Speaking Under Pressure

Speaking Under Pressure:
How to maintain your cool when the pressure is on
www.executivespeaking.com.au
About the author

As founder and director of Executive Speaking, Darren Fleming has spent the last 10 years transforming business leaders into highly effective speakers. Using his own distinct and unique speaking system he has trained thousands of business leaders right across Australia. These students have gone on to deliver tens of thousands of presentations right around the world leaving no doubt that Darrens Executive Speaking system works. Darrens students include some of Australias most powerful CEOs from some of Australias most innovative and influential organisations, to managers and staff that have all wanted the same thing to transform their nervousness and uncertainty into confidence and control when they speak. Darrens process takes his students from nervous and boring to confident and interesting, from dull and lifeless to captivating and inspiring. In the process their nervousness vanishes and they take control of the stage. Not only a successful and proven teacher, Darren is also a master of speaking, having won numerous speaking competitions over the past decade including two time national champion for Impromptu Speaking. Darren has delivered over 500 presentations, been featured in respected and prominent media including the Sydney Morning Herald, BRW and Management Today. He knows what its like for his students hes been there and hes been able to help transform their speaking ability. He can do the same for you.
Contents
How Strong Leaders Stay Cool Under Fire ............4
Leadership Through a Crisis ................................ 8
Control the Message ......................................... 13
To Gain Control, Stop Talking .............................18
The Power of Body Language .............................23
How Strong Leaders Stay Strong Under Fire
ny business executive can run a company when times are flush and employees are happy. The true test of a strong leader is how they act in times of adversity. Questionable practices, inappropriate responses and failure to act can sink a companys reputation and stock price. No matter who or what is behind the problem, the burden to defend the company falls to the leader. In this precarious time, the leader must stand strong as the company becomes the target for accusations, questions and criticisms. Every word will be put under a microscope. However, the right outcome can be achieved with a solid, consistent message. Under questioning, a good leader uses simple, genuine answers that hold up to allegations and can be adapted for any audience. The leader knows it and believes it and has the courage to stick with it until the very end. To ensure the right message rises above all the noise, a strong leader follows these three steps.
Speaking Under Pressure
Respect the Questioner
Whether the questions come from an employee or a review board; as a good leader you should always respects the interrogator, remain patient and give the speaker undivided attention. Treat them as equals - Do not dismiss the questioner as if they are below you. Do not cower to them as if they are above you. Treat them as you expect to be treated, as an equal with courtesy and respect. Speak their language - Craft your speech patterns to keep from sounding pretentious. Modest language and a slower pace can be effective in coming across as humble and can even disarm an agitated questioner. Avoid slang and colloquialisms. Give them time - Dont rush the questioner as they will perceive your actions as being evasive. If youre caught in an impromptu meeting, schedule another time as soon as possible and promise to answer all their questions.
www.executivespeaking.com.au Mob +61 (0) 422 670 659 Darren Fleming 2013.
Robert Murdochs testimony in the News of the World phone hacking scandal provides a perfect example of how you can gain advantage by respecting your interrogators. Under hours of questioning from Parliament, he remained calm and courteous. Murdoch stuck to a simple message. He neither challenged his questioners, nor tried to confuse them. As a result, one of the most powerful media moguls in the world managed to come across humble to anyone watching on the TV.
Control Your Emotions
Any time a leader must defend their actions, or that of someone in their company, they are put under enormous pressure. All eyes are watching. A good leader becomes self-aware; taking the time to acknowledge how emotions their alter speech and body language. They learn to self-regulate so they dont act impulsively. Understand what pushes your buttons and learn how to control your reactions. Outward displays of anger, fear and frustration can be damaging to your credibility and divert attention away from the main message. Stay in control.
Think before you speak - Never blurt out an answer when you are under stress. You never want to risk saying something wrong because you are reacting to emotional triggers. Take a sip of water or simply pause to reflect on the question before you answer. Dont fall into a trap - Interviewers repeat questions to create frustration and try to force you to give contradictory responses. Be ready for it. Stick to the message. Never self medicate - Avoid using recreational drugs or alcohol prior to questioning. You may think it will help you relax, but the consequences can be enormous if you say something you didnt mean. Stay alert and in control.
Stand Your Ground
Under adversity, a leader will have to answer to multiple audiences: employees, co-workers, boards, auditors, investigators, reporters. Stay on message regardless of how many times you repeat yourself.
Use different phrases - Find multiple ways to say the same thing while staying on point. How would you answer the question if you were a 70 year old? How could you make your point as a question, statement or command? Thinking of your message in these different ways will help you develop new ways of sharing your point. Use different responses in different interviews to avoid appearing like you memorised a single statement. Practice - Few people can speak off the cuff eloquently. Practice your message out loud and do dry runs with a trusted co-worker to find the holes. Every good presenter does this. They even do it with witnesses in court cases! Look them in the eye - Nothing is more powerful than eye contact. Learn it, use it.
he worlds most powerful leaders have mastered these lessons to stay calm and confident under fire. They arent the only ones who use these tools. What about classic manipulators? They are excellent at convincing others that their message is valid and true. Cycling legend Lance Armstrong used these techniques to fool hundreds-of-millions of people for many many years. After years of cheating other athletes and lying to his
accusers, Armstrong finally admitted to using performance enhancing drugs. He came clean only after he was stripped of 7 Tour de France titles, received a lifetime ban, and was forced to step down from his foundation. He didnt break under interrogation. Armstrong controlled his confession like he controlled his lies; revealing only the truths he chose during an orchestrated interview with talk show host Oprah Winfrey. Up until the very end, Armstrong never wavered from his message. No matter who questioned him, no matter how many times they asked, no matter how they pushed his buttons - he always said the same thing. Critics described Armstrong as manipulative, controlling, hyper-aggressive, and having a huge ego. Those are the same terms used to describe some of the worlds top business executives men and women who are revered for their confidence and strength. They can handle any line of questioning without a flinch.
When you believe strongly in your message, when you believe it is right for your company and when you have the courage to stand your ground - you can withstand any questioning. In return, others will believe you and follow you as a great leader.
Leadership Through a Crisis
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very business executive will be tested at some time with a crisis. Whether its an internal problem that must be addressed with employees, or an external one that requires a press conference; crisis management is essential. The most important element in dealing with a crisis is to show strong leadership. To do so requires a firm grasp of the problem, a plan to solve it, and the confidence to lead the team to success. You dont have to have all the answers there and then, but you do have to be in control and seen to be in control. Here are the best ways to do this:
Make it clear you understand the problem Explain that you will continue to investigate all angles State that you have specific goals to emerge as a stronger organisation
A good leader doesnt need to explain the solution point-by-point or present a timeline. They do need to show they are in command of the situation. Strength and confidence go a long way to reassuring employees and stockholders.
Deliver the Right Message

Take the example of Australian Swimming President Barclay Nettlefold, who inherited a public crisis when he was elected to take over the organisation in October 2012. Cultural problems on the mens team had surfaced only a few months prior. Nettlefold knew he would eventually have to answer to allegations that the mens team participated in bullying, drug use, and schoolboy pranks at the Summer Olympics. Just four months after Nettlefold entered office, an independent review commissioned by Swimming Australia released a scathing report. The new president called a press conference, but he failed to convince the cameras he was a strong leader capable of pulling the organisation out of crisis. Heres where his presentation fell short:
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Read a statement instead of speaking openly to reporters Failed to hold eye contact by jerking between reporters and his notes Stumbled around when he tried to go off memory Tried to buy time to return to his notes by enunciating every syllable Broke any possible connection with the audience
Nettlefold relied so heavily on his statement that he failed to instil any confidence that he knew what he was talking about. Instead, he gave the impression that he was not across all the details before him. He was afraid to speak openly. He was afraid of saying the wrong thing. This is unfortunate because as a result, he gave no assurance to the media that he was in control of Swimming Australia. In his position as President, Nettlefold would have made several decisions in this matter and would have been involved in the process all the way. Unfortunately, it did not look as though he was. The CEO missed an important opportunity to show he was in control during this period and had the crisis under control. Why? The answer is simple, he failed to give himself the authority to speak as a leader.
A Clear Vision
In comparison, Australian swimmer Eamon Sullivan spoke at the same press conference with clarity and confidence. The senior swimmer was under fire and his reputation was on the line. Unlike Nettlefold, Sullivan owned his message. He acknowledged his lack of judgment as a team leader, apologised and took responsibility for the teams mistakes. Sullivan presented a clear vision that the audience could trust and support. His confession and remorse reflected his humility in the face of adversity. His calm, even tone gave the impression he was prepared to deal with the consequences. His belief in his position implied he would accept his punishment and move on to be a better person. Sullivan portrayed a leader who would not let this misstep be defeating.
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Speaking Under Pressure Chapter 2
From Crisis to Opportunity

As the leader of any organisation, no matter how large or how small, it is essential to communicate a unified message with poise and confidence. As weve seen so many times, strength in leadership can carry even the most wounded of companies to victory. The key to nailing any press conference is preparation:
Know the message
Calling a press conference invites the world to judge your knowledge of the subject, your confidence in your message, and the way you react under pressure. Keeping your composure is essential. Prepare by understanding the history and the extent of the problem; know all the angles, you do not want any surprise questions that will make you look unaware. Only then can you craft your message and determine how you will address possible solutions.
Practice your presentation repeatedly
Every seasoned leader knows the importance of hitting the right tone during a press conference. The cameras pick up everything, so it is essential that you use the right words and emphasis the right points. Practice out loud, repeatedly. Video record yourself to find areas that may raise questions or sound contradictory. Ask a trusted friend or co-worker for feedback on the content and delivery.
Use an outline
If you know what you plan to say and what order you want to say it in, you dont need a prepared statement. In fact, you should never have a fully written statement unless you are quoting someone else. Instead, create an outline using only key words to keep yourself on track. Include specific numbers and names if needed. This will keep your eyes looking forward instead of looking down while you search for your place in the script.
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Maintain good eye contact
Measured eye contact is essential when trying to show you are in command. Its easier when speaking to groups because you can look in a general direction and shift as needed. During Q&A, maintain eye contact throughout the reporters question and your answer. Only look away when you expand your answer to be more broad or to include additional points.
Answer questions
You should never be afraid to take questions, but you should be prepared to answer them properly and allow yourself to refuse to comment if needed. The key is staying in control, even if your answers dont reveal any new information. To further control Q&A, keep your statement vague and put a time limit on questions; this forces reporters to use the limited time to fill in the blanks of the who, what, where, when and why. For every good leader, crisis can lead to opportunity. It is a chance to eliminate weak players, identify group strengths, and build the company back stronger than ever. You can deliver these results when you can stand and speak as the leader your organisation with confidence and vision.
A press conference can be a well orchestrated event if you prepare properly. If you dont, it can turn into a feeding frenzy for reporters and a nightmare for your company as the focus turns to damage control.
Control the Message
15
dress, act and speak reflects not only upon their character, but on the values of their organisation. A CEO who goes on a drunken rampage during a conference damages their own reputation, as well as the reputation of the organisation. If the media gets a hold of the story, there can also be financial implications. Most high level executives learn early on how to keep themselves in check. But what about your companys sales representatives and mid-level managers? If they dont know the importance of maintaining a professional image, they could say the wrong thing to the wrong people and disgrace the organisation. Look at all the distractions at Prime Minister Julia Gillards office brought on by her partner, Tim Mathieson. At a January 2013 government event, Mathieson was acting as a Mens Health Ambassador when he spoke to the West Indian Cricket Team about the importance of prostate checks. He gave an impassioned speech, then capped it off with a tasteless joke that smacked of racism and sexism. The audience laughed. Gillard grimaced. And the media had a field day. Mathieson will always be under the microscope, but the rest of us can learn from his mistakes. Obviously, youll want to stay away from racist comments and avoid using jokes before they are road tested. But most missteps fall into a grey area. Here is a simple road map to knowing what is acceptable, so you can keep your message on point.
usiness leaders know the importance of a creating a positive public image. The way they
Three Options - One Answer

Every time you present information to a group, you have three choices. To share what you could say, what you should say or what you should not say. The right choice can be the difference between making the sale, or making the news.
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What you could say
What you could say is everything you know about the topic you are speaking on. Even if you have only a few years of experience in your field, it can still add up to lot of information for a single presentation.
Less experienced speakers dont hold back in hopes of impressing the audience with their vast knowledge. They believe it will make them look smarter and better than their competition. They start with a company history lesson, launch into all the services they offer and only then get to the point of the presentation. Unfortunately, many speakers try to cram all this information into 20 minutes. A speaker that says too much comes across as boring, unorganised and they usually run out of time. As for the audience, they get lost in the details, confused about the real message and really just want the presentation to end. Heres one clue that you said too much - no one asks any questions. Seasoned presenters know this is the best way to lose an audience. Avoid sharing everything you know and your audience will thank you for it.
What you should say
What you should say during an effective presentation is that you understand your audience and you believe you can help them. Say it simply and say it directly. You can communicate your services effectively by highlighting only the key points you want your audience to understand. Emphasise the bottom line in a way that your audience will remember. Then, wrap up your presentation with a call to action that is reasonable and beneficial to all. No one will remember your entire presentation, but if you can sell them on a few key highlights they will want to know more.
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Always leave time for individuals questions, but dont alienate the rest of the audience with long answers. If a question requires an in-depth response, answer it briefly and suggest further discussion after the presentation ends. Everyone will be grateful if you keep things moving. One more point, your audience will look upon you more favourably when you wrap up a meeting early; it shows you are respectful of their time. Plus, you give them the power to chose what is important for a follow up discussion.
What you should not say
Weve all been here at one point in our career; we say something we should not have and it blows up in our face. Then we spend days or even weeks trying to control the damage. This lapse in judgement usually happens when you decide to divert from the scripted presentation and ad lib a few comments. It is often towards the end of the presentation when you feel like you are doing well, the audience is receptive and the little voice in your head tells you to go for it. The little voice is dead wrong. Bad jokes, confessions and secrets spill out. Before you even realise what is happening, youre revealing tricks on how to pay less for your companys service. Youre explaining how office politics paved the way for your arch rivals promotion. Or worse yet, you find yourself doing impersonations of the boss. The only thing worse is that moment of clarity, when you realise what you have done. In a panic, many speakers attempt to reverse course and explain what they really meant was something entirely different. By then, everyone in the room realises the presentation has turned to damage control. The best thing you can do is simply stop talking.
Protect the Company

As a business executive, you know the risk of ad libbing during an important presentation. But your employees may not have made that mistake - yet. Until they learn the potential consequences, your employees are in danger of harming the company every time they meet with business clients.
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Tim Mathieson could benefit from learning the difference between what you could say, what you should say and what you should not say. His tasteless joke about Asian doctors may follow him for years; replayed with each new embarrassment to the Prime Ministers office. Judging by his behaviour so far, its a sure bet. Some of Mathiesons indiscretions could be avoided if he remembers that even though he is not a politician, he still represents a part of the Prime Ministers life; much in the same way that your employees represent your company. A poor reflection on the individual also reflects badly on the organisation. To protect your companys image, ensure that the people in your organisation are trained to manage the message. Awareness is the first step. If you suspect some of your employees dont understand the difference between what they could say, what they should say and what they should not say - its time to get them into training.
To Gain Control, Stop Talking
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very business leader experiences immense pressure when questioned about something that may not have gone as planned. They are grilled in front of the company board, dragged into human resources, questioned by investigative panels or interviewed by news reporters. Under intense scrutiny, it is imperative a good leader stays in control. That means thinking before speaking, delivering thoughtful answers, and only saying as much as needed - no more. Unfortunately, many new business executives inadvertently reveal more than they want. The reasons are plenty:
They speculate how much the interviewer knows They try to avoid giving a direct answer They try too hard to make a point They get nervous They want to please the interviewer They doubt the clarity of their own responses
Sometimes, it is several of these at once. But the number one reason most people reveal more than they want under questioning is much simpler:
They cant stop talking

Many people open their mouths and cant seem to find a place to stop. Its the reason so many criminals wind up confessing to police. And why so many politicians will eventually put their foot in their mouth. That is why a good business leader learns to give himself or herself permission to stop talking. It isnt a sign of defiance. It is a sign of control. Master these three steps during questioning and you will never say more than you intend.
1. Answer the question simply and directly, then stop 2. Look the interviewer in the eye and dont say a word until the next question 3. If asked for clarification, stick to a single point, then stop
If the person asking questions needs additional information, be assured they will let you know. Once you learn to control your answers, your stress will be minimised.
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The Pressure of Television

Perhaps one of the most stressful interviews a business executive may be required to participate in is on the television. It seems so easy. And everyone will be watching! But once you face the cold camera lens, the bright lights and a highly trained interviewer - even a poised leader can get overwhelmed. Once you let self-doubt creep in, its easy to talk yourself into a corner. This is the moment you will need to simply give yourself permission to stop talking. Take the 2012 interview with Olympic swimmer Tommaso DOrsogna following a disappointing Olympic Games. Despite high expectations, the Australian swim team earned only one gold medal. Rumours swirled about bullying, pranks, and prescription drugs. The media demanded answers. During the channel Ten interview, DOrsogna revealed much more about the antics of the swim team than he wanted. Not because he was eager to reveal the truth. But because he couldnt stop talking! Heres what he said when asked a simple yes or no question if the team was unified:
Admitted cohesion has deteriorated Believed the consequences were obvious Blamed lack of cohesion for the Olympic losses Accused teammates of being driven by personal glory
When pressed for names, DOrsogna initially refused. He knew he said too much. Instead of giving himself permission to stop, he tried to talk his way out and eventually gave out enough information that viewers could figure it out themselves.
Dont Think So Much

Why did DOrsogna keep answering questions that hadnt even been asked? He could have been nervous. Speaking into a camera can be disorienting because you dont see the interviewers face. You cant tell if they are confused, nodding in agreement, or opening their mouths to speak.
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Doubt can trigger a dangerous conversation in your head:
Have I made that point clear? Maybe I didnt make myself clear. Let me tell you a little more. Was that enough? Maybe I should say a little more.
The cycle repeats until the interviewer cuts you off or your brain finally screams at you to stop talking. It happens all the time, not just on television interviews. Thats because the person asking the questions is in control of the direction of the interview. It can be nerve-racking. But that doesnt mean you should give up control of your answers. Remember, you are never forced to say more than want. Unfortunately, many people simply feel compelled to keep talking.
Let Me Explain
A dangerous consequence to talking too much, is revealing too much. Once its out there, its difficult to take back. Some people try to circle around and explain what they really meant. The results can be devastating. By over-explaining you may inadvertently reveal secrets, allege wrong-doing or confess. There is no end to the damage you can do. You may even point out something that the interviewer missed the first time around. During the channel Ten interview, the reporter asked Tommaso DOrsogna if he saw any teammates use the banned sleep drug Stilnox. DOrsogna knew what he wanted to say, but fumbled around because he wasnt sure what he should say. Perhaps his brain was starting to understand the implications of his previous answers. DOrsogna essentially admitted to seeing teammates use Stilnox. At that point, he had already dug himself a big hole. Not that it mattered. After spending the entire interview giving detailed answers, a no comment seems suspicious.
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Secrets Revealed
To take control of any interview, give yourself permission to stop talking. It is a primary lesson taught in journalism schools around the globe. Good reporters know you dont learn anything by talking, you learn by listening. And they get good at it. Because they understand this one thing better than anyone else - they know that most people dont like silence and they will talk themselves into trouble. If you want to control the interview, control your answers: Answer a single point clearly and directly Stop talking and close your mouth, smile if appropriate Do not speak again until the next question is asked
No matter what kind of questioning you are under, the ability to present your message and give yourself permission to stop talking is a learned skill. It is essential to every business executive who wants to move ahead. And it takes practice.
Once you master the skill of learning to stop talking, you will display a confidence that puts you in control. It gives you power and solidifies your leadership.
The Power of Body Language
Chapter 4
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he expectations for a corporate executive are immense. They must be dedicated, motivated, and work harder than anyone else. They log countless hours under enormous stress, giving up nights and weekends. But to move ahead, a business executive must also possess leadership qualities. Great leaders communicate their companys vision in a way that inspires and motivates employees. These business leaders build powerful teams, drive innovation and have a passion for success. They also nurture the one thing many executives lack:
Self-awareness
Most executives can deliver a persuasive presentation thats easy. But, when under fire, even powerful executives do not always convey a message of strength and confidence. They can be uncomfortable answering questions with their voice changing pitch, shuffeling their notes and rushing through answers. Everyone walks away feeling uneasy. How you handle yourself in a stressful situation says a lot about who you are; as a business executive, as a leader, as someone to be trusted you need to be across this. It all comes down to how you manage nervous energy.
Body Language Betrayal

Nerves can make us anxious and fidgety, confused and erratic. Our body language betrays us, exposing our fear of failure through trembling hands and rattling knees. A good leader recognises the trigger points, knows how their body will react, and understands how it may be perceived. A good leader develops self-control. Lets take the example of James and Rupert Murdoch as they testified for a Parliamentary inquiry board into the News of the World phone hacking saga. These are two of the worlds most powerful media moguls under fire for a scandal with criminal, ethical and career-ending implications.
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The father-son team were a unified force. They shared the same message and likely spent weeks preparing for their public grilling on who knew what and when about the newspaper scandal. But what came across on the television, was strikingly different. News Corp Chairman and CEO Rupert Murdoch was solid, confident, strong. He looked his accusers straight in the eye during questioning. He leaned in towards the panel and used only a few deliberate gestures to make his point. Even though he couldnt remember many details, he never wavered. His son, James, portrayed a very different type of leader. His body language was jittery and he appeared nervous. He fidgeted, shifted his shoulders and bobbed his head trying to make eye contact with the entire panel. His repeated use of the same hand gestures was distracting. James came across as erratic, in his body language and his speech.
Strength in Speech
During questioning by the Parliamentary committee, the younger Murdoch appeared to be fishing for the right words that would make it all go away. He began answering questions immediately after they are asked, then struggled to collect his thoughts. James Murdoch spoke using formal language during the hearing. He responded from the companys point of view, and paused to emphasise words so often that his speech pattern seems stuttered. In contrast, Rupert Murdoch used short simple phrases to answer panellists. He responded to questions from his personal point of view; using the term I to explain his perception, his awareness, his knowledge. He used the phrase Im going to say something, to appear as if he broke from the script to speak from the heart. He said little, but had everyones attention. A business leader must articulate effectively. Otherwise, they will have difficulty getting people to believe in them, to trust in them, and to follow them. A speaker can inadvertently create barriers to trust by deviating from normal speech with:
Voice intonation Delivery speed Vocabulary Keyword emphasis Pronunciation
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Know Your Surroundings

Rupert Murdoch is a shrewd businessman with decades of experience answering to powerful people. He remained calm and confident under intense questioning. Few people can retain this kind of poise under pressure. Compared to Rupert, anyone would have looked a little frazzled. Had James have been alone in front of the committee, his nervous body language may not be so apparent. Keep in mind, the questioning went on for hours in a large room with several distractions, including the media and an audience. The committee probably didnt spend their breaks talking about the way James fidgeted with his glasses or how Rupert waited a full 5 seconds to answer a question. They were there to get answers about the phone hacking scandal. But to the person watching the proceedings on the television, there was much more time to scrutinise every movement. The camera captures a close up of each man as he speaks. The viewer sees a side-by-side comparison of James and Rupert. And the differences become glaring. The general public wont say they disliked any speaker because he fidgeted or was arrogant when he spoke . The average person just gets an overall impression of who the speaker is and what he or she stands for. Either they trust him or they dont.
Self-awareness
What you say, is as important as how you say it. No matter how rich and powerful you get people will only listen to you as long as they believe you. That is why verbal and nonverbal communication must be consistent. As an executive, you must be self-aware of your strengths and weaknesses when speaking before groups. You must acknowledge how you react under stress and take deliberate steps to counter your nervousness. Regardless of your personal style, the goal is come across calm and measured.
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For example: Does your speech get louder and faster when you are stressed? If so, practice slowing down your pace, practice keeping your volume level when answering questions, and identify the trigger points that set you off so you can remind yourself when to slow down. It is essential for every executive to acknowledge their nervous habits and learn how to overcome them. A great leader is aware of the image they are portraying in every situation. They know how to maintain control by asking themselves these questions:
Am I poised and confident? Am I projecting strength? Am I in control of my body language? Do I understand my audience? Does my presentation fit the situation?
As with everything that is important, you must practice self-awareness in calm situations so that you may tap into it during stressful ones.
Once you find your inner confidence, you can take control of your future using powerful communication, clear articulation and a consistent message.
What CEOs are saying about Darren Flemings One-on-One Speaker Training Programs
It blows my mind when I think of how far I have come in such a short time. I have found that I have greater confidence when speaking about Strata Choice at industry events and now look for opportunities to speak something I thought would never be possible.
Daniel Linder, Group General Manager
Darren made me professional and memorable

Like most senior managers/executives, I was employed in my position based on my technical expertise and experience. For some unknown reason, everyone expects me to be an exceptional public speaker. But that is not on my resume! Darren Fleming provided the guidance and coaching so that my presentation was professional and memorable.
Nic Szuster, CEO
The results we achieved have been excellent

Darren helped me to develop my presentation so I could deliver my message in a powerful and meaningful way. I am more relaxed about presenting and speaking to unfamiliar groups. I have been able to adjust presentations at short notice to fill in where other people have not been able to make it.
Robert Barnes, CEO
Very useful tools and techniques for all public speaking events
The executive teams appreciated your innovative ways to design and deliver presentations and are looking forward to applying the techniques they have learned
Regina Sutton, CEO and State Librarian
I came away feeling prepared to face an audience of professionals.

I had this preconceived idea that during the Q&A session I would be standing to the side while the professionals were quizzed on the hows and whys, so I was amazed that the majority of the questions were directed at me.
Sue Dunlop, Managing Director
We will continue to work with Darren and you should do the same.
Customers of Remunerate are senior people in the largest companies in Australia. It was critical that our event was executed perfectly, and that the launch presentation itself was compelling, relevant, and definitely not boring. We engaged Darren Fleming of Executive Speaking to help bring that vision to reality, and he delivered.
Philip Evans, Managing Director
I dont stress anymore about putting together professional presentations.

I am so proud of my PowerPoint skills now! A quick lesson from you and all those tips made me a whiz in no time and I dont stress anymore about putting together professional looking presentations because I know I have the ability to get it done!
Jo Heighway, Founder and Director
In this book we have looked at how to remain in control when speaking under pressure. Weve discussed the importance of respecting the questioner and treating them as equals. Youve gained techniques to control your message as well as how to stand your ground. These are important aspects to control when speaking under pressure. Last but not least, we have discussed how best to control body language so you can add strength to your message. This is crucial if you want to be seen as a strong leader under pressure. If you want to take your skills in this area to the next level so you can so you can remain strong when under pressure, the first thing to do is to get in touch with me. You can do this by e-mail Darren@executivespeaking.com.au or by calling Australia +61 (0)422 670 659. Together we can work out a program that suits you and your organisation and helps achieve the goals that you have. When you do this, you will be seen as a strong leader that people respect and follow, and that people will want to deal with.

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Speaking Under Pressure:

How to maintain your cool when the pressure is on

About the author

Leadership Through a Crisis ................................ 8

Control the Message ......................................... 13

To Gain Control, Stop Talking .............................18

The Power of Body Language .............................23

How Strong Leaders Stay Strong Under Fire