10, 25, 45

I’m very interested in public speaking. I enjoy doing it and I enjoy listening to a great speaker. It’s a wonderful, even essential skill to develop for anyone who wants to have more influence, for those who wish to lead.

To that end, for those aspiring to increase their influence through public speaking, I’d like to suggest that you develop three talks of differing lengths; 10, 25 and 45 minutes.

Your 10-minute talk is one big idea supported by one story.

Your 25-minute talk is one big idea supported by two stories.

Your 45-minute talk is one big idea supported by two stories plus 5-7 minutes of audience conversation about how they feel about what you’ve been saying (because no one wants to sit for 45 minutes without a chance to talk…about themselves) and 5-7 more minutes devoted to their sharing of what they just said.

Two takeaways: first, you deliver one big idea, and only one big idea. Second, your talk isn’t about you, it’s about them. The longer you have to speak the more space you should create for your audience to do so.


DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.

Observations on a Southwest Flight

On a flight departing 30 minutes late, one flight attendant asks for the drink coupons and checks to make sure they are valid.

The other flight attendant waves off the coupons offered to her with a playful, “Put that away.”

It’s the same airline, on the same flight, on the same day. Just two rows apart, in fact.

Is there a policy that guides these choices? Is it simply personality, one a “rule follower” and one a “free spirit”?

Do we raise an eyebrow at the inconsistency, the “unfair” treatment?

Do we celebrate Southwest’s culture of employee “ownership,” even when it’s inconsistently applied?

It’s both confusing and endlessly fascinating to observe an organizational culture this closely. An enterprise as service-oriented as Southwest – one who wants us to feel the “LUV” – only makes it a more dissected entity.

Maybe they think we don’t notice the inconsistency? Maybe they know that we do (How can you not when the “service distance” of a 737 is the equivalent of a customer walking around the Starbucks counter to stand next to the barista while ordering?) and don’t really care? And not so much a harsh “don’t care” as a subtle request that we just accept the predictable human messiness of it all.

I’m one drink coupon lighter tonight and still grateful that the aspirations of this particular organization keep me interested and aware.

I can’t think of another service organization that makes me feel that way.


DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.