Speaking in Public Sessions

What pertains to public speaking, in general, would seem to be appropriate for public meetings, hearings, and other special venues. You need to know the audience and its expectations; have a specific purpose and a clear message to communicate; and have a well-prepared, logically structured, and well-rehearsed presentation, etc.

At the same time, if you’re addressing a hearing, giving testimony, or speaking to the leaders of a large organization, you must be conscious of any rules, regulations, traditions, or established protocols governing that specific forum, occasion, or organization. For example, if you’re testifying before a city council or legislative body, what restrictions do they have on the length of presentation, manner of addressing the body, number, and level of presenters, how to handle questions, type of audiovisuals that can be used, and what materials should be distributed before or after the presentation and to whom, etc.?

If you’re addressing an international audience, will translators be available? What’s the preferred language to use? If materials need to be distributed ahead of time, what’s the lead time necessary to get them translated and shipped? What’s the technology that’s available for audiovisuals? What’s expected of presenters—to use slides or not; multiple presenters versus a single presenter; questions to be asked during the presentation or held until a specified Q&A period?

Finally, preparing a few PowerPoint slides and “winging it” just doesn’t work when it comes to public meetings or hearings. You need to be prepared.

Before you appear:

The best way to understand what goes on in a public hearing is to attend one. If you’re going to address the city council, attend a meeting. Get a feel for the setting and the atmosphere as well as the people and the protocol. If you’re addressing a stockholders’ meeting or board of directors meeting, try to get a tape or a transcript of a past one to get a feel for the players as well as the issues. If you’re addressing the federal government, take a look at C-Span. Watch a hearing on a subject that approximates your situation. Talk to people who’ve been there before.

Know everything you can about what you’re getting into before you get there.

As soon as possible, communicate with the people who will be conducting the meeting so that you know first-hand what’s expected of you. Ask what the agenda is and where you are on it. Find out who else will be speaking. In short, know everything you can about what you’re getting into before you get there.

At the meeting or hearing:

From the time you enter the room until the time you leave, you’re “on camera”, so to speak. So, be mindful of your appearance and your body language. At all times, you want to be seen as professional, interested, and respectful. Perhaps, the best way to describe your status is as a guest who respects his or her host.

In most government meetings, the chairperson will make opening remarks. Depending on the situation, these can range from damning indictments to favorable testimonials. Regardless of what’s said, you’ve got to listen carefully (to correct anything that might be wrong when it is your time to talk), be seen as attentive and respectful, and in control of your emotions.

Depending on the forum, you may or may not be introduced by the person running the meeting. In any event, you have to be prepared to introduce yourself and highlight those aspects of your background that will reinforce your credentials to speak about the issue.

Use your statement as an opportunity to answer the questions you know or assume to be on people’s minds.

When given the opportunity to speak, thank the chairperson/leader for the chance to appear, then introduce your topic and get into your remarks. Stick to the script. And stick to any imposed time limit. Use your statement as an opportunity to answer the questions you know or assume to be on people’s minds. At the end of your statement, summarize your main point, thank the leadership for letting you speak, and welcome their questions.

If you want to see a fairly decent job of giving testimony and answering questions in some very trying circumstances, take a look at former AIG CEO Edward Liddy’s appearance before a House of Representatives sub-committee on March 18, 2009 on C-Span.

Despite the contentiousness of the issue (million-dollar bonuses paid to AIG employees after the firm received $182 billion in taxpayers’ money), AIG’s CEO does a reasonable job of accepting responsibility, explaining the issue in plain language, while trying to find common ground with the elected officials and being responsive to their constituents’ concerns.

Summary

While every hearing or meeting is different and needs to be prepared for appropriately, some general guidelines can be followed:

• Know the organization, its people, its culture, and its protocols or rules.
• Know your material—anticipate the concerns surrounding the issue and prepare your presentation to address them.
• Prepare and rehearse answers to the toughest questions.
• Treat the organization’s leader or chairperson as well as the audience with respect.
• Remain professional and respectful regardless of what’s said.
• Try to find common ground, areas where you and the convening organization’s values and goals overlap.
• Put yourself in the position of the people affected by the situation and try to speak from that perspective.
• Accept responsibility and act responsibly
• Remember, it’s often the impression you make more than the words that you use that will determine the outcome of your presentation and that your audience is generally far larger than just the important people in the room.