’s greatest challenges, from the attack on the USS Cole, to the devastation of September 11th, to wars in Afghanistan and Iraq. A highly decorated four-star general, Tommy Franks led a coalition of more than 60 nations — and 250,000 troops — to victory in Afghanistan and Iraq, winning respect and admiration at home and abroad.
Franks has always been a student of leadership recognizing that the military environment presents some of the greatest challenges for leaders. Acknowledging that, “no one hates war like a soldier hates war,” Franks – the “soldier’s soldier” – recognizes the challenges facing military leaders in motivating and encouraging their troops during these disturbing times. Franks illustrates how the challenges facing his military leaders are similar in many ways to the challenges we face in motivating our own “troops” in our companies and organizations.
Likewise, leadership – in whatever arena – requires flexibility and confidence. As Franks likes to quote, “No plan ever survived first contact with the enemy.” As leaders, it’s not enough that we plan. Franks suggests that we must plan for “first contact” when our flexibility, creativity, and ability to regroup and redirect our troops is most important. In today’s chaotic marketplace, effective leaders demonstrate this flexibility along with conviction and confidence.
Importantly, leadership isn’t about grandstanding or hype. Tommy Franks –unlike his predecessor, “Stormin’” Norman Schwartzkopf – has been called “reclusive” and “a quiet warrior”. However, Franks ISN’T shy; he simply doesn’t believe that showboating and flamboyant leadership is effective nor does it have a place at the top. Effective leadership comes from seeing it like it is – from the front lines – and telling it like it is – from the heart.
Tommy Franks recently authored American Soldier, (HarperCollins, Aug 2004) in which Franks retraces his journey from small-town boyhood to his role as one of history’s most effective commanders. Drawing on his own memories and newly declassified records, Franks offers the first true insider’s account of the war on terrorism. He speaks frankly of intelligence shortcomings and of the WMD threats that shaped each battle plan. And, while he writes candidly of the war’s aftermath, Franks shows that the wars in Afghanistan and Iraq remain heroic victories – wars of liberation won by troops “unequalled,” he writes, “by anything in the annals of war.”
The book – and the man – is more than simply a recounting of military history; it/he is a study of leadership at its best. Some Franks-isms include:
• You don’t manage a group of soldiers up a hill under fire; you lead them. (Tommy Franks on the difference between management and leadership.)
• During my months in combat, I’d come to understand that a soldier owes loyalty to his unit and to his boss. A leader must be able to count on the complete support of his subordinates. …however, loyalty not only flows up the chain of command: it [must] flow down as well.
• …being in charge doesn’t automatically mean you know what’s going on.
• (Speaking to his officers) If a trooper comes to you with a problem, remember this: It’s your problem, and it’s my problem. We’re not going to lose good soldiers because we don’t give a rat’s ass about them as people.
• In war, it is necessary that commanders be able to delay their emotions until they can afford them.
• (Speaking to the Joint Chiefs of Staff) Look, you guys have a three-star who commands a service component for me, and represents the service expertise we need to put together a joint plan. It’s best to let those guys know your ideas. And then trust them to work for all of us to build a cohesive approach, rather than a patchwork of service interests.
• I defer to no man in my love of troopers; I still consider myself a soldier. But it’s often been necessary in our nation’s history to fight for our freedoms, and it’s never been more necessary than today. It seems to me that fighting terrorism has more to do with our kids and grandkids than with us.
• Haul ass and bypass. (Strategy attributed to General George Patton recognizing that the ultimate objective of any campaign is the enemy’s center of gravity. This same strategy served as Franks’ basis for the invasion of Iraq.)
• If we had to do it all over again – armed with what we know today – I’m sure some of the decisions would be different. I am not at all sure, however, that all the different decisions would be better. (Tommy Franks reflecting on postwar Iraq.)
• Ain’t this a great country. (Tommy Franks reflecting on the opportunity afforded everyone in the U.S.)
• Only the curious will learn and only the resolute overcome the obstacles to learning. The quest quotient has always excited me more than the intelligence quotient. (Eugene S. Wilson - featured on the Tommy Franks website: www.tommyfranks.com)
Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com. Check out Entelechy's website at www.unlockit.com.
As commander-in-chief of U.S. Central Command from 2000 through 2003, Franks faced and overcame some of America’s greatest challenges, from the attack on the USS Cole, to the devastation of September 11th, to wars in Afghanistan and Iraq. A highly decorated four-star general, Tommy Franks led a coalition of more than 60 nations — and 250,000 troops — to victory in Afghanistan and Iraq, winning respect and admiration at home and abroad.
Franks has always been a student of leadership recognizing that the military environment presents some of the greatest challenges for leaders. Acknowledging that, “no one hates war like a soldier hates war,” Franks – the “soldier’s soldier” – recognizes the challenges facing military leaders in motivating and encouraging their troops during these disturbing times. Franks illustrates how the challenges facing his military leaders are similar in many ways to the challenges we face in motivating our own “troops” in our companies and organizations.
Likewise, leadership – in whatever arena – requires flexibility and confidence. As Franks likes to quote, “No plan ever survived first contact with the enemy.” As leaders, it’s not enough that we plan. Franks suggests that we must plan for “first contact” when our flexibility, creativity, and ability to regroup and redirect our troops is most important. In today’s chaotic marketplace, effective leaders demonstrate this flexibility along with conviction and confidence.
Importantly, leadership isn’t about grandstanding or hype. Tommy Franks –unlike his predecessor, “Stormin’” Norman Schwartzkopf – has been called “reclusive” and “a quiet warrior”. However, Franks ISN’T shy; he simply doesn’t believe that showboating and flamboyant leadership is effective nor does it have a place at the top. Effective leadership comes from seeing it like it is – from the front lines – and telling it like it is – from the heart.
Tommy Franks recently authored American Soldier, (HarperCollins, Aug 2004) in which Franks retraces his journey from small-town boyhood to his role as one of history’s most effective commanders. Drawing on his own memories and newly declassified records, Franks offers the first true insider’s account of the war on terrorism. He speaks frankly of intelligence shortcomings and of the WMD threats that shaped each battle plan. And, while he writes candidly of the war’s aftermath, Franks shows that the wars in Afghanistan and Iraq remain heroic victories – wars of liberation won by troops “unequalled,” he writes, “by anything in the annals of war.”
The book – and the man – is more than simply a recounting of military history; it/he is a study of leadership at its best. Some Franks-isms include:
• You don’t manage a group of soldiers up a hill under fire; you lead them. (Tommy Franks on the difference between management and leadership.)
• During my months in combat, I’d come to understand that a soldier owes loyalty to his unit and to his boss. A leader must be able to count on the complete support of his subordinates. …however, loyalty not only flows up the chain of command: it [must] flow down as well.
• …being in charge doesn’t automatically mean you know what’s going on.
• (Speaking to his officers) If a trooper comes to you with a problem, remember this: It’s your problem, and it’s my problem. We’re not going to lose good soldiers because we don’t give a rat’s ass about them as people.
• In war, it is necessary that commanders be able to delay their emotions until they can afford them.
• (Speaking to the Joint Chiefs of Staff) Look, you guys have a three-star who commands a service component for me, and represents the service expertise we need to put together a joint plan. It’s best to let those guys know your ideas. And then trust them to work for all of us to build a cohesive approach, rather than a patchwork of service interests.
• I defer to no man in my love of troopers; I still consider myself a soldier. But it’s often been necessary in our nation’s history to fight for our freedoms, and it’s never been more necessary than today. It seems to me that fighting terrorism has more to do with our kids and grandkids than with us.
• Haul ass and bypass. (Strategy attributed to General George Patton recognizing that the ultimate objective of any campaign is the enemy’s center of gravity. This same strategy served as Franks’ basis for the invasion of Iraq.)
• If we had to do it all over again – armed with what we know today – I’m sure some of the decisions would be different. I am not at all sure, however, that all the different decisions would be better. (Tommy Franks reflecting on postwar Iraq.)
• Ain’t this a great country. (Tommy Franks reflecting on the opportunity afforded everyone in the U.S.)
• Only the curious will learn and only the resolute overcome the obstacles to learning. The quest quotient has always excited me more than the intelligence quotient. (Eugene S. Wilson - featured on the Tommy Franks website: www.tommyfranks.com)
Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit.com. Check out Entelechy's website at www.unlockit.com.
A Guide to Buying an Acoustic Guitar
Knowing how to choose the right guitar and how to identify a bad one, will save you from countless headaches, not to mention finger aches.
Acoustic guitar bodies come in basically the same hourglass shape, with some variations, but they do vary in size, color, wood-type, style, and extra features. You can even buy an acoustic guitar so small that fits into a hiking backpack.
Guitars come in a very wide range of prices, but when it comes to instruments, in general, you get what you pay for, especially when you buy new. There’s a real difference between getting a bargain and buying cheap.
But whether you buy new or used may be determined by many personal factors including your budget, and each has their own pros and cons.
Buying new, gives you a warranty and, hopefully, a return period, if for some reason you’re not totally satisfied with your purchase, or something goes wrong.
Under ‘usual' circumstances, a used guitar can usually be purchased cheaper and has already gone through its “break-in” period.
Commercially built guitars are usually mass manufactured. “Custom-made” guitars are exactly that. They are custom built and tailored to your specifications by a highly skilled guitar maker.
Prices for a custom-built guitar vary considerably, depending on the skill level of the craftsperson you contract the job to, but, as a rule, they are generally quite higher than a commercially built guitar of “similar” quality. Each custom built guitar is unique and therefore hard to compare in price to a commercially built guitar.
FOR THE "TECHIES"
Understanding some of the parts of a guitar will definitely help you when it comes to the Pre-Purchase Checklist.
BODY: This is the part with the sound hole in the front. It is where the strumming is done, and it can vary in size. The actual size, shape, type of wood, coating, and general build of the body also affects how the guitar will “sound”, whether it’s a rich and warm sound, or a thin and ‘twangy’ sound. The body tends to be the part that also gets scratched, damaged, and generally banged-up the most.
NECK: This is the long piece extending from the body and ends at the ‘head’ of the guitar where the ‘Tuning Heads’ are, also known as ‘machine heads’. The strings travel from the ‘Bridge’ on the body, across the sound hole, along the ‘Fret Board’, which is attached to the front-side of the neck, and finally arriving at the tuning heads where they are wrapped around tuning posts. The tuning heads are then turned by hand, which then turns the posts, making the strings tighter or looser, thus affecting their ‘tuning’. Necks tend to warp and twist if not looked after, or if the guitar is left propped against a heat source.
BRIDGE: The Bridge is normally located on the front of the body, by the sound hole, and on the side of the hole opposite to the neck. The strings are usually fed through the bridge first before they cross the hole and travel up the neck to the tuning heads. The bridge is like an anchor-point for the strings. Metal bridges are best, but on most acoustics they are either hard plastic or wood. Bridges have a tendency to crack and split over a long period of time.
FRET BOARD: The fret board is glued to the front of the neck. This is the part you press the strings onto to make chords or play individual notes. Because it’s glued on separately, a fret board can be made of a wood that’s different from the neck.
The strings travel over the fret board and the distance they are above the fret board makes a difference to the playability of the guitar. If the strings are too far above the fret board, then they will be hard to press down, making the guitar hard to play.
When a beginner plays a guitar, initially his or her fingertips are very soft and need to be hardened. A guitar with the strings too far above the fret board, also known as having a ‘high action’, will cause the player’s fingers to hurt so much that they are likely to put the guitar away in discouragement and possibly stop playing altogether.
STRINGS: Acoustic guitar strings, come in a wide variety of ‘flavors’. They can be made out of nylon, brass, steel, or a combination. Nylon strings are usually only found on Classical guitars and Student guitars, because they’re easier on the fingertips. They have a rich, warm sound to them.
Strings sets come in different ‘weights’, or sizes. Strings that come from a package marked ‘Heavy’ are usually quite thick in size and sound “beefy”. Strings that are light, or extra light, are very thin and usually have a brighter sound to them, but are also quieter sounding than heavy strings.
String choices are purely personal taste. Light strings are easier to press than heavy strings but also sound quite different. The more often strings are played, the dirtier they get. If a cloth isn’t run over and under them, from time to time, the sound becomes very dull
THE PRE-PURCHASE CHECKLIST
- Before you buy a used guitar, cost-compare against the price of a new one, unless the guitar is quite old. You could also compare its used price to other used prices by going to an online auction and either searching for the same or a similar guitar.
- Check the overall condition of the wood for cracks, scratches, splits, dents, chips, etc.
- Also check the lacquer finish for cracks and splits.
- Check the neck/fret board for warping and twisting. You can do this by holding the guitar flat on its back, with the sound hole facing upward. Bring the guitar up to eye-level, with the neck running away from you and the edge of the body almost touching your face. Let your eyesight skim across the front of the body and down the fret board. You should be able to see if the neck is twisted or bowing.
- Tune the guitar, or have the seller tune it for you.
- If you know how to play about five or six chords then play them. If you don’t know how to play, ask the seller to play them for you. This check ensures that the neck of the guitar is not warped, even though you couldn’t physically see it. If the neck is warped, and the guitar is properly tuned, then some of the chords will sound good, but others will sound as though the guitar is not tuned. If this happens, check the tuning again. If it persists, then don’t buy the guitar.
- Check the bridge of the guitar. If it’s made out of wood or plastic, make sure it’s not cracked or splitting. The bridge needs to be rock-solid, as a lot of pressure is exerted on the bridge by the strings.
- Check the tuning heads. Do they turn easily, or are they very stiff and hard to turn. Even with the high tension of the strings, a quality guitar will have tuning heads that are fairly easy to turn.
- Check the ‘action’ of the guitar. Are the strings a fair distance from the fret board? Are they easy or hard to press down at various points on the fret board?
- If you are buying the guitar for yourself, and you know how to play, even if you’re a beginner, then play the guitar.
- How does it feel?
- Is it easy or hard to play?
- Can you fit your hand around the neck/fret board comfortably to play chords?
- Is the guitar a comfortable size and shape for your body? Is it easy to hold?
- If you plan to play standing up, ask for a guitar strap.
- Do you like the sound, the color, etc?
- If you don’t play, have someone else play it for you so that you can judge what it sounds like.
WHERE TO BUY
Buying a guitar from a physical retail music store allows you to ‘test drive’ the guitar and ask more questions up front. Buying online or from a catalog may bring you more cash savings.
No matter where you buy your guitar, if you know what to look for, and spend a little extra effort in your search for that ‘perfect’ guitar, not only will your fingers thank you, but also your ears, and all those who will come to join you around the campfire, or even go to see you in concert. Who knows?
Acoustic guitar bodies come in basically the same hourglass shape, with some variations, but they do vary in size, color, wood-type, style, and extra features. You can even buy an acoustic guitar so small that fits into a hiking backpack.
Guitars come in a very wide range of prices, but when it comes to instruments, in general, you get what you pay for, especially when you buy new. There’s a real difference between getting a bargain and buying cheap.
But whether you buy new or used may be determined by many personal factors including your budget, and each has their own pros and cons.
Buying new, gives you a warranty and, hopefully, a return period, if for some reason you’re not totally satisfied with your purchase, or something goes wrong.
Under ‘usual' circumstances, a used guitar can usually be purchased cheaper and has already gone through its “break-in” period.
Commercially built guitars are usually mass manufactured. “Custom-made” guitars are exactly that. They are custom built and tailored to your specifications by a highly skilled guitar maker.
Prices for a custom-built guitar vary considerably, depending on the skill level of the craftsperson you contract the job to, but, as a rule, they are generally quite higher than a commercially built guitar of “similar” quality. Each custom built guitar is unique and therefore hard to compare in price to a commercially built guitar.
FOR THE "TECHIES"
Understanding some of the parts of a guitar will definitely help you when it comes to the Pre-Purchase Checklist.
BODY: This is the part with the sound hole in the front. It is where the strumming is done, and it can vary in size. The actual size, shape, type of wood, coating, and general build of the body also affects how the guitar will “sound”, whether it’s a rich and warm sound, or a thin and ‘twangy’ sound. The body tends to be the part that also gets scratched, damaged, and generally banged-up the most.
NECK: This is the long piece extending from the body and ends at the ‘head’ of the guitar where the ‘Tuning Heads’ are, also known as ‘machine heads’. The strings travel from the ‘Bridge’ on the body, across the sound hole, along the ‘Fret Board’, which is attached to the front-side of the neck, and finally arriving at the tuning heads where they are wrapped around tuning posts. The tuning heads are then turned by hand, which then turns the posts, making the strings tighter or looser, thus affecting their ‘tuning’. Necks tend to warp and twist if not looked after, or if the guitar is left propped against a heat source.
BRIDGE: The Bridge is normally located on the front of the body, by the sound hole, and on the side of the hole opposite to the neck. The strings are usually fed through the bridge first before they cross the hole and travel up the neck to the tuning heads. The bridge is like an anchor-point for the strings. Metal bridges are best, but on most acoustics they are either hard plastic or wood. Bridges have a tendency to crack and split over a long period of time.
FRET BOARD: The fret board is glued to the front of the neck. This is the part you press the strings onto to make chords or play individual notes. Because it’s glued on separately, a fret board can be made of a wood that’s different from the neck.
The strings travel over the fret board and the distance they are above the fret board makes a difference to the playability of the guitar. If the strings are too far above the fret board, then they will be hard to press down, making the guitar hard to play.
When a beginner plays a guitar, initially his or her fingertips are very soft and need to be hardened. A guitar with the strings too far above the fret board, also known as having a ‘high action’, will cause the player’s fingers to hurt so much that they are likely to put the guitar away in discouragement and possibly stop playing altogether.
STRINGS: Acoustic guitar strings, come in a wide variety of ‘flavors’. They can be made out of nylon, brass, steel, or a combination. Nylon strings are usually only found on Classical guitars and Student guitars, because they’re easier on the fingertips. They have a rich, warm sound to them.
Strings sets come in different ‘weights’, or sizes. Strings that come from a package marked ‘Heavy’ are usually quite thick in size and sound “beefy”. Strings that are light, or extra light, are very thin and usually have a brighter sound to them, but are also quieter sounding than heavy strings.
String choices are purely personal taste. Light strings are easier to press than heavy strings but also sound quite different. The more often strings are played, the dirtier they get. If a cloth isn’t run over and under them, from time to time, the sound becomes very dull
THE PRE-PURCHASE CHECKLIST
- Before you buy a used guitar, cost-compare against the price of a new one, unless the guitar is quite old. You could also compare its used price to other used prices by going to an online auction and either searching for the same or a similar guitar.
- Check the overall condition of the wood for cracks, scratches, splits, dents, chips, etc.
- Also check the lacquer finish for cracks and splits.
- Check the neck/fret board for warping and twisting. You can do this by holding the guitar flat on its back, with the sound hole facing upward. Bring the guitar up to eye-level, with the neck running away from you and the edge of the body almost touching your face. Let your eyesight skim across the front of the body and down the fret board. You should be able to see if the neck is twisted or bowing.
- Tune the guitar, or have the seller tune it for you.
- If you know how to play about five or six chords then play them. If you don’t know how to play, ask the seller to play them for you. This check ensures that the neck of the guitar is not warped, even though you couldn’t physically see it. If the neck is warped, and the guitar is properly tuned, then some of the chords will sound good, but others will sound as though the guitar is not tuned. If this happens, check the tuning again. If it persists, then don’t buy the guitar.
- Check the bridge of the guitar. If it’s made out of wood or plastic, make sure it’s not cracked or splitting. The bridge needs to be rock-solid, as a lot of pressure is exerted on the bridge by the strings.
- Check the tuning heads. Do they turn easily, or are they very stiff and hard to turn. Even with the high tension of the strings, a quality guitar will have tuning heads that are fairly easy to turn.
- Check the ‘action’ of the guitar. Are the strings a fair distance from the fret board? Are they easy or hard to press down at various points on the fret board?
- If you are buying the guitar for yourself, and you know how to play, even if you’re a beginner, then play the guitar.
- How does it feel?
- Is it easy or hard to play?
- Can you fit your hand around the neck/fret board comfortably to play chords?
- Is the guitar a comfortable size and shape for your body? Is it easy to hold?
- If you plan to play standing up, ask for a guitar strap.
- Do you like the sound, the color, etc?
- If you don’t play, have someone else play it for you so that you can judge what it sounds like.
WHERE TO BUY
Buying a guitar from a physical retail music store allows you to ‘test drive’ the guitar and ask more questions up front. Buying online or from a catalog may bring you more cash savings.
No matter where you buy your guitar, if you know what to look for, and spend a little extra effort in your search for that ‘perfect’ guitar, not only will your fingers thank you, but also your ears, and all those who will come to join you around the campfire, or even go to see you in concert. Who knows?
A Good Music Tutor Will Never Go Hungy!
If you are a musician, and interested in teaching, then you will never go hungry! There is always a want for tutors - people will always want to learn music and need the guidance of someone else... you!
Ask one hundred random people, and chances are that the large majority will have an interest in singing, or playing some sort of musical instrument. Whether they enjoy singing, or playing, once you ask a little deeper you'll find that a large percentage of this number have at some stage sought the guidance of a tutor.
While the music industry booms, so will the need for tutors. Some people will always aspire to recreate the sounds that they love to hear, others enjoy the relaxation that playing can bring, and some even aim to write their own number one hit. Tutors will always be needed to help get wannabe musicians rocking.
There's another reason why savvy tutors will always find employment and a comfortable income. They know that the process of learning a musical instrument helps a growing child realise a few of life's lessons - practice really does make perfect, and like the date of a recital, a deadline always needs to be planed towards and constant action taken to completing the assignment well, and on time.
Mindful parents are also aware of this, and if they're not, they probably soon will be as the wise tutor advises about the positive benefits of learning the discipline to work at something. The instrument may be slightly irrelevant in the long run, but the lessons learned are completely transferable.
It is possible to earn a good living from doing something as enjoyable as teaching. And you'll find various articles and tips on achieving the best of this career at my website http://www.teachmusicandearn.co.uk/ Visit now, and you can receive a free eBook giving advise to those thinking about starting out in this rewarding profession.
Ask one hundred random people, and chances are that the large majority will have an interest in singing, or playing some sort of musical instrument. Whether they enjoy singing, or playing, once you ask a little deeper you'll find that a large percentage of this number have at some stage sought the guidance of a tutor.
While the music industry booms, so will the need for tutors. Some people will always aspire to recreate the sounds that they love to hear, others enjoy the relaxation that playing can bring, and some even aim to write their own number one hit. Tutors will always be needed to help get wannabe musicians rocking.
There's another reason why savvy tutors will always find employment and a comfortable income. They know that the process of learning a musical instrument helps a growing child realise a few of life's lessons - practice really does make perfect, and like the date of a recital, a deadline always needs to be planed towards and constant action taken to completing the assignment well, and on time.
Mindful parents are also aware of this, and if they're not, they probably soon will be as the wise tutor advises about the positive benefits of learning the discipline to work at something. The instrument may be slightly irrelevant in the long run, but the lessons learned are completely transferable.
It is possible to earn a good living from doing something as enjoyable as teaching. And you'll find various articles and tips on achieving the best of this career at my website http://www.teachmusicandearn.co.uk/ Visit now, and you can receive a free eBook giving advise to those thinking about starting out in this rewarding profession.
7 Tips for Effective Musical Practice
The quality of your practice is much more important than the quantity. The old saying "practice makes perfect" is only true if the practice itself is perfect. Here are 7 tips to help make your practice more effective and efficient.
Practice motions slowly
The muscular memory of our bodies allows us to physically carry out patterns of motion with little or no conscious involvement. Examples of muscular memory include walking, riding a bicycle, typing, and of course playing a musical instrument.
In order to develop this memory, the muscles require training in the form of repeated conscious guidance from the mind. First the mind must learn the pattern. Then the mind must "teach" the pattern to the muscles.
The mind initially must control all the motions of the muscles. The more controlled and precise the motions, the more quickly the muscles will develop muscle memory.
Slow practice also allows the mind to teach "antagonistic muscles" to relax. Antagonistic muscles are those that move in opposite directions. By relaxing antagonistic muscles you can reduce tension and facilitate faster and easier performance and avoid potential injury.
Practice in small cells
A "practice cell" is simply a finite series of motions. Musical cells can correspond to anything from a few notes to an entire work. When practicing, it is important to practice small cells of just a few notes. Practicing small cells limits the amount of information the muscles have to learn at one time. It also facilitates the mind's focus and concentration.
Link the end of one cell to the beginning of the next
To help the muscles develop a sense of continuum throughout the piece of music, the last motion in a cell should be the first motion of the following cell.
Practice each cell in bursts
Once the muscles have learned a pattern, they will be capable of executing it without conscious control. Initiate the pattern through a conscious command and allow the muscles to execute it in a burst.
Don't practice mistakes
For every repetition required to learn a pattern of motion, it takes 7 times the number of repetitions to change the pattern. If in the course of your practice you make an error, stop. Review in your mind the pattern. And further reduce the speed of your motions.
Pause between repetitions
When dealing with repetitive activities, the mind is better able to focus when the repetitions are broken up by short pauses. After two or three repetitions, pause for about 30 seconds to regain focus.
Take frequent breaks and don't "over-practice"
B.F. Skinner and other experts have found that the mind's ability to learn drops significantly after prolonged intense concentration. Research shows that studying too long (i.e. more than four hours) can deplete chemicals in the brain necessary for learning. Therefore, it is best to take frequent breaks (a 5 minute break about every 20-25 minutes) and practice no more than 4 hours consecutively.
By applying these techniques, you can dramatically improve the quality of your practice. You'll be able to use your time more efficiently and increase the effectiveness of your practice.
Practice motions slowly
The muscular memory of our bodies allows us to physically carry out patterns of motion with little or no conscious involvement. Examples of muscular memory include walking, riding a bicycle, typing, and of course playing a musical instrument.
In order to develop this memory, the muscles require training in the form of repeated conscious guidance from the mind. First the mind must learn the pattern. Then the mind must "teach" the pattern to the muscles.
The mind initially must control all the motions of the muscles. The more controlled and precise the motions, the more quickly the muscles will develop muscle memory.
Slow practice also allows the mind to teach "antagonistic muscles" to relax. Antagonistic muscles are those that move in opposite directions. By relaxing antagonistic muscles you can reduce tension and facilitate faster and easier performance and avoid potential injury.
Practice in small cells
A "practice cell" is simply a finite series of motions. Musical cells can correspond to anything from a few notes to an entire work. When practicing, it is important to practice small cells of just a few notes. Practicing small cells limits the amount of information the muscles have to learn at one time. It also facilitates the mind's focus and concentration.
Link the end of one cell to the beginning of the next
To help the muscles develop a sense of continuum throughout the piece of music, the last motion in a cell should be the first motion of the following cell.
Practice each cell in bursts
Once the muscles have learned a pattern, they will be capable of executing it without conscious control. Initiate the pattern through a conscious command and allow the muscles to execute it in a burst.
Don't practice mistakes
For every repetition required to learn a pattern of motion, it takes 7 times the number of repetitions to change the pattern. If in the course of your practice you make an error, stop. Review in your mind the pattern. And further reduce the speed of your motions.
Pause between repetitions
When dealing with repetitive activities, the mind is better able to focus when the repetitions are broken up by short pauses. After two or three repetitions, pause for about 30 seconds to regain focus.
Take frequent breaks and don't "over-practice"
B.F. Skinner and other experts have found that the mind's ability to learn drops significantly after prolonged intense concentration. Research shows that studying too long (i.e. more than four hours) can deplete chemicals in the brain necessary for learning. Therefore, it is best to take frequent breaks (a 5 minute break about every 20-25 minutes) and practice no more than 4 hours consecutively.
By applying these techniques, you can dramatically improve the quality of your practice. You'll be able to use your time more efficiently and increase the effectiveness of your practice.
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