Why generic public-speaking training can be money down the drain

Imagine if your GP wrote out the same prescription for every patient they see, before asking about their symptoms. They probably wouldn’t last very long in the medical profession. Yet companies routinely accept this kind of behaviour from organisations giving public-speaking training to their employees.

Last year, the worldwide market for public-speaking tuition was valued at $6.8 billion, and analysts expect it to almost double, to $13.2 billion, by 2034. HR teams and senior leaders understand that staff who can hold a room with assurance are a commercial asset.

The trouble is that a large slice of the money they are spending has a poor return on investment. Webinars, e-learning modules or gathering a sales team or group of managers together for an out-of-the-office workshop can give participants a few useful pointers on, say, breath control or vocal projection. They can also be bonding and enjoyable. But if the content overlooks each person’s particular ambitions, worries and existing competence, its impact dissipates quite quickly

This matters more than ever as budgets tighten, due to a weak economic outlook and short-term cost pressures. Speaking coaching is likely to be marginalised if it doesn’t clearly pay its way, when total UK employer expenditure on training and development was down from £59 billion in 2022 to just £53 billion in 2024. 

Improv4Business recently worked with an aviation company whose senior leadership team wanted sharper communication skills. We achieved lasting results because, before any workshop took place, we evaluated each executive individually to pinpoint their strengths and shortcomings, then shaped the programme accordingly. That initial appraisal also established a benchmark against which improvement could later be tracked.

Some people need to work on their diction and vocal range, while others require focus on breathing or tempo. Others seek guidance on using visual aids, such as slides, in a compelling way. Others want to refine the structure and vocabulary of a speech. An off-the-shelf coaching approach won’t do all of this properly, and people will end up practising skills they already have while neglecting their weaknesses.

Self-belief within any cohort also differs widely. A uniform approach risks alienating the more anxious members while their confident peers aren’t stretched enough. 

When we worked with a technology firm, recently, plenty of its staff relished tricky exercises, while others needed gentler encouragement. Calibrating the difficulty for each person meant nobody left feeling resentful that they had been pushed too far.

One regular mistake among trainers is to open a session by asking every delegate to deliver a brief talk on camera. For highly anxious people, what seems like an innocent exercise can be crushing. Seeing and hearing themselves before they have received any coaching can confirm their insecurities and leave them reluctant to participate properly in the rest of the workshop.

Generic courses are also targeted at a wide audience of speakers, from local-council officials to scientific researchers and even professional athletes. Corporate communication, though, is a distinct craft. A company-wide address informing staff about reorganisation, a sales pitch to a large potential client or a shareholder briefing all have certain parameters and require certain skills.

Executives may have to navigate legal sensitivities or find ways to bring dry financial figures to life. They may have to deliver tough news with empathy while remaining commercially pragmatic.  They must come across as genuine while still having a corporate voice. For many leaders, learning techniques that tackle nerves and build confidence should be key to their coaching.

Again, assessment before training begins is very important. A meaningful appraisal for business delegates should gauge how effectively they connect with commercial audiences, something most conventional oratory exams don’t address.

Occasionally a diagnostic exercise or workshop exposes reasons for a lack of communication skills that have little to do with technique. An employee may dread speaking in front of their boss or a team of managers because they seem remote and intimidating. If addressing or getting a point across effectively in departmental meetings is difficult, poor team cohesion may be to blame. Leaders might ask whether an away day or team-building exercise could be needed, not just speaking coaching.

Personalised programmes also tend to be more enjoyable, and participants gain far more from them than from one-size-fits all sessions. The sharp focus means they can see obvious improvements. A delegate who once spoke far too quickly may now be more measured, while another’s drab delivery is now crisper, with direct reports more informed and enthused. Good providers quantify that progress, and staff can return a year or more later to hone their abilities.

I have witnessed through my work how strong presentation skills can transform careers and lift companies. But if trainers want to make the lasting difference I know is possible, they must first establish exactly what each individual needs, then tailor their coaching.

Dr Alexander McWilliam is founder and managing director of Improv4Business. It provides presentation and speaking training, including assessments, executive coaching, team sessions and bespoke programmes, primarily for B2B clients. He has also created the Public Speaking Threats Inventory ® a tool that gives people tailored insights into what holds them back.

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