Measuring success


Speeches drive action and actions drive the bottom line. The tough part is finding yardsticks that measure both.

The case for questionnaires

At their most basic, questionnaires answer two needs: first, they establish how well a speech's key messages have been communicated; and second, they indicate how those messages may move listener behaviors.

Just remember to hand out the questionnaires AFTER the presentation. Otherwise your speech will face the added competition of shuffling papers and a roomful of readers.

Guerrilla surveys

Instead of questionnaires, one of my clients uses a technique they call the guerrilla survey. On the day following a major event they have interviewers call people known to have attended. The interview only takes a few minutes and is anonymous.

This is an ingenious way to target key attendees and to get more focused and reflective feedback.

Continuous improvement

Once survey data is compiled, the results should go to every member of the team: speaker, writer, support staff. And the quicker the better.

One proviso: there's no place in this exercise for ego. If the speech crashed and burned, everybody knows. Recognize failure for what it is—an investment in continuous learning.

There's a famous story about IBM founder Thomas Watson.

One of Watson's VPs took the initiative in developing a risky new product. The venture ended in a spectacular $10 million failure.

The exec was called into Watson's office. Sure he was about to be sacked, the VP blurted out, "I guess you want my resignation."

Watson replied: "You must be joking. We've just spent $10 million educating you."

Just don't let it happen twice.

Speaker’s Notebook: A Guide to Savvy Speechwriting