Is a Webinar the Right Tool?

Square Peg in a Round HoleI really do love using webinars in my business. But even I admit that webinars are just one of the tools of electronic communication in modern business life, and sometimes one of the other tools might be more appropriate for your purpose.

To understand where they fit with other electronic communication tools, consider these two criteria for grouping these tools:

  • Interaction: How much do the participants get to contribute in the conversation? The level of interaction increases as the number of participants grows, and they have increasing ability to contribute. Books, for example, have low interaction (it’s all one way, from the author to the reader); presentations have medium interaction; and discussion groups have high interaction.
  • Bandwidth: How many different “channels” are used in the communication? The more senses you engage, the higher the bandwidth because we pick up different communication cues. Books have low bandwidth (just reading words and looking at pictures); telephone calls have medium bandwidth (audio); video has high bandwidth (audio and video).

On the interactive scale, a webinar is fairly interactive, but still has one presenter (you) controlling the environment. On the other scale (bandwidth), a webinar is very high. It’s not just written or audio material; it also includes visuals (which don’t have to be video, but are still visual).

Let’s briefly compare the pros and cons of a webinar with similar communication techniques.

Video calls

Video telephone calls – using technology such as Skype – are becoming more common now, for the same reason webinars are becoming more common (faster broadband and better software). However, unlike a webinar, a simple two-way video conference call isn’t usually a presentation; it’s more likely to be an equal conversation.

Telephone call

The humble telephone call is still one of the most important business communication tools. I won’t say much more about it here, because I’m sure you’re familiar with telephone calls!

Teleseminar

A teleseminar, like a webinar, also involves one presenter and a group of participants, but it doesn’t have the visual component of a webinar. Just a few years ago, teleseminars were far more popular than webinars. But now, as Internet access gets faster and webinar technology improves rapidly, the gap is narrowing.

Video conference

Video conference calls are the group version of the one-to-one video call. Unlike a webinar, where one person (the presenter) does most of the talking, everybody participates equally in the conversation. In other words, it’s a meeting rather than a presentation. Leading this call means chairing a meeting, and the skills required are very different from those for webinars.

Conference call

This is similar to the video conference call, except it has no visuals. These types of conference calls are very popular in many business environments, because they are easy to schedule and operate.

Like video conference calls, these are usually used for meetings rather than presentations.

What’s right for you?

It depends on your needs! Although webinars are very powerful, and often include some of the features of the less sophisticated services, sometimes those other services might be better for your particular situation.

Audience First!

HeadsetSome presentation skills coaches say that you should speak about something you’re passionate about. As important as it is to speak from your own passion, it’s far more important to speak about something that matches the audience’s passion.

Before you even think about designing your webinar, discover your audience’s passion:

  • What makes them tick?
  • What keeps them awake at night?
  • What are their wildest dreams?
  • What are their biggest fears?

Then use that as the basis for your presentation.

This doesn’t mean you bend like a reed in the wind to cater to every audience’s whim. You might be presenting the same core message each time, but you tailor it to ensure you engage each audience.

For example, if you’re passionate about saving the rain forests, how would you present that message to a group of fellow environmentalists? What about to a mining consortium? What about to a group of politicians? How about presenting it to a class of high school students? Primary school students? Your fellow workers? You can’t just present the same message to everybody – no matter how passionate you are about it!

One of the advantages of webinars is that you can deliver them at low cost and to small audiences. So it is easy to deliver the same webinar over and over again, with minor changes for each audience.

If you know their questions, issues, challenges, problems and concerns before you start, you’ve got a much better chance of addressing them in your webinar. This doesn’t mean you’ll tell them what they want to hear. Rather, it means you know their viewpoint before you start.

Apart from simply being more engaging (which is important in itself!), understanding your audience has other benefits:

  • You can structure your presentation to address their most important concerns;
  • You can be ready for a hostile audience, and for presenting sensitive or controversial material;
  • You know their main questions ahead of time, so you won’t be caught by surprise with difficult questions;
  • If you’re not planning to address some of their concerns, you can set the agenda so they know the scope of your presentation;
  • They know you’ve taken the time to understand them (As the saying goes, “They don’t care how much you know until they know how much you care”);
  • Because they have participated in the preparation, they feel a stronger commitment to the presentation;
  • Even if they haven’t met you, they “know” you before you begin your presentation.

The other big advantage of this approach for webinars is that presenting a webinar can be an unnerving experience the first few times you do it. It can feel like you’re speaking to an empty room! But if you’ve asked your audience beforehand about their needs and objectives, you’ll give yourself a psychological head start because you’ll “feel” like you’re among friends.

More help with asking your market

I realise this might seem a bit theoretical to you, especially if you’re not quite sure who specifically would be interested in your webinars. In fact, finding the right market can be half the battle won.

I’ve created an e-book/MP3 program “Find Your Market”, which helps you identify and target key markets in your area of expertise.

If you’re a member of the eGurus Community, you can get this in the Market Research section of the eGurus Vault.

If you’re not a member, you could buy the program here for $67. But I reckon you should seriously consider joining the eGurus Community instead. For $55 a month, you get access to this and all of my other webinar recordings, as well as a heap of other useful resources for your business. Find out more at eGurus.info.

The Internet Has Changed The Way We Buy … Everything

Cash And SmileThe Internet has changed the entire buying process – and it affects you, even if you don’t sell anything online. Barry Trailer and Jim Dickie, writing in the Harvard Business Review, put it this way:

“Buyers have always had a buy cycle, starting at the point they perceive a need. Sellers have always had a sales cycle, starting at the point they spot a prospect. It used to be that these were in sync … [but] now, the buy cycle is often well under way before the seller is even aware there is a cycle.”

They wrote this in 2006, but still too many business owners haven’t changed the way they work!

Buyers still deal with sellers, but in a different way.

In the past, when they wanted to buy something important – whether it was insurance, real estate or their next car – they would start by talking to a professional, preferably somebody they already knew, liked and trusted. Although they might not be ready to buy immediately, this adviser (read: salesperson) would take them on a journey, guiding them to the right buying decision.

That’s no longer the case. Now, when they want something, they turn first to Google. And then perhaps they will ask their Facebook and LinkedIn friends. Or send a tweet to their followers. Or be guided by an e-mail newsletter or blog they read recently. At the end of this process, they might still choose to talk to a supplier, but now the interaction is very different. If information is power, the customer now has all the power.

Here’s an example …

For example, if you’re a car dealer, the customer who walks into your showroom is no longer relying on you to provide most of the information. Rather, she has already chosen the make and model; she has checked the Redbook.com.au Web site to determine her maximum buying price and the trade-in price for her old car; she has asked her friends for recommendations and advice; and she has arranged finance with an on-line finance company. She’s entering this negotiation holding all the cards.

Of course, that’s assuming she has chosen you! After doing all her research, she might have chosen somebody else instead – even if she was a past customer of yours. Alternatively, she might not have excluded you, but you might be just one of many dealers she is investigating.

So what can you do to cope?

You might wish for the good old days, when customers would contact you as the first step of the buying process. Of course, there’s no way to turn back the clock. However, the solution is the same in principle: Get involved earlier in the buying process.

That’s easier said than done, because you don’t know exactly when the buying process started. So the only way to be there is to always be there.

Be there in your prospective customer’s life, always delivering value and always demonstrating you’re the right person to call when they are ready to buy.

Book Review: Succeed: How We Can Reach Our Goals, by Heidi Grant Halvorson

This book gives you the science behind goal setting. It’s not just another goal-setting process. Instead, Halvorson explains how different types of goals need different methods to achieve them, and goes on to describe the best methods for each of your goals.

This is a crucial difference between this and many (most?) other goal-setting processes. Most other processes prescribe a single formula – such as setting “SMART” goals. But Halvorson argues here that that’s a flawed approach, because there’s no one-size-fits-all formula.

For example, she makes a distinction between “be good” goals (those based on achieving a certain outcome) and “getting better” goals (those based on growth and improvement). Just being aware of this distinction alone is useful, but she then goes on to suggest when it’s better to set one type or the other (I’ll let you read the book to find out!)

The best part of this book is that it’s strongly evidence-based, with Halvorson citing research in social psychology throughout the book. This makes it different from the vast majority of goal-setting and achievement books, which are usually just based on whatever the author thinks is a good idea. That doesn’t make those books wrong, of course; it’s just nice to see a process with a solid scientific foundation.

Despite my glowing comments here about the book, this is not the first book I would recommend for your goal setting. For that purpose, I recommend “Nine Things Successful People Do Differently”, by the same author. That is a smaller, more succinct, version of this book, and is more useful if you just want a simple goal-setting process. But if you’re interested in some of the psychology behind goal setting and motivation, “Succeed” is one of the best books on the subject.

Buy the book from Amazon.com.

TED-O-Matic: How to Create Your Own TED Talk

I’m a big fan of TED.com, but I know it has its critics as well. Vanity Fair’s Bruce Feirstein has a very humorous take on how to create a TED talk. Click the picture to see the full infographic:

Get Their Consent!

OKRecently I’ve been getting a number of questions from clients asking when it’s OK to add somebody to their mailing list. I’ve also been getting a number of (annoying) people who assume it’s OK to add me to their database without asking (and risking fines of up to $1.1 million a day).

But it does raise the legitimate question of what’s allowed and what’s not … Of course, you want to maximise your chances of reaching people, but you also don’t want to cross the line.

One of the simplest rules to follow is: If you don’t have their consent, don’t do it. Although that will keep you safe, it’s sometimes too conservative; and there are times when you can be more flexible.

The type of consent you have from people in your network can be grouped into four categories, from weakest to strongest:

  1. Assumed: You assume they are willing to hear from you, unless they complain
  2. Allowed: They have implicitly given their consent due to their past dealings with you
  3. Agreed: They have explicitly given you their consent to interact in certain ways
  4. Approved: You have such a strong relationship that you have their permission to contact them about anything

Let’s look at each in turn …

Assumed consent

The rule for assuming consent is simple: Don’t!

Don’t put them on your mailing list without their permission. Don’t send text messages to their phone without permission. Don’t sic telemarketers on them without their permission. In some places, this is illegal and could incur heavy fines. Even if it’s not illegal, most reputable ISPs (Internet service providers) forbid you from doing it, and will cancel your account if somebody complains.

Most of all, though, it’s bad business practice.

This might seem obvious, and yet it’s surprising how often business owners knowingly violate this practice. Don’t think you get a free pass just because you give people the option to “opt out” from future contact. They have to opt in instead.

Allowed consent

The next level of consent is also implicit, but this time it’s legitimate, because the customer has allowed it because of your existing relationship.

For example, it’s reasonable to keep in touch with past customers about a product or service they purchased, If you maintain a respectful attitude and primarily send valuable information that helps them, you can include an occasional advertisement as well.

Even with allowed consent, don’t assume you will always have it. Give them a way to opt out of future contact, and possibly give them the chance to choose exactly what they would like to receive.

Agreed consent

The third level of consent – and the one that’s probably the most familiar – is agreed consent, where the person explicitly asks to receive information from you. This is most common with e-mail marketing, but it also applies to people who connect with you in other ways – for example, by becoming your friend on Facebook, connecting with you on LinkedIn, or following you on Twitter.

The key to communicating with people who give agreed consent is to ensure you know exactly what they have agreed to, and limit your communication to that type of message. For instance, LinkedIn is a business networking site, intended primarily for professionals to connect with and help each other. When somebody connects with you on LinkedIn, they are usually not agreeing to receive marketing messages from you.

Approved consent

The last form of consent is where you have such a strong relationship that you know they will approve of you contacting them – even if they haven’t explicitly asked for it. In fact, they will be disappointed if you don’t get in touch.

This is not the same as assumed consent (which I have already warned against). In both cases, you’re contacting somebody without their explicit approval; but now you’re doing it after you have established a strong relationship.

In a business context, approved consent usually happens when you’re dealing with the closest people in your tribe – your best customers, your biggest suppliers, your closest colleagues, your most successful affiliates, or your joint venture partners.

There are no specific rules for dealing with approved consent, except to always respect the other party. Don’t do something that is obviously going to upset them; and if you do inadvertently upset them, apologise immediately and make it right.

Book Review: Presentation Skills For Introverts, by Rob Dix

This book is an introduction to presentation skills, so it’s useful for non-presenters and novice presenters. Although the title says it’s aimed at introverts, in fact it’s useful for anybody who wants to get started with public speaking.

This is a short book – one you can easily read in one sitting – which makes it a good overview for putting together a speech or presentation. But, despite its brevity, it still contains valuable information if you’re new to public speaking. For example, in the section about preparing your presentation, Dix quotes from the book “Made To Stick”, by Chip and Dan Heath, and lists the six principles they recommend for making an idea memorable.

If you’re already a confident public speaker, you probably won’t need this book. But if you’re just getting started, it’s a good starting point.

Buy the book from Amazon.com.

How to Rant and Still Get Your Message Across


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