Owen Gregorian

Like it was just terrible.

And that I remember, I still have that as like a scar in my memory of being embarrassed.

And certainly I got better at it after that.

But I think a lot of it was just basically forced experiences, maybe starting in college with ROTC in the army where you would get rotated through leadership positions and you'd have to like deliver an operations order or,

you know, call the Jody March or whatever it is where you have to say things.

And I would say that was probably a great transitional experience because it's kind of like with training wheels because you pretty much know what you have to say.

So the only real challenge is you're up in front of 100 people and you have to say it.

But they can't react.

They're at attention or at ease.

So it's basically a static audience.

It's almost like you're talking to mannequins.

And they have to do whatever you say when you give them orders.

So there's really nothing.

There's no way it can go wrong, really, because you have to prepare.

They make you do your operations order.

so you know exactly what you have to say and you just read it or say it or whatever and it gets done.

And um, so I was basically forced to get comfortable a little bit with public speaking through that process.

But I was still probably, you know, pretty rough in terms of just overall public speaking and things like that.

And when I, in my second job in consulting, um, the, the guy I was working for, the partner I was working for said, Hey, you're too quiet.

I'm going to send you to this Dale Carnegie course and I'll pay for it, but you have to go.