Dianna Booher, CSP, CPAE
Booher has changed the way
corporate America communicates."
—Dr. Mary Kay Kickels, Vice President of Corporate Training, Encyclopedia Britannica Educational Corporation
Dianna Booher’s extensive and ongoing research and published works in the field of business communication and productivity serve as the foundation for communication skills training and consulting services offered by Booher Consultants, Inc.
As the author of 46 books, translated into 26 languages, Dianna has published with Simon & Schuster/Pocket Books, Warner, McGraw-Hill, Random House, Thomas Nelson, and Berrett-Koehler.
Dianna's work is also widely available in audio, video, and online courseware. Several books have been major book club selections and have won numerous awards.
|•||Macmillan Executive Book Club Selection|
|•||Fortune Book Club Selection|
|•||Writers Digest Book Club Selection|
|•||A Cindy Award in New York Film Festival––Corporate Training Division|
|•||Newbridge Executive Book Club—Main Selection|
|•||Business Week Book Club|
|•||Book of the Month Club—Alternate Selection|
|•||Money Book Club|
|•||Executive Soundview Summaries: 25 Best Business Books of the Decade|
|•||American Library Association: Best Young Adult Non-Fiction of the Year|
Dianna has been interviewed by Good Morning America, USA Today, Forbes, The Wall Street Journal, Fox, CNN, CNBC, National Public Radio, Dr. Laura Radio Show, The New York Times, Washington Post, New York Newsday, Bloomberg, Boardroom Reports, Investor’s Business Daily, Industry Week, Success, and Entrepreneur, among other national radio, TV, and newspapers.
Dianna also has a proven track record at client organizations:
IBM Star Quality Award
(highest rated outside vendor for writing and presentations programs)
Frito-Lay Minority/Woman-Owned Vendor of the Year Award
(overall impact on the organization)
Dianna Booher has been selected to present her programs and techniques at numerous international conferences for more than two decades. Consequently, she has received the highest awards in the professional speaking industry, including the following honors:
––CPAE Speaker Hall of Fame® (induction by National Speakers Association)
-–-Top 100 Thought Leaders in America (Leadership Excellence magazine)
––Top 100 Minds in Personal Development (Leadership Excellence magazine)
––21 Top Speakers for the 21st Century (list by Successful Meetings magazine)
––Master Presenter (T+D magazine)
––"One of the five top business presentation coaches in the country"
Since the original publication of the go-to book for professionals who want to master the art of effective communication, technology and social media have expanded the way we interact.
This latest edition of Dianna Booher's best-selling classic still includes everything professionals need to get their message across clearly, effectively, and confidently.
Personal presence can help you lead a meeting, a movement, or an organization. Presence is not something you're born with—anyone can learn these skills, habits, and traits.
Dianna Booher shows how to master dozens of small and significant things that work together to convey personal presence.
When I say that we teach business leaders to communicate when those skills don’t come naturally, that’s actually my personal story.
I haven’t always been a professional writer and public speaker. Far from it. In fact, I started this business as a young mom with two small kids and a husband struggling with severe depression. Although I was substitute teaching a few days a month, I feared that my husband wasn’t going to be able to hold his job much longer and that I was about to become the sole support for our family.
“So what do you like to do?” a friend asked me, as we began brainstorming full-time job possibilities.
“I liked to write English compositions back in school. But how do I make a living doing that?”
“I suggest you find out,” he responded.
So I did. I drove to the library and checked out every book I could find on writing—from writing mysteries and romance novels, to writing inspirational articles and press releases, and even creating greeting card verses. Reading almost around the clock for about 3 weeks, I taught myself the principles of good writing––all the things that I failed to pick up in high school and college English classes—along with the process of writing and publishing a book.
Then over lunch with an engineer friend at Exxon, I told him my plan to write a business book on communication. “Do you think there’s a need?”
He burst out laughing. “Engineers can’t write! Do you have any idea how much time and money we waste rewriting engineering reports?” He spent the next two hours on war stories.
Next step: I needed real-world examples for the book and credentials to sell it. So I contacted corporate business executives I knew in my community, neighborhood, and church to interview them about what their employees did wrong as communicators. What weaknesses did they see in the documents that came to them? What did presenters do wrong in their presentations?
The lists were long. Many executives provided great samples—with their sarcastic remarks to the document writers in the margins!
So I put together a book proposal from what I’d learned in my reading, including the workplace samples and comments I’d gathered in my interviews. Voilà! I got an agent and sold the book to Facts on File (hardcover) and Random House (paperback). Once the book was scheduled for release, I developed a training course around the book’s contents.
Next step: Get clients. A friend helped me to get an appointment with Shell Oil, and they hired me to teach technical writing to a group of engineers. Shell Oil passed my name to Pennzoil, which passed my name to Houston Natural Gas, which passed my name to Exxon. And so on.
When the publisher sent me on a book tour, an IBM executive saw me during the first 3-minute slot on an ABC affiliate and called about leading my writing program for their sales consultants.
After that successful contract, IBM asked me to develop a program to teach presentations skills for their sales consultants because, as they said, “the thinking process and the psychology” are the same. Then they asked me to apply this process to customer-service communications, proposal writing, and consultant biographies.
I repeated the process again and again with other communication issues and challenges: Research. Write book. Develop training process. Get clients.
But big problem at this point: I was soon out of days on my calendar.
A client said to me, “We’d love to give the upcoming contract to you. But you’re only one person. We operate on the bus theory. What if you get hit by the bus? Can you train others on your staff to speak and write as well as you do?”
I could and I did. And that’s where you, our clients, prove how well our communication process works!
When I started to build a staff of trainers and consultants to present our programs, I didn’t hire professional writers and speakers. I looked for people of strong character and integrity, who also enjoyed working with people. Although we did want consultants with graduate degrees, I didn’t care about their field of study. Why? Because I knew I could teach them the process of writing, speaking, interacting, or leading a productive meeting.
For years, I had been teaching those same step-by-step processes to engineers, accountants, scientists, marketers, sales managers, HR professionals, lawyers, and programmers—all experts in their field, who had received little formal training in the “soft skills” but understood the need to be clear, concise, and persuasive in presenting their ideas and information.
So we hired great instructors––and then taught them the thinking process to write and speak clearly.
We have built these processes into the culture of our company. We’ve created assessments based on these fundamental communication skills. We created document and presentation templates built on these foundational design principles. We agreed on certain communication tests (and acceptable scores) that became our hiring criteria for every position—from shipping clerk and administrative assistant to general manager.
So when we say that we can teach people to communicate effectively—even when that’s not their primary area of expertise—we speak from experience. Experience inside our own company walls.
So our goal is not to turn your software engineers, pipe-fitters, or pharmaceutical salespeople into New York Times journalists or congressional debaters. But we can teach them a systematic and productive process for communicating clearly, concisely, and credibly. Call us.