You may be the most competent, caring, and trustworthy speaker in the world on a given topic, but if your audience does not perceive you as credible, then your expertise and passion will not matter. First, and foremost, the concept of credibility must be understood as a perception of receivers. One of the most researched areas within the field of communication has been Aristotle’s concept of ethos or credibility. To develop a specific purpose, you should complete the following sentence: “I want my audience to understand that…” Notice that your specific speech purpose is phrased in terms of expected audience responses, not in terms of your own perspective. In addition, a clear purpose provides the audience with a single, simple idea to remember even if they daydream during the body of your speech. The more clearly focused your purpose is, the easier your task will be in developing your speech. Your specific purpose is the rudder that guides your research, organization, and development of main points. If the speaker doesn’t know what her or his topic is and cannot convey that topic to the audience, then we’ve got really big problems! Robert Cavett, the founder of the National Speaker’s Association, used the analogy of a preacher giving a sermon when he noted, “When it’s foggy in the pulpit, it’s cloudy in the pews.”Īs we discussed in Chapter 6 "Finding a Purpose and Selecting a Topic", the specific purpose is the one idea you want your audience to remember when you are finished with your speech. Have you ever sat through a speech wondering what the basic point was? Have you ever come away after a speech and had no idea what the speaker was talking about? An introduction is important because it forces the speaker to be mindfully aware of explaining the topic of the speech to the audience. The second major function of an introduction is to reveal the purpose of your speech to your audience. zip file containing this book to use offline, simply click here. You can browse or download additional books there. More information is available on this project's attribution page.įor more information on the source of this book, or why it is available for free, please see the project's home page. Additionally, per the publisher's request, their name has been removed in some passages. However, the publisher has asked for the customary Creative Commons attribution to the original publisher, authors, title, and book URI to be removed. Normally, the author and publisher would be credited here. This content was accessible as of December 29, 2012, and it was downloaded then by Andy Schmitz in an effort to preserve the availability of this book. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms. In a time when jobs are tight and managers lack the time for mentoring, how can you maintain positive energy, take control of your career, and prepare yourself to ace the tests that come your way? By applying the timeless lessons in this compulsively readable parable, employees at all levels will learn to rekindle the go-getter in themselves.This book is licensed under a Creative Commons by-nc-sa 3.0 license. Drawing on such classic values as honesty, determination, passion, and responsibility, Peck overcomes nearly insurmountable obstacles to find the vase and launch his career as a successful manager. When peck beats his quota, he earns the ultimate opportunity and the ultimate test: the quest for the blue vase. In this book, Bill Peck, a war veteran, persuades Cappy Ricks, the crusty founder of the Ricks Logging & Lumbering Company, to let him prove himself with a sales assignment that everyone knows can only lead to failure. Ever since its first printing in 1921, The Go-Getter has inspired employees and entrepreneurs to take initiative, increase their productivity, and excel against the odds.
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