Sunday, January 31, 2016
LEADERSHIP - DO YOU HAVE THE X FACTOR?
It's no wonder that talent contests like the international TV franchise 'The X Factor' is popular across so many nations and viewed by millions and millions of people.
Why?
Well one key reason is that many viewers like to witness, listen to and watch someone carry and demonstrate the natural gifts plus, learned and practiced skills that give a person the edge, or what commercially minded people call a differentiation!
Trust is a leader's X factor to accomplishing things faster, better and with fewer resources. However, trust must be earned. It cannot be taken for granted. A lot of leaders give lip service to wanting to build a trusting environment, but yet they do very little to actually promote it.
Establishing a culture of trust takes a top down initiative
A necessary element in building trust is open communication. People need their leaders to share the company's priorities and what they need to do. As an employee, they want the opportunity to voice their concerns and get their questions answered. When workers feel they are "in the know," they become more satisfied and productive. They contribute ideas that will lead to things like greater efficiency or cost savings.
Some executives think because they have an annual meeting, they are building a trusting environment. Communication that is effective should happen often, whether it is done formally or informally, face to face or virtually.
The retiring CEO of RW Baird, Paul Purcell, has promoted open communication throughout his 22 year tenure at RW Baird. He makes a point to respond to any email within 24 hours. One of the reasons people see RW Baird as a great place to work is because employees feel they can communicate all the way to the top and be heard.
When and if there is a crisis, some Executives mistakenly believe the best course of action is not to say anything until everything is known or decided. The opposite is true. Communication should be done early and often; otherwise, the rumor mill will take over.
Employees should never hear about their company through the news media. Every employee, whether they are in India, China or Chicago, needs to know what the company's situation is and how to respond when asked.
Real leaders build trust through the way they communicate. They walk the talk and create channels of communication that give employees the opportunity to discuss issues of concern at any time. They are open to feedback and solicit it.
When leaders need to listen, they do so objectively. When they respond, it is in a respectful, non-defensive manner. Trusted leaders demonstrate respect, integrity and compassion in what they say and do. Because of this, their employees are more collaborative and innovative. Their companies are more successful.
All the best with your leadership!
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by effectivecommunication.com.au
WHY SOME CAREERS STAGNATE WHILST OTHERS ACCELERATE
Don't think because a person has an MBA or Advanced Certifications that they will automatically rise in an organisation.
We all know people who move up quickly without such credentials
When someone fails to move up, we notice the following problems:
Small Networks
"Stuck" professionals are not well known. They may have developed some networks, but typically these are within their own work group, not so much across the organisation and their industry. They rarely reach out to their network to ask for advice, share insights or ask for referrals. They shy away from joining professional groups or becoming actively involved, stating they are too busy.
No Mentor(s)
Senior leaders share that they sought out someone to mentor them and help them with their career development. With the help of a mentor, they were able to shortcut the time it took them to be successful, to learn how to get things done or who to go to for help.
Stagnators don't seem to ask others to mentor them.
Weak Leadership Qualities
Those that don't move up don't seem to take charge. They are happy "doing their thing." They prefer implementing a task. They rarely volunteer and don't take on additional responsibilities inside or outside of their organisation.
Rarely Speak Up
When they have a good idea, they don't necessarily speak up. If they do, they may bury their ideas in too much detail or get off track. They aren't proactive about reporting their accomplishments. Thus, they don't get recognised for their good work.
Weak Communicators
Stagnators do anything they can to avoid presenting. They don't look for opportunities to get in front of senior people so that they can display their good qualities or be remembered. When forced to speak, they are uncomfortable and show it. They do things like read from their slides, look at the floor, speak quickly or stumble with filler words. No one would describe them as confident.
Poor People Skills
Those that are successful are very careful of ever offending, whether speaking upwardly or downwardly. On the other hand, those that seem to stagnate have a tendency to "step on toes" or work around a person that seems to be in the way. They don't necessarily work well with others. Their poor behavior is noticed and becomes a black mark working against a promotion.
No Career Plan
If asked, Stagnators don't really have a plan for how to get the next promotion. They haven't set goals or measured their progress against them. They may not have discussed with their boss that they want to move up or asked for feedback on what it would take.
Moving up isn't automatic. Gone are the days of keeping your head down and doing your work. Employers today want to see passion, leadership and a "can do" attitude, not someone who whines or complains. Those that get promoted are mindful of what they need to do and, most importantly what they should avoid doing.
All the best with your career!
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PRESENTING VIA CAMERA - Don't Be Camera Shy
Video is undoubtedly a powerful way to engage with your target audience, especially online!
It is also true that not everyone jumps out of bed eager to get in front of a camera. In fact some people are just plain scared witless about it. They’d rather play in traffic blindfolded.
In business during 2015 and beyond, you also need to be in the media creation business. It might be blogs, podcasts, videos and or, other types of visual media.
So what if you are determined that video is for you?
Here are 5 Tips:
1. Practice
Most things we are afraid of we haven’t done or have rarely done. We are not talking about jumping off a cliff while wearing a flying suit – that’s scary stuff. We are talking about fears that can be overcome simply by being exposed to them in gentle increments.
You could start by using your phone to film yourself privately. Record a sentence – delete it. Don’t even watch it. Do it a few times and then watch a few. Do it more often and maybe show someone who will always say the right thing.
Pretty soon, you’ll start getting better at it. And sooner than that you’ll become comfortable with it. And later you’ll actually start enjoying it.
2. Stilted delivery
It’s not always easy to deliver smooth lines in a confident compelling manner. Some people get halfway through a sentence and forget what they were talking about. If that’s you then don’t try to deliver a long detailed presentation in one go. Do it sentence by sentence.
If you do one recording of you with a wide shot and another close up, then you can edit between the two. You can also use graphics or visuals to hide your face altogether.
3. Need to be seen
What if you’re the CEO and need to represent the company but hate having to present to camera? In that case get someone to interview you. Practice Tip 1 above to get used to have a camera record you. Interviews allow you to have a conversation. For many people who suffer on camera, an interview is a more real experience.
Many times EC has advised clients to apply an interview style when it's obvious the presenter just isn’t convincing when talking straight to camera.
4. Use a tele-prompt
A tele-prompt allows you to read the script as it scrolls in front of the lens. You’ve probably seen them being used in TV newsroom style shows. They are easily accessible these days. They allow the presenter to focus on how they deliver their lines and less on what they need to say next.
Most people are able to master reading a tele-prompt after a couple of goes. It enables them to look and sound a lot more confident with their delivery.
5. Record a live presentation
If you are presenting on behalf of your industry or your business then have the event recorded. Chances are, you’ll be so focused on the audience you won’t have time to worry about the video camera. This can then be used to help promote your expertise and provide shareable content.
Don't be camera shy because your business promotion these days requires you master or at least improve this skill.
All the best with your future business communications!
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by effectivecommunication.com.au
THE ART OF INFLUENCING OTHERS
The key to successful leadership is influence, not authority - Ken Blanchard
Regardless of your role in an organisation, you need to persuade others to your point of view.
Being able to win people's cooperation is a critical skill for any business professional. In fact, some say leadership means the ability to influence. The good news is that influence is a skill that can be learned.
Influence requires paying attention to following seven (7) all important principles:
1. View your idea from your listener's perspective
Before you open your mouth, consider the impact of what you propose on your listeners. Will this inconvenience them? Frighten them? Cause an increase in work load?
When you see things from others perspectives you become more sensitive.
2. Look for common ground
People are less resistant when you can show them that your idea considers their way of thinking. Your idea can help them gain what is important to them.
3. Thoughtfully and logically outline what you want your listener to do
Your job is to order, clarify and intensify for your listeners.
Illustrate your message so people can see it and hear it. Resist saying too much. Follow the Rule of three (3) main ideas, not ten.
Avoid acronyms and buzz words that blur meaning. Steve Jobs said, "When ideas are simply explained, decisions are easy."
4. Demonstrate value
Show listeners why an idea is appropriate, necessary and in their best interests. What proof can you offer to show your idea is worth it?
Define and quantify benefits, not just for the organisation, but for the individual.
5. Be yourself
Be genuine, sincere, and approachable. Demonstrate openness through your body language. Pay attention to crossed arms, clenched fists, and intense facial expressions. Watch the tone of your voice. Little things matter and will be noticed.
6. Invite questions
Carefully listen. Show you really want to understand any concerns.
Listen without interrupting or talking over
Avoid patronising statements
Validate or acknowledge the other person's way of thinking. Then, find the best way to answer without being arrogant.
Be brief.
7. Inspire
Help people to believe
Passion is everything in the influence game. You can't inspire unless you are inspiring.
Feel your idea. Taste it. Passion causes a tidal wave!
Think Steve Jobs... Project a commanding presence. Look, act and sound confident.
Influencing others doesn't happen by accident. It takes carefully paying attention to what you say and how you say it.
All the best with your future business communications!
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by effectivecommunication.com.au
STAND OUT WHEN COMMUNICATING WITH EXECUTIVE LEADERS
Connecting with Executives doesn't happen automatically.
Understanding what is important to them and learning how they think is of the upmost importance.
For more than twelve (12) years that EffectiveCommunication.com.au has served multinational organisations and their leadership. Here are some of the comments Executives have shared as to how you can stand out and make a difference.
A lack of preparation is always obvious
Executives stress that preparation is critical. Their advice is to do your homework thoroughly. Understand what is going on in their world / business right now.
Tip: Learn all you can by about the Executive leader by talking to mutual contacts, check the Internet, check for press releases or analyst reports etc
If you want to play in my sandbox, you cannot seem nervous
You must look, sound and act confident. The Executive will hesitate or delay if your body language does not back up your message.
Tip: Practice your conversation ahead. Make sure your posture is open and you lean into the table. Be sure to sustain eye contact for a full sentence or thought. Pause for a breath at the end of your thoughts. Envision your success!
Set the context for the meeting. I may have forgotten
The Executive has a lot on his or her mind. They may have forgotten the purpose of the meeting so be sure to define the issue and its impact.
Tip: Executives appreciate knowing what you ultimately want them to consider. State your "ask / outcome" upfront.
Be brief and then be gone
Executives have a lot on their minds. They run from meeting to meeting. Time is very important to them so get to the point quickly. Do not go into unnecessary details. If there is an analytical base that is necessary, email it to them in advance for review.
Tip: Focus on what the Executive needs in order to make a decision. Have any supplemental information, charts, graphs, extra slides etc. at the ready.
More words are not an indication of more thought
Often, it is just the opposite - Keep your points simple. Do not over-talk an issue. Be very concrete and very specific. The simpler your points, the easier it is for them to make a decision.
Tip: Executives always want to know the risks and the scope of the opportunity.
I appreciate just having a conversation. I am not a fan of big slide decks
If slides are not critical, do not use them. Slides that are your speaker notes diminish your impact. The more slides you have, the more things can go horribly wrong.
Remember, anything that is on the slide is open for discussion. Your slides must tell a complete story. Executives hate when they have to dig to find the story.
Tip: Your transition statements from one slide to the next are critical. They provide context for what you are about to say.
Expect push-back
Executives don't want to make a mistake. They typically will have questions or need more information to help them decide. You should not be thrown by questions but rather view them as an opportunity to demonstrate your conviction or commitment to an idea. They are not trying to trap you or derail you.
Tip: Make a list of the questions you think the Executive will have ahead of time and determine how you will answer them.
Try to figure out what is key to the decision. That is where the bulk of the questions will come.
Making an Executive connection takes time and effort. Your Executive level conversations and presentations are a moment of truth. If you do a good job, you advance your cause and the perception of you as a leader. If you do a poor or mediocre job, you fall into the abyss.
All the best with your future business communications!
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by effectivecommunication.com.au
WHAT'S YOUR COMMUNICATION INTENTION?
Communication ranges from building a relationship or gaining consensus to controlling an outcome.
According to Susan Campbell, author of 'Saying What's Real', almost 90% of all communication comes from the intent to control. She cautions that the more we aim to control, the more out of control we feel.
When we feel unsure or fearful of the outcome, the need to control gets magnified. As a leader, it is important to recognize that we get things done faster when others feel respected and their opinions valued. As you think about your next meeting or critical conversation, consider your intent. If it is to protect the relationship, pay attention to any telltale signs that you are moving in the wrong direction. Notice the following signals.
Your focus is on the outcome YOU want right from the get-go. You quickly start to dismiss the opinions of others. You react to their point of view with annoyance. You argue, defend or blame when challenged. After all, you just need people to do it! You say things like, "My solution is the one that makes sense for right now. We are wasting our time even talking about anything else."
When you are trying to control, you notice it in your gut. Your whole body tenses. There is tightness in your chest. You hear yourself getting louder, your voice more strident. You may frown or point. Your hands may curl into fists. You may even find yourself sighing out loud or rolling your eyes. You no longer seem able to monitor your body language or what comes out of your mouth.
If you purposefully desire to relate, you do all you can to protect the relationship.
That is first and foremost. Nothing you say or do risks the relationship. You listen very carefully. You do not interrupt or talk over. Then, you summarize their interpretation with unbiased language:
"I think I am hearing that overall you like the idea but you are very concerned with the stress on our people. Did I get that correct?"
Relaters also ask questions to demonstrate they are trying to put together a complete picture. They do not jump to conclusions:
"I know you have said you are very worried about the people this will affect. Can you put more words around why? Is there something I am not aware of?"
When a problem is considered very important, cooperation is highly important. That only comes when all parties feel respected and heard.
To gain cooperation and commitment, leaders must put aside personal issues and focus on relating, rather than controlling.
All the best with your future business communications!!!
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by effectivecommunication.com.au
COMMUNICATE EMOTION – YOUR FAST LANE TO MOTIVATE BUSINESS ACTION
Can you remember a time when you attended a meeting, only to be lulled into an occasional listening mode because of one dull fact after another?
Just like you, your audience during a presentation will tune out quickly if you don't capture and hold their attention. After all, most business professionals have a lot on their minds.
Presenters who want their ideas remembered must electrify their audience by moving them emotionally throughout their presentation. It is the fast lane to motivation and action. So how do we accomplish this?
1. Verbal Images
Create enough detailed images for your audience to assemble a mental picture of what is being described. For example, if you want to change a policy or procedure, help people to see the dire consequences for not making the change or conversely, the positive responses customers will have to a new process.
Draw word pictures, but remember that the word pictures you have created must be powerful enough for your audience to see the same thing you envision in their mind's eye.
2. Strong Language
Create enough detailed images for your audience to assemble a mental picture of what is being described. For example, if you want to change a policy or procedure, help people to see the dire consequences for not making the change or conversely, the positive responses customers will have to a new process.
Draw word pictures, but remember that the word pictures you have created must be powerful enough for your audience to see the same thing you envision in their mind's eye.
3. Tell Stories Tied to Business Point(s)
People get very involved with stories, particularly personal stories. Sharing your emergency room experience of the ER doctor's inability to access your recent x-rays, would really highlight the need for new technology. Your wild travel story or your child's soccer goal will be remembered long after the fact as long as it is tied to a business point.
Although not personal, client or customer stories or examples are also winning. They explain a lot more than just the numbers. They put a face on the client or customer and motivate people to correct issues affecting people's lives and businesses.
4. Visual Aids & Demonstration
Not to be overlooked are Visual Aids and Demonstrations. Nobody dreams about bullet point lists, but pictures speak louder than words. Easy access to the web means that all of us have the ability to insert powerful images into our presentations.
In terms of demonstrations, imagine the power of holding up a stapler to make a point about the pain associated with testing for diabetes or a large ball of rubber bands to indicate how a client's network is in dire need of an update.
Most people would say they make decisions based on facts, but the reality is emotion is proven to be a stronger and hidden motivator. Vivid images stir the soul to action.
As you plan and review your content for your next meeting or presentation, ask yourself, "Have I moved people emotionally?" “Have I created what I want them to imagine?
All the best with your future business communications!!!
