Thursday, May 28, 2015
LEADERSHIP - 5 THINGS LEADERS SHOULD NEVER SAY
Words contain power and will set the scene and direction for those who follow your lead
If there’s one thing Sir Richard Branson understands, it’s the pressure of conveying a clear message (either in meetings, public statements, or speeches) without sounding negative.
According to his book, The Virgin Way: Everything I Know about Leadership, here are five words and phrases he tries to avoid.
1. “That’s not a bad idea.”
If this is your response to an idea, your team won’t be clear on whether you love the idea or hate it. “Not bad” could mean you actually kind of like the idea. On the other hand, you didn’t specifically say you love the idea. Don’t leave your audience confused.
“Be definitive,” writes Branson. “If you approve or disapprove of something, be assertive and make your position absolutely clear, making sure you explain why.”
2. “You’re not going to like this, but …”
This phrase sets up your listeners to hear something negative. As a leader, it’s your job to inspire people and instill them with positive feelings – even if what you’re about to share might upset or frighten them. Branson suggests instead saying something like, “This may be a tough nut to crack, but I’m sure we’ll get it done.”
3. “We’ve had better years.”
Leaders are often asked to provide some kind of public commentary on results for the month, quarter, or year, but Branson views the above phrase as a cop out. “People want the truth, not some sugarcoated version of it,” he writes. Admit the reality of your situation and follow up with an honest assessment of how you plan to achieve better results in the future.
4. “That said…”
Branson considers this to be “possibly one of the most destructive phrases in the English language.” When people hear these words, you invalidate anything you said just a minute ago. This can create great resentment among your listeners. “As a verbal bridge from the pros to the cons, try using something like, ‘Of course, we shouldn’t overlook…’” writes Branson.
5. “No comment.”
Branson understands that sometimes leaders aren’t at liberty to discuss sensitive information, but he dislikes this classic approach to discretion. “A stark ‘no comment’ tends to come across like, ‘We’re guilty as hell and don’t want to talk about it until our lawyers have come up with a plausible alibi,’” writes Branson.
Instead, he suggests saying something like, ‘I’m really sorry, but until we gather all the facts, we are not in a position to issue a statement.’
As a leader please consider and like Richard Branson try to avoid the above phrases during speeches, meetings, and presentations
Remember, words contain power and will set the scene and direction for those who follow your lead.
All the best with your leadership!
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by effectivecommunication.com.au
Monday, May 11, 2015
PRESENTATION SKILLS - HOW TO GAIN EXECUTIVE INTEREST
When making a proposal to Executives including CEO's, CIO's, CTO's or CFO's, it is necessary to remember their focus is on solving problems and making the company successful.
Executives are not interested in how an issue was resolved, but that it is no longer a problem.
Executives are very busy people. How you open or position your presentation or meeting is critical. Right from the get-go, your ideas must be clearly expressed. As you continue, remember clarity and conciseness. If you say something well, it gets heard.
Start by setting some context. Obviously, Executives go from meeting to meeting. In a few sentences, provide background, even if you have sent an Executive Summary ahead of time. "Last month, you asked me to research options to a key component in our manufacturing process due to rising costs. There are three possibilities."
State you recommendation.
Executives typically have a breath of knowledge, but they don't have your depth. They look to you for suggestions. From the perspective of the Executive, what is important for the individual to know about the issue? "Of the three choices, I strongly recommend XXX over the other two."
The more vivid your language, the more readily the Executive will pay attention. Strong adjectives and adverbs are just the thing to make an Executive see how important dealing with a situation is. "We need to act immediately since sales have sky rocketed and the supply of our current component is low."
Stress commercial benefits and outcomes. Executives focus on things like the bottom line, market share and return on investment. If the Executive considers your option, the individual will want to see the commercial benefits and outcomes. Be aware that they are not easily swayed with platitudes. If you can quantify or add metrics, it will help to win them over. "With this new component, I believe we will save 1.4 million in the next sixteen months. Our engineers tell us that the initial results are positive. The component has been reliable in 5/6 tests."
Prove your points. A lot rests on an Executive making the right decision. The challenge you have as a presenter is to sort through all that you know and elevate your ideas to the Executive level. It is always a temptation to go into too much detail. Be sure to keep it high level. As you move further into the conversation, define the risks and the opportunities. A chart of the pros and cons will help to clarify at a glance, assuming your chart or visual does not look like an eye chart.
Specific examples are also important. In fact, some experts say they are mandatory when trying to influence.
Be prepared for push-back. Too much is at stake for an Executive to make a mistake. Anticipate that there will be questions. Figure what their decision rests on and you will know the bulk of the questions. Always answer succinctly. If they want more information, they will ask a follow-up question. Have at the ready hidden slides or handouts.
Summarise. You have undoubtedly heard the old axiom, "Tell them what you are going to tell them, tell them, and tell them what you have told them."
Never leave without a strong summation. If there are actions you need to take, be sure to list them. If there are actions the Executive must take, specifically state what they are and by when. Get confirmation that you are both in agreement.
Consciously deliver your message.
Keep your focus on the Executive at all times. Do not be intimidated. They want you to be successful. Demonstrate your confidence by looking the person in the eye, by pausing often to let your points sink in and by leaning into the table (when seated).
Use your hands to punctuate your ideas. Look, act and sound like you belong!
If you follow the pointers listed above, you will get your ideas across. You will better inform, influence and persuade Executives.
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by effectivecommunication.com.au
