The Relevance Factorâ„¢

Shorten Your Time Frame To Influence Audiences to Take Action

When you speak to an audience--no matter the size--on average only 25 percent of what is being said is heard by the audience. Why 25 percent? Every person has a personal radio station tuned in: WIIFM, or What’s In It For Me. As humans, each of us is an individual; as an individual we have our own interests and personal idiosyncrasies. And, because of this perspective, we seek that which is interesting and important to us individually.

At any point in time, people have issues/interests on their minds, including, family, work obligations, their health, and a bias toward the speaker (not an all-inclusive list). These are the barriers for a speaker or the leader in a meeting. He or she is faced with these barriers when in front of a team or in front of the room of a sizeable audience. This is why it is imperative for speakers to understand The Relevance Factorâ„¢. If not speaking to The Relevance Factorâ„¢ of the respective audience, then the natural response is resistance by individuals: opposing forces to hearing the messages.

What You Will Learn:

• How The Relevance Factorâ„¢ increases your communication effectiveness exponentially.
• How to shorten time frame to influence people to take action, e.g., sales.
• How The Relevance Factorâ„¢ is the path to inspire audience members.
• Steps to get the audience to hear 100 percent of the message
• How to obtain information about your audience so that you can learn what is relevant and use in your conversation

About Our Guest

Stuart Friedman

Stuart Friedman, President of Progressive Management Associates (PMA) has conducted more than 1,000 presentations and speaking engagements around the world. He has an MBA in accounting, BA in chemistry and is SPHR certified. He is an instructor at the Wharton School of Business, and author of the book, “Break Free From Job Jail.” Founded in 2000, PMA, Inc. is a management consulting firm that focuses on alignment of employees to desired strategic outcomes. Stuart began his career with Accenture (formerly Andersen Consulting) and then worked for a logistics company building high-performance teams for consumer package clients. He went on to become Vice President of Human Resources for a Fortune 500 company, where he was hired as a “change agent” to build a cohesive Small Business Division, at the time very fragmented. Stuart’s efforts resulted in the creation of a $750 million division.