{"id":79227,"date":"2022-09-13T15:07:00","date_gmt":"2022-09-13T19:07:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=79227"},"modified":"2022-09-23T11:45:11","modified_gmt":"2022-09-23T15:45:11","slug":"get-to-the-point-book","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/get-to-the-point-book\/","title":{"rendered":"Get to the Point: Book Overview and Takeaways"},"content":{"rendered":"\n

What is the book Get to the Point<\/a>!<\/em> about? What are the main takeaways of the book?<\/p>\n\n\n\n

In Get to the Point!<\/em>, Schwartzberg argues that anyone can make a point that leads to action or change. You just have to know what your point is and how to convey it effectively.<\/p>\n\n\n\n

Read below for a brief overview of Schwartzberg’s book Get to the Point!<\/em>.<\/p>\n\n\n\n\n\n\n\n

Get to the Point!<\/em> by Joel Schwartzberg<\/strong><\/h2>\n\n\n\n

It\u2019s not difficult to communicate effectively and bring about the change you want\u2014as long as you know what point you want to make and how to convey it.  <\/p>\n\n\n\n

However, in his book Get to the Point!<\/em><\/a>, Joel Schwartzberg argues that many people fail to ever make a point because they don\u2019t know<\/em> what their point is. He says that while many books explain how to be clear and focused, there\u2019s little information available on how to identify,<\/em> craft,<\/em> and communicate<\/em> your point so that it resonates with your audience. <\/p>\n\n\n\n

Whether you\u2019re trying to convince a friend to watch your favorite show, pitching your boss on a new idea, or rousing a crowd to donate money to your cause, you must first have<\/em> a point, then know how to market it<\/em>. <\/p>\n\n\n\n

Schwartzberg\u2019s advice for getting your point across<\/a> comes from his experience as a communications consultant and trainer, the communications director for the ASPCA, and as a coach for university public speaking teams. In 2002, Schwartzberg was inducted into the Hall of Fame of the National Forensic Association, a renowned intercollegiate debate organization.<\/p>\n\n\n\n

Part 1: Identify, Craft, and Market Your Point<\/strong><\/h3>\n\n\n\n

No matter who you are<\/a> or what platform you\u2019re using, compelling change begins with making a point. In Part 1, Schwartzberg gives advice for identifying what you want to say\u2014your point\u2014and then discusses what to do with it.<\/p>\n\n\n\n

Principle 1: Identify and Hone Your Point<\/strong><\/h4>\n\n\n\n

Schwartzberg defines a \u201cpoint\u201d as an assertion that you can clearly state, explain, and support. However, he says, many people have only a vague idea of what they\u2019re trying to communicate when they start talking, which makes it impossible to convey their message powerfully enough to accomplish anything.<\/p>\n\n\n\n

Avoiding this pitfall and getting your point across requires identifying and carefully crafting your point, then effectively marketing it in a way that resonates with your audience\u2014whether that\u2019s a handful or a roomful of people.<\/p>\n\n\n\n

(Shortform note: Why is it so important to get to the point quickly? It\u2019s been widely reported that people\u2019s attention spans are shorter than that of a goldfish<\/a>, having declined from 12 seconds to eight between the years 2000 (the start of the \u201cmobile revolution\u201d) and 2015. But some contend that the goldfish comparison myth needs debunking<\/a>, arguing that the concept of \u201caverage attention span\u201d is meaningless because attention varies depending on what task you\u2019re doing.)  <\/p>\n\n\n\n

Schwartzberg offers a three-pronged approach to help you 1) determine if you have a point, 2) make your point stronger, and 3) hone your point by centering on the statement, \u201cI believe\u201d and the questions, \u201cSo what?\u201d and \u201cWhy?\u201d We\u2019ll give you a step-by-step overview of the three components of Schwartzberg\u2019s approach and provide examples of what each looks like in action. 
(Shortform note: The key to Schwartzberg\u2019s method, as we\u2019ll discuss, is specificity. Whether you\u2019re speaking or writing, precision and clarity are critical to communicating your message in a way your audience can understand<\/a>.)<\/p>\n\n\n\n

Principle 2: Present and Drive Home Your Point<\/strong><\/h4>\n\n\n\n

Now that you\u2019ve identified and honed your point, you\u2019re ready to market it. Schwartzberg says the single most important goal when presenting your point is to make a strong pitch that resonates with your audience.<\/p>\n\n\n\n

Principle 3: Stay Laser-Focused on Your Point <\/strong><\/h4>\n\n\n\n

Once you\u2019ve driven home your point, allow nothing to distract you from it. Schwartzberg argues that your point is your grounding and guiding principle\u2014the thing you should always come back to if you get lost or distracted<\/strong>.   <\/p>\n\n\n\n

For example, if someone challenges your point or asks you to respond to something unrelated, and you get confused or rattled, Schwartzberg recommends turning the conversation back to your point with a directive statement, such as: \u201cHere\u2019s the point\u2026\u201d or \u201cThe most important thing to focus on is\u2026\u201d followed by your point. <\/p>\n\n\n\n

(Shortform note: Though it might seem less obvious, your physical comfort also plays a role in your level of distraction<\/a>. Before your presentation, try to find out whether the room you\u2019ll be in will have heat or air conditioning, and select your outfit accordingly; make sure you have a glass of water available in case you get thirsty; and if you absolutely must use the restroom during your presentation, be prepared to show a short video that\u2019s relevant to your point, ask a colleague to step in momentarily to talk about a related subject, or announce that it\u2019s time for a \u201ccomfort break.\u201d)<\/p>\n\n\n\n

Principle 4: Conclude by Restating Your Point<\/strong><\/h4>\n\n\n\n

By now you know and have honed, marketed, and resolved to remain focused on your point. Schwartzberg says your final step is to close your presentation with a reminder of your point. <\/p>\n\n\n\n

  1. Restate your point to give your audience a takeaway message and signal the end of your presentation<\/strong>. <\/li>
  2. Give your audience a moment to absorb and react. Don\u2019t muddle or weaken your final message by immediately jumping to \u201cwhat\u2019s coming up next\u201d or directions to the reception area.  <\/li><\/ol>\n\n\n\n

    (Shortform note: Earlier, we noted that Schwartzberg recommends making just a single point in a sentence to focus your audience\u2019s attention on one core message<\/a>. However, some communications strategists assert that the \u201crule of three\u201d makes ideas and concepts more memorable and interesting<\/a>, in part because three is the smallest number of factors that, when combined, create a pattern.)<\/p>\n\n\n\n

    Part 2: Tips for Making Your Point in Different Scenarios<\/strong><\/h3>\n\n\n\n

    In the first part of this book, Schwartzberg taught how to identify, craft, and pitch your point powerfully. Now we\u2019ll examine Schwartzberg\u2019s tips for maximizing<\/a> your impact in various scenarios in public presentations and the workplace.<\/p>\n\n\n\n

    Public Presentations <\/strong><\/h4>\n\n\n\n

    Whether you\u2019re delivering a speech<\/a>, sitting on a conference panel, or presenting a PowerPoint, here is how Schwartzberg recommends you make your point.<\/p>\n\n\n\n

    Scenario 1: Speeches<\/h5>\n\n\n\n
    1. Prepare for your speech by practicing it in your full voice. <\/li>
    2. When possible, refer to bullet point notes rather than reading a full speech (the more scripted you are, the less focused you\u2019ll be on your audience).<\/li>
    3. State your point at the top of your speech. <\/li>
    4. Make sure your stories illustrate your point (irrelevant stories distract your audience by creating mental work for them).<\/li><\/ol>\n\n\n\n
      Scenario 2: Conference Panels <\/h5>\n\n\n\n
      1. Enter the panel prepared to present your key points and have evidence to support them.<\/li>
      2. Respond directly to the person who asks you a question (moderator, panelist, or audience member), using their name when possible.<\/li>
      3. If you can\u2019t make your point early on, find your way into the discussion using transition sentences. For example: \u201cI\u2019d like to return to a point that Althea just made\u2026.\u201d <\/li>
      4. Positively engage your audience<\/a> by affirming that the questions they ask are smart and offer actionable takeaways that can help them.<\/li>
      5. If someone attacks you, calmly reiterate your point and explain its merit. Don\u2019t be reactive or aggressive.<\/li>
      6. Throughout the event, be mindful of your body language<\/a> and reactions, which others in the room are watching.<\/li><\/ol>\n\n\n\n
        Scenario 3: PowerPoint<\/h5>\n\n\n\n
        1. Take command of your technology and the room by standing front and center. Don\u2019t let your technology upstage you by sitting in the audience and reading your slides.  <\/li>
        2. Only use slides that explicitly support your point and state their relevance. <\/li>
        3. Use no more than five bullet points on a slide and no more than five words per line.<\/li>
        4. Make sure your print and graphics are visible throughout the room.<\/li><\/ol>\n\n\n\n

          In the Workplace  <\/strong><\/h4>\n\n\n\n

          The workplace offers many opportunities to make your point. Whether you\u2019re conducting a staff meeting, giving a performance review, communicating with staff, or simply writing an email, here is Schwartzberg\u2019s advice for effectively presenting your point.<\/p>\n\n\n\n

          Scenario 1: Conducting Staff Meetings<\/h5>\n\n\n\n
          1. Enter knowing the point you want to make.<\/li>
          2. Raise your voice, insert pauses, and use the fewest words possible to convey your message.<\/li>
          3. Recommend next steps, directions, and outcomes you\u2019d like to see. <\/li><\/ol>\n\n\n\n
            Scenario 2: Giving Performance Reviews<\/h5>\n\n\n\n
            1. Begin with a clear point you\u2019d like to make about a company goal.<\/li>
            2. Provide examples of how your employee\u2019s work has helped or hindered your company\u2019s ability to reach that goal.<\/li>
            3. Recommend strategies your employee can use to improve their performance. <\/li><\/ol>\n\n\n\n
              Scenario 3: Executive Communications With Staff <\/h5>\n\n\n\n
              1. Immediately state your point using active and specific language.<\/li>
              2. Keep it brief so staff can focus on your message then get back to work.<\/li>
              3. Wrap it up with a hopeful vision for the future<\/a> and an expression of gratitude to staff.<\/li><\/ol>\n\n\n\n
                Scenario 4: Writing Emails<\/h5>\n\n\n\n
                1. Put your point in the subject line.<\/li>
                2. Use bullet points where possible in the body of your email. Limit your paragraph length to three sentences or fewer.<\/li>
                3. If you raise problems, offer solutions. <\/li>
                4. Before you wrap up, pitch your point one last time and recommend ways to move forward.<\/li>
                5. Check your facts, spelling, and grammar before you hit send.<\/li><\/ol>\n","protected":false},"excerpt":{"rendered":"

                  What is the book Get to the Point! about? What are the main takeaways of the book? In Get to the Point!, Schwartzberg argues that anyone can make a point that leads to action or change. You just have to know what your point is and how to convey it effectively. 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