Why is the CEO making this speech? Who is the audience and what does he or she want them to think, do, know or feel when the speech is over? Before you ever touch that keyboard, sit down with the CEO and start asking questions.



Interview the CEO. If the message was a headline in the morning paper, what should it read? What do they want remembered in 3 days or 3 weeks? What is the CEO deeply passionate about? Who is the audience and what do they care about? What are their challenges, issues and opportunities? Every good speech has a theme so think about creating structure by identifying a theme followed by a short list of topic ideas that drive the theme home.

The Seinfeld Approach. Writers can learn important lessons from Seinfeld, the popular TV sitcom that has been called a show about nothing. It's the nothings like losing a car in a garage or waiting for a table at a restaurant that audiences relate to and remember. For each topic idea, help the CEO remember a story, example, quote or vignette to make the message meaningful. For example, when developing a CEO speech to middle aged workers last month, the theme was Imagine the Possibilities. So, we reminisced about the 1950's Jetson's cartoon where people only imagined moving staircases and conveyor belted sidewalks that are today's reality. By tapping into their world, you pull them in to yours.

One Ear at a Time. Trying to be everything to everyone can be draining and frustrating experience. Audiences are no different. So, when you sit down to turn ideas into words, write for one person, not for the masses. Visualize explaining the topic to your Mom or a good friend. When you picture speaking to an individual, you begin writing in short sentences and phrases which are more personal, conversational and engaging.

Less is More. George Burns once said: The secret of a good sermon is to have a good beginning and a good ending; and to have the two as close together as possible. Delivering a good sermon is no different than developing a good speech. The more you say, the less they remember. Instead of agonizing over every other word and sentence, think about making the message easy to understand and give the CEO the flexibility to make it his own. Allow him freedom to inject personality, slow it down, speed it up, pause for effect and use his own words when it's delivered out loud.

That means keeping him involved. Send him drafts with holes for stories that only he can tell. Go back to his office for additional interviews and get to know him better so you can craft a speech that lets his personality shine through.

The Blah Blah Blah Factor. There is a fine line between talking to an audience and at them. When developing a speech, even if that speech will be delivered to thousands, it's critical to keep the audience involved. Raise questions that make them think and reinforce key points. Use powerful words like critical, significant, important or this is key to help peak their interest. Paint the picture by turning words into visual images so they can see and not just hear what you're talking about.

Like a recipe that becomes richer with each ingredient, good speeches ripen as you add stick to the rib flavor that appeals to the heart as well as the mind. When developing a CEO speech, do not be tempted to create material that is not unique to them or that they will not be able to deliver with conviction. It will come across and shallow and insincere.

Copyright (c) 2009 Karen Friedman