Understanding how we respond emotionally to the delivery of change or bad news at an annual conference could dramatically affect the future of a business, according to cognitive psychologist and business neuroscientist Dr Lynda Shaw.
As the largest single gathering of a business’ workforce, key influencers, partners, customers and community, annual conferences are vital for building a loyal and cohesive team, helping solidify strong partnerships and revealing the future plan for the business. Discussing what has been accomplished in the last year and how we intend to move forward on the regional, national and global stage are two very positive ways to start an annual conference but what if the news is not positive or we are unable to connect with our audience? According to Shaw, not tapping into emotional response may mean that businesses at worst creates serious discontent and at best misses a huge opportunity.
“How people respond emotionally to new information, people or situations will affect how they perceive the meaning and intention of what is presented. For instance, we automatically classify an event as positive or negative, in other words is this a threat or is there a possibility of reward? At the same time, we are automatically accessing emotion knowledge from past experiences. These three automatic systems in the brain determine our emotional response which can lead to misunderstanding the messages if delivered badly.”
Shaw argues many business leaders use the annual conference as a platform to launch something, but when there is bad news the emotion behind each message needs to be considered so business leaders can change the mood from setback to comeback and use emotion to develop empathy.
“A good CEO and board of directors will know their customers and workforce inside out and be able to deliver information good or bad with humility, sincerity and without jargon. Planning or delivering well will affect the conference objectives positively. Even just introducing change can make people feel anxious, angry or sceptical. But if you deliver the information well it can make all the difference.”
“Imagine a CFO with power point slides crammed with spreadsheets of financial information in the tiniest font. The message is not good and the CFO is dreading giving the presentation. He decides to put in as much information as possible so as not to get caught out in a Q&A. His shoulders are slumped and he talks quickly so that it is over and done with as soon as possible. Now imagine that same CFO who presents slides with just a few key numbers. He is upright and paces his delivery well. Although he talks about the challenges at the moment, he manages to be appropriately humorous with hope for the future and a plan on how things will improve. With an additional message of how the delegates can support the projected upward trend. Which speech would motivate the audience to stay with the company and pull together as a team?”
But Shaw warns we need to beware however, of subliminal messages. “It’s not just about slides and body language. In order to deliver negative messages well, people often need coaching on how they are coming across. What subtle signals are they displaying that others will pick up way below their own conscious awareness, they just have a ‘feeling’ that they can’t explain. Awareness is key.”
Shaw argues one of the best ways to use an annual conference is to find out at grassroots level the needs and goals of the people in the room. “Business leaders need to ensure they are not speaking at their audience but to their audience, but are also enabling as many as possible to contribute to success of the conference by being heard. Our self-esteem and overall mood is bolstered if someone believes they are actually being listened to and we become more receptive to change. As an example I have created a slot called Director Spotlight where I act as a host interviewer of the CEO or Director at a trade event or annual conference. By directing audience questions to the business leader, he or she can address key issues, future business plans and show how valued the workforce and clients are. The aim is to galvanise the audience, create a positive buzz and energy, help move the company forward - with much room for laughter too!”
TOP TIPS FOR USING EMOTION FOR A SUCCESSFUL ANNUAL CONFERENCE
1) KEEP FOCUSED – Many annual conferences lose their focus because matters morph as we start organising. Simplify the purpose to create confidence, and ensure clarity and patience.
2) BE OPEN –Find out what employees and your partners think of you and the business. Don’t just talk, listen. Give people permission to talk about themselves. Set up gripes, praise and ideas boxes for which respondents can write anonymously or leaving their contact details. Generate feelings of trust and appreciation.
3) CREATE ENERGY – An energetic, rich landscape enables positivity and happiness. Think about what will positively energise your audience.
4) BUILD TEAM MORALE - Ensure the annual conference brings people together in the company and the industry. Bolstering motivation and building team morale enables true engagement. If the team is left deflated after a conference, it doesn’t bode well for the rest of the year. Even if you have announced a setback, deliver hope.
5) BE A SHARER - Use an annual conference as a networking opportunity with breakout sessions to create opportunities for all to meet new colleagues and form alliances. Sharing insights creates loyalty and trust.
www.drlyndashaw.com
