Roanoke Times
                 Copyright (c) 1995, Landmark Communications, Inc.

DATE: SUNDAY, August 20, 1995                   TAG: 9508180019
SECTION: BUSINESS                    PAGE: F3   EDITION: METRO 
SOURCE: CAMILLE WRIGHT MILLER
DATELINE:                                 LENGTH: Medium

FEAR OF PUBLIC SPEAKING CAN BE TURNED TO YOUR ADVANTAGE

A: Donald E. Nelson, co-author of "Oral Communication for Business: Charting the Path," said "in dealing with our apprehension, it's important to remember that you are in control. You can choose to allow the fear to immobilize you or you can use it to your advantage. Through harnessing the power of your adrenaline, you can make it work for you."

Begin by finding "out everything you can about your audience." Who are they? What do they need from you? Plan to meet their needs.

"Be very well prepared and rehearse out loud." Nelson, who lives in Moneta, encourages presenters to "get feedback" on their rehearsals. "You need to have someone" listen and coach you to a stronger performance. In addition, "use an audio tape or a camcorder" to further improve your presentation skills. Practice cannot be overemphasized.

Prepare for butterflies. Nelson suggests "just before any important talk, take several deep breaths. Slowly breathe in through your nose and out through the mouth." Also, "ask what the worst thing might be that could happen to you. The worst seldom does happen, but if it should laugh it off. Others will laugh with you and will probably remember you more for your humor than for your mistake."

Nelson suggests you "drink water whenever you are speaking. It gives a good psychological crutch; your mouth will get dry if you're nervous."

Following this presentation, "take a course or workshop to help you become a better speaker." If anxiety persists after the training, Nelson counsels "communication apprehension, or stage fright, is often associated with a lack of assertiveness and poor self-esteem and you may need to work on these" areas before tackling public speaking skills.

Q: When I ask for an analysis, I'm given a 20-page report with a pound of supporting documents. How do I get to the meat of that?

A: Richard Moran, author of "Never Confuse a Memo with Reality," said, "Don't confuse extensive documentation of a situation with insight." Insight often comes with an executive summary.

Such a summary is a one page statement of key points. It offers one sentence of history, provides highlights necessary to understand the project, and gives recommendations for action. A review of the executive summary gives the information needed to make decisions. The full report is still available to answer questions which arise from reading the summary.

Executive summaries force authors to boil material down to the most essential elements. That requires full knowledge of the project and recognition of what's important to the organization. Routinely request them.

Also, consider giving more guidance for reports. When staff members aren't clear on a task, they may give more information than needed - to ensure they aren't called on the carpet for neglecting important material.

What do you need to know? What information aids in decision making? What material isn't relevant? Convey that information to staff members.

When managers consistently get more or less than they want, it's often because they haven't made their requirements clear.

Q: I've been asked to sign an arbitration agreement as a condition of my employment. Should I?

A: With the number of former-employee initiated lawsuits increasing, many companies require new employees to sign arbitration agreements. These agreements bind the employee to arbitration to resolve disputes. Arbitration agreements prevent the employee from filing a lawsuit.

Should you have a claim that falls within areas covered by the agreement, you and your employer would meet with a panel of arbitrators. The panel would hear the facts, review documents, and render a decision. The signed arbitration agreement would ensure that these decisions are binding - on both you and the employer.

Areas generally subject to binding arbitration include race, sex or age discrimination. Employers use arbitration to help avoid substantial jury awards which could result from employment discrimination cases.

Before you sign away your right to sue, talk with a lawyer. Arbitration is an increasingly common alternative to the courts; however, if you're likely to be deprived of your legal rights, you may want to seek employment elsewhere.