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Frequently Asked Questions
Below are the most often-asked questions we receive from public speakers. If you have a question, email us at info@sullivanspeaker.com and we will get back to you with an answer as quickly as possible.
I am considered unique in my marketplace and want to move to the next fee level. I pitched my current positioning to higher fee markets and they aren’t biting. Why not?
Because you are assuming that both markets define uniqueness in the same way. Not true. What is considered unique between fee ranges depends on two factors: the competition’s credentials and the audience expectations.An example: writing a book. In lower fee markets, this is a great credential. In higher fee markets, it’s no big deal. Why? Because the competition is already doing it and the audience is used to it. The bar is now raised — your book has to get national media attention, or be a best-seller, etc. to be a differentiating credential.
So use some market intelligence when determining these factors. Then craft your pitch to those factors. You may find that you have to reposition your expertise in order to get the attention of the higher fee markets.
A former associate helped me email a newsletter to those who requested it at speaking engagements and through my website. My privacy policy states that the names wouldn't be sold or given away. That associate has taken the list and spammed ads for other speakers. What should I do?
Take a deep breath and remember that you are not a violent person. Then, notify your list about what happened and what you have done to prevent a repeat occurrence. Explain that this spam was sent without your prior knowledge and consent. Most of us dislike spam enough to boycott anyone using it.Hiring an attorney to go after this person can get expensive. Another option is to turn this issue over to an ethics committee. Associations such as the National Speakers Association and the International Coach Federation have a code of ethics as well as ethics committees to enforce the code. If your "friend" is a member of an association call the headquarters and ask for the process of filing a complaint.
I worked with a presentation coach assuming that if I became a better speaker I could charge higher fees. I'm getting more rave reviews than ever, but the higher fees aren’t coming in at all. What do I have to do to get higher fees?
You’re getting rave reviews because your improved skills are now differentiating you in the lower fee market. You’re not getting the higher fees because in the higher fee market, your speaking skills are on par with the others, and therefore, not a competitive advantage. You now have the foundation for higher fees, but not the driving force.In the higher fee markets, it is assumed that anyone getting that fee is a great speaker, so other factors drive the selections. The top three: message and approach to content, visibility and high profile credentials. Work on those issues, then leverage your opportunities accordingly.
I’m a veteran speaker who speaks at a lot of corporate special events. I still get rave reviews but also less repeat business. What can I do to increase repeats and spin off business?
The leverage between corporate special events and ongoing work for that company has diminished for two reasons: consultants do a lot more training and the increase of corporate universities, many who use local sources. Distance, online and computer-based learning doesn’t help either.Instead of competing with these formats directly, go for corporate sponsorship, either for associations affiliated with the organization or even special events to create more visibility for the company. The trend toward using education as a marketing tool is in your favor here. Examples: associations that fit the company’s customer profile, or "road show" seminars where potential clients gather. Key person to talk to about this: CEO or VP of sales.
The associations love my soft skills topic but my concurrent sessions are getting me less work in the corporate markets. What’s wrong with this picture?
These are very confusing times for soft skills training. The topics are considered critical by top management but…the use of instructors are decreasing in the corporate markets. Corporate universities are partnering up with community colleges and universities, who provide instructors at very low fees. Web based training is also covering the bases for pennies per person. Larger systems are being purchased that include certifying in-house staff. Result: association audiences who used to make these decisions aren’t anymore – the most they can do is be an advocate and pass your material along. Use association speaking to increase your visibility and leverage your appearance there to the corporate special events market. This segment still needs speakers who have high visibility and customized content.
How much should a speaker charge in order to be "credible?"
The idea of charging a higher fee in order to be "credible in the marketplace" can cost more credibility than any one thing a speaker can do. Fees have to do with expectations in the marketplace, not the budget of the prospect. There are different expectations at different fee levels – what is considered great at the $2500 level will bomb big time at the $5500 level. If a speaker doesn’t know that they are speaking at a $1500 level and one of their allies hires them at $2500 because that’s the budget … guess who just bombed? Instead, compare yourself with speakers who are getting the fee you want. Be objective. Not only look at presentation style and content, but also the visibility and positioning as well. When you can compete effectively with those speakers, that’s the time to move into the new fee level.
I speak all the time (about 75 paid bookings a year) but I don’t seem to be making any money. What’s the deal?
There is a big difference between being in business and making a profit. Two possibilities:
The costs of getting the bookings are too high. Disjointed marketing efforts, usually in unrelated industries, will add expense without adding value. Also, direct marketing approaches can be expensive: glossy promotional material that usually gets tossed, long distance calls that don’t get returned, or direct mail pieces that aren’t even opened. Web sites are doing a lot to reduce expenses, but many prospects want material to pass along.
Revenue per booking is too low. A common pitfall is too few services and products to augment income. Every booking should generate no less than three times the fee in residual income, including more speaking engagements. If that’s not happening, consider shifting to a more profitable audience, or expand the spectrum of services. Another culprit is lack of leverage.
I understand that content is important, but I also know that my favorite speakers are giving the same speech for years and still getting booked. Can’t I do the same thing they are doing?
Sure, if you started out at the same time they did. If you did, and you are as good as they are, then you would have a great track record, too. Along with that, you would have a database filled with folks who think you walk on water. In the 70’s there were more meetings than speakers. Competition is very keen now and there are different expectations for those coming into the marketplace in the 90’s. Many of our beloved veteran speakers are now seen as a major draw — which means that they can speak from the telephone book and folks will love them anyway. You may not get the same reaction from the audience if you did that, and audience perception is decision-maker reality.So how can you create a draw? Being good now is a given, so differentiate yourself with content, and increase visibility to showcase your brilliance. Setting yourself apart in this way will make you the beloved veteran of the future.
I'm a principal in a professional services firm and want to do more speaking. Do I have to follow the route of professional speakers by developing a demo video and professionally produced material, etc?
If you want to consistently generate fees over a $1,000, then yes, you will need to invest in the video and promotional materials.
If you speak primarily to promote your business, you can get engagements without the high marketing costs. Key strategy: invite advocates to previews. Why? Most of your allies see you not as a speaker but as an expert. Show them you can speak and they will be more willing help you do more. Obvious avenue: industry associations. Less obvious avenue: their customer’s associations, where sponsoring you can help get them more visibility. Throw in some time and product at the trade booth for extra value.
How to approach your advocates? Say something like: "I'm looking to expand my business via public speaking. Do you have a moment for some brainstorming?" If you have served your allies well, they won't hesitate to return the favor.
I’m getting plenty of bookings with associations, but my exposure there isn’t getting me more long-term work in the corporate market? Why?
The transition from association to corporate market sounds easy, because so many
speakers get corporate business from association meetings. Let’s look a little deeper, though: do they get more speaking engagements (i.e. meetings) in corporate or longer term work? This is an issue of positioning - speakers get routed to program planners. Experts who also speak can get both long-term training and consulting work as well as corporate meetings.How are you being perceived? Check out your promotional material: How many action shots of you speaking do you show? How many short comments about your speaking ability do you have? If there’s a lot, then that’s how you will be perceived, as a speaker. Idea - Have separate materials for the corporate market. Show your track record and specific value without adding a lot of "fluff." Tone down the layout. Remember... Long-term corporate work isn’t a series of speaking or training dates — it’s a project that needs your expertise.
I get a lot of requests to either reduce or waive my fee for "exposure." When should I say "yes?"
Associations and private event promoters are getting savvy about their demographics, especially when so many speakers approach them to speak for exposure. If you’re doing this, be careful: all exposure is not created equal. (More and more programming decisions are made by people who don’t attend the meetings that use free speakers.)Best bet: call some of the speakers on last years programming and ask if they got any business. Also ask, "what did you do to follow up?" "What was the typical sales cycle on those leads?" "What was the ratio of decision makers vs. influencers or ‘I-can-pass-along-your-information’ people?" Answering those questions will help you decide if it’s worth it. Also find out about access after the speech: can you get a registration list complete with addresses, phone #’s and e-mails?
Another idea: don’t buy into the dynamic. Find out if all the speakers are free or just the concurrent sessions. Exceptions are made in some cases, so ask discreetly. Also, find out about sponsorships, or ask your current clients about sponsoring you at the event.
I’m an established speaker who uses telemarketing to generate bookings. Why am I not getting as many bookings from telemarketing as I used to?
Telemarketing efforts are facing a double whammy. First, corporate markets
usually talk to the principal for any work other than special events speaking.
Secondly, many association markets are using a "call for presentations" format that phone calls can not penetrate. Given that, telemarketing no longer works in a vacuum. Think about changing the scope of telemarketing. Don’t use it to break into new markets, unless you have industry related original research. And don’t use telemarketing to generate leads -- use showcases to create visibility along with a telemarketing effort to convert mild interest into a booking. Marketing calls now support visibility efforts, not replace it. Bottom line: Telemarketing isn’t the end all or be all. You must extend your marketing effort to include visibility activities to generate credibility and name recognition in order to springboard the telemarketing. Otherwise, you are just running up your phone bills.
I am considered an authority in a specific industry. How can I branch out to a more general corporate market, where I’m relatively unknown?
Many people call me about this — they’re already successful but their market is either tapped out, no longer fulfilling, or the fees are raised as high as they can go. The good news: you can recreate your success in another market. The bad news: it’s going to be neither cheap nor quick.
Two obvious ways to get into a more general market: media and associations. Both of these outlets allow you to showcase your talents in a low risk environment. A less obvious way: put on your own showcase! Think about this: recent NSA-MPI research shows that 94% of the business is obtained through personal preview and referral. Yet decision-makers are reporting to me that the only invitations they get to preview speakers is from speakers’ bureaus. Partner with non-competing speakers and invite both association and corporate planners. (Some will travel to showcases.) Combine your mailing lists to cross market. Send out a broadcast fax at least two times because of busy schedules. During the showcase, focus on your success and strategies, not where you generated that success.
How can event-based speaking, like keynotes and after dinner talks, be leveraged?
Marketing one-shot speaking certainly has its challenges: more competition from non-speakers (such as sports figures, authors and other celebrities), and a declining number of keynote type slots (due to the switch from larger meetings to smaller regional ones.) More importantly, most annual meetings don't repeat keynoters for 3 to 5 years. One answer: leverage your "wow" reactions from the audience to create events from scratch and therefore eliminate the competition. The angle: create an event that celebrates and honors.
Think about it… a VP of sales in your audience thinks you're great, but the annual conference is already set. Ask: do you celebrate customer service week in October? Quality month in May? How do you show appreciation to your distributors or clients? How do you increase traffic to your trade show booth? If you're talking to a decision maker, these answers can create a brainstorming session that will lead to more speaking. The key: don't expect your fans to call you directly. They're too busy – create an invitation to call them by collecting cards for give-aways. (old trick but it works!)
Another way to leverage is through sponsorship. You don't know who in the audience participates in what I call vendor associations: trade or professional groups consisting of potential clients. When the trade show person hits on them for a booth, the VP can throw your program in the mix for added exposure and traffic.
Many organizations have an extensive in-house training staff — how do you handle that objection?
It’s very easy to stop when you hear the VP of human resources say "We have an extensive in-house program…" but that really is leaving money on the table. I say something like "So, does that mean you don’t use any outside people?" Many times the prospect will say "Well, no, if someone has really something different to offer…" And that’s when your hub comes in. I will appeal to "the outsiders perspective" and also how speakers like you fill classes immediately because of your superior speaking style. Another way to go is through "special events" like managers conference. Managers conference is a great way to showcase your message, then leverage that exposure with audio/videos in the spirit of continuous learning.
But let’s say that you can’t convince them that outside people are needed. I’ll immediately punt to the product line … using the pitch of "Here’s a way to augment your current efforts." In fact, one of the first questions I will ask a new ally is "Do you want to know about the programs my client conducts directly or do you have an in-house staff whose efforts you want to augment?" I used this line of questioning to leverage one training date during customer service week into a $10,000 order of product sales.
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