Peter Hopwood – Speaker & TEDX Coach
Peter and I connected on Linkedin and was fascinated by what Peter was doing and how he was helping leaders from around the world improve their communications and step up their leadership style.
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What Peter and I discuss:
- How to step up as a leader
- Why leadership is often the smaller unspoken steps we take, such as mental nods, gestures and the tone we use when speaking
- Why storytelling is more than a buzzword and will take leaders up many steps
- Bias – how we can overcome bias in our teams minds
- How to rebuild trust when may have lost trust from your team
- How to tackle remote and hybrid work leadership differently
Shows Notes & Referenced Podcast Materials
How To Contact Peter: Site
Watch Peter’s Tedx Talk
Peter Travels the (hybrid) globe helping speakers, high performing professionals, corporate teams, TEDx speakers and founders to share powerful stories and build acute speaking and presence skills – creating impact when it matters.
Sharing dynamic public speaking, pitching and presentation skills, through individual coaching, Peter guides personal clients and corporate groups to construct strong storylines, deliver beautiful pitches and speeches while overcoming the anxiety of public speaking.
Dubai to Brussels, Shanghai to Amsterdam, equally as a dynamic and engaging in-demand British international MC, Peter helps to shape digital events, conferences, summits, demo days and award ceremonies across Europe, Asia and The Middle East.
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[00:01:03] Peter. Thanks for joining me today. It’s a pleasure to have you on, I know you a little bit. I’ve watched your Ted talk, and gone through all of your profiles. But a lot of the listeners won’t know who you are and what you do. So could you give us a quick elevator pitch of you and what you’re doing?
[00:01:20] Peter: Yeah. I’ll, I’ll give you a quick kind of squeeze. Squeeze, everything down really into couple of sentences to share with you what, what I do and, and how I help people. So I essentially, I help people too find their stories to, or craft them and then, and then deliver them. So, uh, as a, as a speaker coach at a TEDx coach, I help people to, uh, either stand on a stage either at work, share their messages better, or maybe even through a screen, making, helping people to, to create that chemistry and that connection to just a little bit better as well.
[00:01:58] So, uh, so whether it’s whether it’s CEOs, whether it’s marketing teams, sales teams, to, to, to really create their stories in the right way to get closer to the outcomes they want, or just simply people who just want to boost their confidence to that a little bit more, um, in their work, in their communication to sort of elevate their careers and move forward in the right way. So, uh, so that hopefully is squeezed down into something that people can then understand
[00:02:28] Danny: what I like about what you said and what you offer is obviously making people. Better feel more confident. One thing that I think you do in the sell really well is storytelling. And I think in that storytelling’s become a bit of a buzzword. It’s become something that a lot of leaders in brackets, in inverted comma’s say that they do, but they don’t do very well. Is there something that you do differently or you help pitch stories. Well, it’s funny you
[00:02:56] Peter: say that because, um, I think, I think you’re right. The thing, when we, when I certainly speaks, start to speak to people about storytelling or a client comes to me, we, we jump into that. Did that notion into the area often when we say the word storytelling, most people think it’s kind of like, you know, this big kind of epic thing that we have to talk about.
[00:03:18] Something like a big achievement or we’ve run up a mountain, or we will Olympic gold medalist or, you know, from the start and finish to the end. When in fact, when in fact storytelling is, is, is more about these moments of emotion that are happening all the time. And. We’ve got them. We’ve got a whole bag of them, whole full of experience in that in our past, things are happening to other people.
[00:03:42] And this notion of, of we as human beings, we just love to know how other people are feeling that that’s essentially what’s doing tending is now trying to listen to other people’s feelings, whether it’s something good, whether it’s something bad, whether it’s, if you think about gossip that is storytelling, it’s just passing on ideas, passing on what other people are doing, saying, feeling, things that we can, most of us can relate to.
[00:04:12] Certainly as adult human beings, all these different emotions. You know, rejection, um, excitement, happiness, sadness, um, something dramatic that happens in our lives. Something that is static, you know, like all these things we are, we’re kind of, our brains are wired to listen to. And that’s why storytelling is so, so powerful because as soon as we start telling stories or sharing moments of emotion that have happened to us or other people, people listen to that. We can’t help, but listen to that.
[00:04:44] So it’s working with my clients. Certainly I’m looking at that word storytelling. We, we look at moments of emotion. We look at things that have happened to them, things that have happened to other people. We look at the stories, certainly in our heads, the story of how we see ourselves.
[00:05:01] The story of the perception of other people, how they feel about us and how they see us right now, as I’m speaking to you, and you’re speaking to me, maybe some people would listen to your podcast. Maybe they haven’t, they’ve just got come across it. They’re listen to my voice, your voice. And they’re creating their own story in their heads about who we are, what we represent, whether we, whether we’re going to share value right now in this episode.
[00:05:27] So there are many types of stories, but fundamentally it comes down to how we make people feel, um, about the, the, the information we share.
[00:05:40] Danny: It’s something that many leaders struggle with this storytelling. If it’s something that they have real issues with has been being able to be transparent, being able to be open, been able to show the right level of emotion with a lot of your clients, how do you get them to the pull and tweak? And pull this different information and all these different feelings out to deliver a message that that will really resonate because storytelling has, as you said, has a start rather than an end, but mostly when you tell a story you want a reaction or emotion to happen, how do you help help leaders with that?
[00:06:18] Peter: think a lot of the time initially the kind of idea of the messages the leader can share and kind of the, the perception. That most leaders have of the messages they share are usually not always connected to vulnerability are not connected to those emotions. How, how, how, how we really feel. Because if we start to do that, if we start to share those emotions of how we really feeling and things that have happened to us and a leader, a leader story or something, that’s he seen or felt.
[00:06:58] That other people can relate to then other people will be more connected to that, to the words he’s saying and connected to him. So there’s nothing worse than a leader sharing information and sharing data or his messages. And they’re unrelatable to the people he’s speaking to. Yeah. So, so being relatable has got a lot to do with sharing stories and sharing stories that are, that are true. And when we think about storytelling anyway, often we kind of relate that to truth. It’s an interesting thing. So when somebody is about to tell a story, they’re telling a story of something that’s happened to them, or they’ve seen, or they’ve felt or about somebody else we instinctively have this idea that it’s true.
[00:07:51] It obviously is not true for a lot of people because people tell fake stories and fake news and all that’s going on.
[00:07:59] However, in our brains, we, we tend to, to give people the benefit of the doubt when they start to share. A story or something that that’s happened to somebody else or themselves.
[00:08:11] Well, I started to sell it to tell you now something that happened to me last week, instinctively, you would probably believe that because there’s no the real reason, unless it’s the real reason for you to, unless I’m giving you signals, where you’ve already got this kind of bias in your head about me as a person sharing messages, which aren’t true.
[00:08:33] You’re you will tend to. Believe what I’m about to share with you. And if it’s in a form of a story or, or something that’s happened and the emotions of how I’ve felt and other people have felt you tend to, we tend to believe that. so yeah, I think it’s, it’s a lot about sharing these kind of innocent, true emotional, these feelings that everybody can relate to.
[00:09:04] And, once leaders start to share those kinds of messages, connected to messages which people can, can be connected to and can see themselves in, in the story themselves, then it’s a lot easier.
[00:09:20] Danny: You said bias. And I think that’s, um, probably where a lot of leaders struggle, I think because there there’s a lot of bias that goes against them.
[00:09:30] So it could be performance related. It could be, um, how they might have misled people, how they might have undone, a few promises that might have. And therefore, has it been. Um, bias against them.
[00:09:44] Is there something you help leaders with when it comes to sort of storytelling and coaching around removing some of that bias?
[00:09:52] Because trust is very straight and very often a leader
[00:09:55] Peter: expensive. And often when we start, we, we I’d mentioned that earlier on already. We really look at that, those, those two, the two stories in the heads of the leader.
[00:10:08] So how does he see himself? Or herself, how, how, you know, w what perception do they think, or do they feel people have all them already?
[00:10:23] All right. So could you, you don’t have a whole scale, a whole spectrum of, of, of people and ideas along that, along that line. Right? So you can have people that know that there, maybe the perception that people have of them is not good.
[00:10:40] Because of certain things they’ve said or done or moments in the past that have persuaded them to think that way or others that think they are sharing positive, good, um, relatable messages, but don’t have really a grasp on reality of, of how, how their team, or how others in the company or other people connected with the, with the brand.
[00:11:08] See them as, as a leader. So, so it’s, it’s, I think it’s really important to get as close as you plan to that reality. Cause when they, when they, when they realize, okay, well, first of all, you know, a lot of your team, or maybe people in the company, employees, their perception of you is not great, but because of different reasons, because of this, that, and the other, right.
[00:11:33] And once they’re honest about that, and honest about themselves and really understand. Okay, well, to get in, to get people, to stop, to relate to him or her as a leader, the messages they share have to be things that will relate to the people that are listening and really empathize with them. And really be honest with them.
[00:11:56] And if things aren’t going well, be honest.
[00:11:59] If the perception of them is low, how, how are we going to share the messages, which start to turn around or build that trust up again, which is often the case. Isn’t it? Building that trust back up when it’s lost it. And that’s really difficult to do. Isn’t it it’s really difficult to do to, to when you, we know it.
[00:12:18] We’ve had a business exchange or something that’s happened and you had trust in the past. And then when something happens that that trust is lost, it’s really difficult to bring it back. So it’s the same kind of thing, really trying to, um, help, help leaders to understand really how, how, you know, what what’s the real perception or the general perception.
[00:12:45] Maybe not. Maybe not like the a hundred percent guaranteed perception through difficult to get that, but generally, how do people feel about you? Do they, do they want to listen to you? Do they think you’re just sharing messages which are empty? Do they see somebody who’s confident who, who acts like a leader who looks like a leader?
[00:13:07] Who sounds like a leader, but when it actually comes to the actionable parts of what he’s saying or she’s saying, you know, do they make sense? It’s really sort of getting, going underneath the surface and trying to figure that out and, and, and get, uh, an honest kind of, um, overview in terms of the perception of themselves and the people they’re speaking to.
[00:13:33] Danny: Do you have a quick example of a leader who maybe was a little bit misunderstood there, the trust factor. And then you had to coach out of them or get them to lean into, into a little bit more. I’ll
[00:13:47] Peter: give you an example maybe not so much that, but another example, which kind of outlines the importance of, of really thinking about your audience and thinking about how they see you, um, as, as a leader.
[00:14:00] So a couple of years ago helping two CEOs, in fact, two, two founders of a very large company, a very large company that is, um, I think, uh, In their industry or third in the world. Now at the time they were about six, but they were growing. They were very big, very, very strong a remote company though, a company that, that was completely remotely.
[00:14:29] Right. So they were about to have a large, um, team building, but also conference of a few days, a very large conference bringing all of them. Employees staff members altogether. So for them, for the staff members, it’s the first time they’re together. They see all everybody else because often they’re just working or not often all the time working in front of their screen, wherever in the world.
[00:14:56] So everybody flew over to the same place. And this was the very first time everybody, the staff members actually see, hear, and be in the same room as two CEO’s. Now, before we started, before we started putting together, gathered the exact messages and key messages of the speech of the talk, it was really important for, for me, uh, and for them to, to figure out what the perception was of them before, or people will see them in real life.
[00:15:33] Fortunately w it was quite good. Okay. Um, it was actually difficult for them to gauge whether they were seen as some, you know, positive people or because they hadn’t really shown themselves too much online anyway, so they didn’t get involved with the meetings. They would just a name. They would just like two names, CEO, CEO co-founder co-founder.
[00:15:59] And that was there. So it was, it was, it was so important from the minute they get on stage from the minute people see them and hear them even before they actually speak as even just by walking onto the stage that they’re that they know all these images, all these moves, all this movement. The sounds, they make, the words they say at that moment will be a really important moment because people were people, you know, they, they were, they anticipating that they’re CEOs. They’re the two Seaoats. They haven’t seen them before. Haven’t heard from them before, probably in the minds of many of those people in that were looking out at them. When they’re on the stage, you had a whole range of things.
[00:16:48] Perception, some thought, great. This they’re going to be, this is, this is really good. Some thought perhaps. Okay. Let’s see. Let’s see who these who our bosses are. Let’s see who these CEOs are. And some probably would neutral didn’t even think about it, but it was important when they go on to really realize and be aware that what they do on that stage during that 20 minute talk together.
[00:17:17] It’s going to be a, it’s going to be a lasting impression because then people will remember that people will, will, you know, feel something from that. They will use that as a reference point for, for many, I think. So, fortunately it all went well. We, you know, we, we put it all together. We, we touched a lot of emotional points as well.
[00:17:40] To really help people to, to, to feel that the, the, the, the kind of the emotions connected with the messages. So it all went well, but, but at the beginning, we, we did, we spent a lot of time sitting down and actually me listening and listening to, and asking questions about, you know, how it all started. What do your team think of you?
[00:18:07] What do you think they think of you? I couldn’t, I mean, I, maybe I could have asked directly, but that would be too, too blatantly obvious. I mean the staff members, but, um, but no, we spent a lot of time brainstorming and listening and, um, hearing stories, just story, their story, kind of things that happened in the past things that they, how did they feel?
[00:18:36] And a lot of my questions, a lot of the time I asked the same question. How did you feel when you did that, that, and that, what was going through your mind when you did that, that.
[00:18:49] And then, and then they confirm that to me, they’ll they give me those emotions or I can kind of imagine how it must’ve felt when they were maybe rejected for the first time.
[00:18:57] Second time, third time. Well, you know, when they hit a great achievement, a milestone along the, along their career, or when, when something big changed for good or bad, and someone, once we get into that, the emotional side really starts to come out and then it’s so much easier to pull those. To pull those stories and pop them in, into the tool,
[00:19:23] Danny: Obviously most people are remote or the hybrid. I think in most of the Western worlds people’re, are, slowly returning, although in San Francisco, Salesforce of any report, a hundred people were turning to their 43 floor office. It’s an evolving world at the moment that was a remote example hybrid leadership is, is challenging for most people because they’ve never really done it. UFC coach and teach people how to be a better leader and better remote leader and better storyteller. Have you found anything that’s changed in, uh, in the last of 18 months, but that you, that you could recommend to other people or they could deliver a speech that they haven’t necessarily been able to do before, while they’ve been remote??
[00:20:16] Peter: Sorry. I, the question
[00:20:21] Danny: we’ve signed many people working remotely and so many people working in, in a hybrid manner, say, you know, some in the office, some are at home, some are working in Croatia, for instance. It’s very, it’s more difficult for leaders to deliver a message. So whether you’re a manager or in a CEO or COO of the company, it’s very difficult for you to deliver that hard hidden message to a group of people. Typically most of them have of lent on email. Have you, have you learned anything? Have you seen seen anyone really tackle this differently to really land a great speech or a great presentation, that’s pick the company back up because a lot of people are feeling fit in down fatigued and performance is, is, is weighed in from that.
[00:21:10] So I was wondering from what you’re doing and the coaching that you’re doing, is there some you can pull out of people to deliver that hard hitting message at the right time?
[00:21:22] Peter: I think a lot of it connected to, to what I’ve just mentioned in terms of that emotion. So a leader that can, I can really empathize with, with an audience and relate to their audience or their audience can relate to what they’re saying is certainly going to, that’s going to be a competitive advantage.
[00:21:41] So in these times in the last 18 months, everybody’s gone through something, some, some kind of challenge, some of us, lots of challenges, some of us still going through those challenges. So the more we can show that level of empathy, and I’ve seen again, leaders helping leaders to do this and really sort of focus on this can really, it can be a really good thing to get people.
[00:22:11] To listen to you to get people, to, to be more intrigued and curious about what you’re about to say. If you can show them that, you know, you really understand that you really understand that it’s things are tough and juggling everything together and the home-work office thing and kids all in the background and this anxiety that we’re all feeling in some way or form. Because we all, we’ve all felt that some of us are really good at handling it, I kind of kinda getting by some of us, I kind of learning to deal with it. They’re still learning to deal with it, doing it well, but when the w you know, when, for example, when the camera’s off, it’s it’s a huge sigh of relief, you know.
[00:22:59] So I think, I think the empathy side really sort of showing that empathy, empathy, and showing signals of empathy, and you can do that. There are many things you can do. So this skill of this virtual speaking skillset, it’s a different, it’s a different kettle of fish than, than in person. There are things we do here in this screen that can help us communicate better, even better than the we are. In person, like keeping our messages a lot shorter.
[00:23:30] We haven’t got time. Time in, in, in, in the real world is valuable. Right? We all know that, time here in front of the screen, looking at the camera is even more valuable than ever. Isn’t it? It’s like we, we, we, we haven’t got time for waffle. We haven’t got time for fluff. We need to be more straight to the point, more concise with our messaging.
[00:23:54] Clearer with our messages, and sharing the right signals that people can, can see and absorb and, and understand a lot. So right now I’m talking to you. You can see me now, although this is a podcast and it’s audio, we’re recording this video to video so we can see each other. So you can not, you can not just hear my voice and the intonation.
[00:24:19] So the tone of my voice. And how I’m sharing those messages through, uh, through speaking. But you can also see it. You can also hopefully feel something even more by my gestures, when you’re speaking, I lean forward slightly, or you can see me nodding. I can see you nodding, you know, genuinely. I think it’s genuine.
[00:24:39] It looks, genuine it looks genuine, but you’re generally nodding and, and these are signals telling me you’re listening to me.
[00:24:47] So one of the biggest signals is showing people that you’re listening. So if you’ve got a camera off, it’s really difficult to know if someone’s actually listening to you. If they’re present, this is really a tough one.
[00:25:02] Even when the camera’s on, if we’re not moving and we’re not looking at the camera, I’m looking at something else. These are the signals that are telling me. That we’re not being listened to. So, so that, that’s one of the big, key, key skills really to, to, to show people you’re listening. And to show those signals in the right way, um, to, to get to the close to close outcomes.
[00:25:30] Danny: I think you said it was a secret weapon in some of the talks that you did is, is gestures and stances and movements. And like you said, we’ve worked well according to somebody. You use a lot of gesturing and, and obviously stance so it’s something that I’ve found a lot of leaders don’t necessarily on.
[00:25:49] Uh, they can either lead with their voice. They can lead with their actions, or they could lead, they lead more with their body language. Is that one that you think is most important with working in a hybrid environment,
[00:26:02] Peter: either voice or gestures?
[00:26:05] Danny: Or yeah, obviously voice is something that will hopefully apart from hard of hearing is something that’s is the, is the leveller is like the only thing that, that people can zoom in on. Do you think when there’s video involved, do you think it’s more important to have gestures and have strong body language? Or do you think there’s something else that,
[00:26:25] Peter: yeah, no, I think it’s a second thing. These all go hand in hand. So the voice is our, is our biggest kind of, um, is the thing we, we, which actually influences other people, it can sway them more than anything else.
[00:26:40] So you can have, you could have you can look pretty shabby or on the screen, you know, visually they don’t look too good. Um, but if your voice is strong, if you can make up for, up for it, through your voice, That will be the thing that sways people to make a to make a judgment of you all right.
[00:27:05] So the, the, that’s just not, we made visually, if we can, if we can create something that’s comfortable, appealing, not just through our voice, but what people see as well, all these things coming together. Uh, creating these, these judgments, these decisions about, about who we are. But again, there’s still the story of perception, how people see you, understand you and, and, um, their perception, whether you’re going to share some value or not, you know, whether they’re doing a stick around, so everything, you, you sort of say everything, people see all of these things together, a lot kind of equal the emotional elements of how people feel, right.
[00:27:48] Everything is to do with emotion. So my voice, you hear sound that that hits our emotional, the emotional part of our brain, much more than anything, really. So you think of, if you think of movies, if you think of Netflix, if you think of series on TV, the biggest part of what they, what they put together. The most important elements are not the what the story is important, but isn’t necessarily the Hollywood actors or the high paid movie stars or the great sets or the CGI.
[00:28:28] It’s often the sound itself from the school, the musical score, the sound connected to what people see, because that is the thing that makes or break it. You know, you think about it. If you think about apps and video games and, and pings and sounds that we hear all the time, all the sounds are connected with emotion.
[00:28:47] They make us feel something, and we’re hearing them all the time. Maybe we were not aware of it, but we were constantly listening to sounds so. If also from my door right now, my balcony door, I would hear these cricket bugs just hit you. You might be able to hear them right now, but in the distance.
[00:29:08] But that again, what is that? When I hear that most people hear that, especially people who maybe don’t live in a Mediterranean country, it gives them a sense of what of sunshine of warmth kind of holiday sales think of holiday sounds right. It’s the same as smells. Although we can’t do it here through the, through the screen smell is often a really strong one as well, that one’s completely taken away.
[00:29:34] But what we do have, we have what people see and we have what people hear.
[00:29:40] So if we can focus on those two already, we kind of setting people up. We’re increasing our chances of people staying with us and be more curious about what’s about to be shared. Yeah.
[00:29:59] Danny: The most, important recommendation that I make when talking to companies and being hybrid is ensuring that people have their time where they may.
[00:30:10] They physically make time to eat together because it’s campfire it’s in it’s how we are, is tribalism, it’s how we’re engineered it’s in our DNA. So it’s the same thing said like you were saying, it’s the smell of, so. Croissants and bakeries are famous for putting the kitchen as close to the front door as possible,, it’s all engineering for us.
[00:30:31] And that’s what, I think a lot of leaders of, uh, missing out on a little bit at the moment, in the hybrid world is when you have people that are remote. Typically when you do a big speech in front of a bigger company, you typically. Uh, in person is typically food or drink. There’s a way to people are connected in instantaneously before they’ve even spoken a word they know that they’re connected and they will all around the same. We’ll fight for the same,
[00:31:00] Peter: what you just said there around campfire and food and the smells you just reminded me of a, of a documentary I saw the other day. And it was all about in fact all about the success of Gregg’s. So Gregg’s the bakery, many different elements. which, they’ve built on to ensure that they are the leading or one of the leading bakeries in the UK. And one of those things they did and they’ve been doing it from the beginning is very simply keeping the doors open. So they keep their doors open. So you walk through walking along the high street. And the doors are open as you walk past, you can smell that, the big bakery smell, you can smell the dogs, you can smell both kind of steak bakes. Yeah. So that, that just, just a simple thing of keeping the doors open. Yeah. And your next time you go to the next time you go to the high street and have a look, doors will probably open unless I’m not sure about the winter, but certainly when it’s good weather, um,
[00:31:59] Danny: What’s fascinating about Gregg’s is it it’s one of any three billion,
[00:32:02] it’s a free different 1 billion. Pound companies in the UK says any McDonald’s and Tesco’s are bigger than Gregg’s. And Gregg’s have to use in a high street presence they have to, do delivery, and they’ve got an a in freezer Isles. They sell it, but there’s is very similar model to everyone else’s take mindshare be there when you want a little treat for yourself.
[00:32:26] Know that you can get it whenever you pretty much, whenever you want it and know that it’s going to be of decent quality.
[00:32:32] It’s fascinating how they are, they engineer stores and where they place them is. It’s amazing. I think actually a lot of business leaders, can take, , can take so much inspiration away from businesses like that. I think often we get conditioned into our room, our own environment.
[00:32:49] And we don’t look outside our industry and the fitness leaders. Yeah.
[00:32:52] Peter: Yeah, absolutely. I mean, watching that and actually the day before I took them, I must’ve been on a kind of marathon of watching. Um, UK stores on how they became successful. I watched one of them on the pound stores and how they developed there’s another one on, I think it was, um, Iceland, the guys from Iceland, how they developed everything.
[00:33:15] And I think they were working at Woolworths or mark suspenses very early on. And at the same time, they, they kind of, they started Iceland and, uh, and they wanted to do things the same way, as much suspenses. So instead of one of their ideas was instead of, you know, starting out late, they created their, their new, um, new shop. Instead of just putting cheap flooring, they decided to do the same thing as much as expenses, which was essentially, you know, put in really expensive flooring. That’s going to last a good 10, 15 years rather than yeah. Some cheap, um, flooring that’s after a couple of years, you’re gonna have to keep redoing it and keep redoing it.
[00:34:03] So, so those were kind of small things that they took from and obviously much expensive did well. I’m not sure how they are right now, but, um,
[00:34:19] Danny: Yeah, but maybe that’s something that people listening can take as inspiration, right? Yeah. Leaders have to find their competitive edge, leaders are the only parts of the company that they’ve in the past, the present and the future, the only people that really have to concentrate and answer, the three stages every day, they have to answer why performance is bad yesterday. What’s going to happen today and what’s going to happen tomorrow a year , three years time.
[00:34:47] And I wonder if that’s something that people can take inspiration from is, very often in certain jobs you’re in the now or you’re in the very near future is only really Marketing departments to have to like drive this forward continuously.
[00:35:02] So I wonder if there’s an inspiration that people can take from leadership and some of the coaching that you do. Is actually that they have to live in the three stages and, and knowing the difference in the competitive edge or their competitive edge is going to get them further. I don’t know if you agree, or I think
[00:35:19] Peter: in terms of, if we look at, um, speaking and sharing our messages and it’s, we, we often really need to think about, you know, what people think about right now?
[00:35:31] What is the status quo right now? Of how people are feeling, how they see themselves and how they see the company maybe they’re working for or the industry. And then after you’ve spoken, when you’ve left them, what is it? They going to feel different? What is it they going say to in the seventh and say, Hmm, I’m curious about that. Hmm. Maybe I could try that. Hmm. Maybe I should should think about that in a different way.
[00:35:59] So always, you know, it’s always about looking at now and I’m thinking after you’ve finished, what are you going to leave them with? How are you going what are you going to make them feel once you, once you go off stage or once you leave them?
[00:36:16] Not, if it leader, it can answer that or speak. You cannot answer that right already, we were on the right track. If, if they can’t answer that, or it’s a, it’s a challenge to answer that. It’s okay.
[00:36:29] Then we just need to figure out a little bit more about those key messages and, and look a little bit more how things are right now.
[00:36:36] And, and, and, and what is it that we’re going to change? You’re going to change in the minds of the people listening to you.
[00:36:44] Danny: What I often like to suggest to the leadership teams that I work with is you have to have the visionary, you have to have the person ,that can sell it in, and that can answer the forward-leaning questions. Then I think you’ve got. They are the people that need to be able to tell the more boring story, the CFO, the COO that can really hit it. But what I tell each and every one of them is you need to leave something, a seed that you’re planting in their brain, I think you called it the, like a mental nod. I think you want people to nod along with you in what you do, but I think you need to partner at seed and, and or every time, they see you or they think about you, it’s how they’re part of it and how they can get on the journey or be part in a, get on the buses. Jim Collins might say it’s, it’s how for me, a leader has to be able to plant that seed and water every time. And you have to have that, like, that retain that free Headspace that’s going to get. Thinking and I’ve been creating ideas that can, can drive people forward and people around them forward. I finished the difference between sometimes a leader and a manager.
[00:37:53] I was wondering, obviously this is about fixing the broken world of work.
[00:37:57] I just wondered if you had to or free, quick fire. Tidbits that people might be able to implement themselves or try out themselves to, to feel like they’re making progress and fix in their broken world of work?
[00:38:12] Peter: My area, everything that I focus on every single day is about how we can communicate better and create that chemistry even stronger through this 2D world we living in. You know, which, which for some, uh, was, we mentioned that, uh, tackling it really well. Some think they’re tackling it really well because we’ve been doing it for so long when we do things. If we do things many times often, we kind of convince ourselves that we’re good at it, but that’s not always the case.
[00:38:51] We can always improve how we communicate and how we get our matches messages across, through, through the screen.
[00:38:59] And touching all those points. As I mentioned earlier on about empathy, making people feel like, or showing the signals that you’re listening to them, getting people curious about your ideas, keeping your messages a lot shorter, trying to be more curious and show those show those behaviors.
[00:39:21] A lot of it is about a set of behaviors that you have to be aware of, to help people have a better perception of you. So this isn’t about, you know, it’s not about manipulation, it’s not about, um, getting people to think a certain way. Is just increasing your chances. By sharing, being aware of the behaviors that you’re sharing.
[00:39:45] So being aware of your voice, knowing how you sound and if you know how you sound, if you’ve heard your voice before, you accept that perhaps there’s areas that could could you could improve on. So not necessarily the actual voice, because our vocal tones, we can’t really change those, but what we can do is shape the way our messages come out and by doing very small things and being, having a little bit more of awareness, we can do that, like using more pauses in our in our phrases in our sentences, in our, in the way we communicate, having time to think more about what we’re about to saying, cutting down those ums and ERs, which often happen all the time for many of us anyway.
[00:40:38] So working out how to kind of reduce those, and being really comfortable with your breathing can really help as well.
[00:40:45] This idea of being calm and in control all of these small things can help to get closer to the right perception or a better perception. So you’re increasing, I always say increasing your chances of a better outcome. So you’re not seeing what I do.
[00:41:06] Some people it’s really helped a lot in terms of business and communication many have, have worked on their communication and, and they’re, they’re feeling more confident.
[00:41:16] And if you’re feeling more confident or ready, that’s going to come across and. In many circumstances that really does help in business and the perception is greater and better. And getting closer to those outcomes is what it’s all about. So, so if you, the answer to that question really is to work more on yourself and, and be more aware of those behaviors that you’re sharing, um, can, can really help.
[00:41:45] Danny: Great. And a lot to finish each (fixing the broken world of work) podcast with a quick fire round. It’s usually around content corner. So is there one book that you’d recommend people to, to read? Uh, and just quickly
[00:41:59] Peter: why? Yeah, there is, it’s called the rules of life by Richard Templar, Richard Templar bestselling author. And he’s written lots of other books, the rules of thinking.
[00:42:13] I think the rules of work, the rules of it’s a whole bunch of rules of, and it’s very simple. There’s about 50, 50 different chapters. They’re each a page long and it’s a great kind of book where you can just jump in and jump in. Um, while you were on the train or you’re on a plane or wherever you are, if you can’t travel at the moment, whatever you’re doing.
[00:42:36] Um, it’s a great one to sort of jump in and out, words of wisdom that can just help you understand a little bit more about this. One’s about thinking. Um, a lot of it is stuff we already know. But really good. It’s actually really good to be refreshed and be reminded of the stuff we already know.
[00:42:58] Let’s face it. Most of us know a lot of what we’ve been chatting about today. A lot of, kind of know that and aware of that, but it often takes a podcast like this, or an episode like this, maybe just to remind people to get in the right frame of thinking. To, to, to take them forward, you know?
[00:43:19] So that book, um, thoroughly recommend,
[00:43:25] Danny: is there a video or a documentary that you’d recommend someone that is a must watch?
[00:43:32] Peter: When you said that I’m thinking a great cause I’m just thinking of Gregg’s right.
[00:43:37] You don’t have to actually, you know what. Have a look at that one, have a look top of my heads grades go on YouTube, put typing Gregg’s, um, success.
[00:43:48] And you’ll see the, the, one of the documentaries that pop up about, about Gregg’s. Um, I don’t live in the UK anymore, but when I do go back, I certainly miss a Steakbake. Um, so that’s always often the first, not the first place I go to, but it will be some, somewhere along the time that I’m in Britain, I will pop into Gregg for a steakbake and a coffee.
[00:44:10] Um, but it’s intriguing to know how Gregg’s, you know, how it all started. And because, you know, years ago there were many, and there still are lots of bakeries on the, on the high street, small ones, bigger ones. But these guys, they had a plan, they had a strategy and they kept it. And that’s the same for everyone.
[00:44:31] Isn’t it, for whether we’re selling steakbakes or hot dogs or sausage rolls, or whether we’re developing our business strategy and creating a, a global, um, global brand.
[00:44:45] Danny: Is it like a podcast of it other than this one obviously that you’d recommend?
[00:44:51] Peter: Yeah, there is actually, it’s called inside sales.
[00:44:55] I can’t remember the chat that does it. It is an Irish chap, but it’s, um, just started listening to him. He’s really, really good. So real strong sales, professional, um, really sharing strength, talking advice, but everything really, a lot of it overlaps into what I’m doing. In terms of storytelling in terms of sharing your messages as a sales professional, but there, you know, so much value in that. So I think it’s inside sales, but I can’t tell you exactly who does it.
[00:45:26] Danny: No worries. I’ll find it. So where can people find you? Where should obviously they can watch your TEDx talk? Where can people find you if they want to work with you or, or ask you further questions?
[00:45:36] Peter: The easiest way and the most straightforward ways they simply type in my name in LinkedIn.
[00:45:41] Um Peter Hopwoods, uh Speaker coach and you’ll find, you’ll find me and all the things I’m doing. Um, a lot about the clients I’m working with. This podcast, I’m sure will this episode and other episodes as well. I’m all about storytelling and sales and, and, uh, and virtual presence and speaking. So if anybody, they’re intrigued, they’re curious.
[00:46:04] They want to know more. They feel like, um, perhaps we could collaborate together in helping their teams or their, their company or brand move forward in really getting good at creating this chemistry and connection online, reach out, send me a message and let’s see, let’s see where we can collaborate.
[00:46:24] Danny: Awesome. Thanks very much for your time.