Dirk Schroeder

The most important way to build confidence before a speech is to KNOW YOUR AUDIENCE! Whenever I am asked to give a talk at a conference or major forum, I always asked the organizers, or reflect for myself - "who will be in the audience?"; "why will they be there?"; "why are they taking their time and making the effort to listen?". And secondly, I use what I call the "going down hall" rule. When two people in the audience leave my speech, and one asks the other, "what did you think of that talk?"; "what's the one thing you took from that talk?", I want to have presented the information at a level of depth that is valuable, but in way that is simple for someone to tell their friends about it. Try it! This works.

Most people, entrepreneurs, vendors, and even consultants, don't spend enough time, energy and focus on Identifying the Problem. Going deep on the Problem and understanding it, not just from a business or technical perspective, but also from an administrative and financial perspective (e.g. who will pay to make this problem go away and what budget line item is that) are crucial. In addition, diving deep on the problem forces your counterparts or colleagues to reflect themselves on the problem: why it has occurred and its underlying causes. It also forces conversation that is free from forcing a preconceived solution. I find that frameworks can be helpful, but also can come across as too "theoretical" or academic.

This first point. “Know your client” is by far the most important. But it is much more than what they say are they are still stated goals for hiring a consultant. It is critical to understand which department or authority is pushing for this project, how the money flows, whether there are potential executives that could cancel, or influence the project. Before going into even the first meeting, I spend lots of time on LinkedIn, and the companies website really understanding the company’s culture, strategic plans and business. Listen and learn first, and only then propose.

It’s critically important, not to get fixated on your initial innovation and solution. Stay focused on the problem at hand. If what you think would work doesn’t work, don’t be proud, pivot, and listen to the feedback and market.

I absolutely agree that adding value to her relationship Before Asking for anything is key. I get a couple a LinkedIn messages every day from people trying to sell me something or make money from me in someway or another - as their first contact! I reject each and everyone of these immediately. On the other hand, I get one or two LinkedIn invites per week of people offering me something of value that is non-salesy, and is in line with my own field of interest. I almost always respond positively to those. To be clear, I am happy to do business with people I’ve met through LinkedIn, but not on the first or second contact. I need to get to know them and trust them first. Be genuine, and giving in your communications - It will work wonders.

In building an entrepreneurial venture, like building a strong, personal relationship, trust is everything. When I am advising companies, I often find myself saying, “in the spirit of complete transparency…” Being above board, without any hidden agendas or ulterior motives is a key to establish and keep business relationships. The person on the other side of the phone, zoom call, or table is just a person - working to do their best with their own concerns and goals. Understanding and serving the other persons objectives and desired outcomes out of the business relationship is absolutely the best way arrive at the place of success and a long-term, mutually beneficial relationship.