Archive | Leadership Issues

Change Your Words, Change Their Minds

I continue to be amazed by that fundamental truth about living: how we choose to see a situation dictates the choices we–and others–make about it. Take a look at this 2-minute clip that demonstrates it better than any more words I can write. You will be glad you did.

How you choose to deliver feedback on an employee’s performance will have a huge impact on how he/she responds to your message…acceptance, in the spirit of learning, denial, as a victim, or angry counter attack.

How you present to employees a change mandated by you or by upper management will guide whether they come around willingly, begrudgingly, or not at all.

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The Practice of Appreciation

No man, who continues to add something material, intellectual and moral well-being of the place in which he lives, is left long without proper reward. – Booker T. Washington

John Maxwell shares a story about a man who was enjoying an afternoon in a small boat on a peaceful lake. He fished as he munched on a chocolate bar. The weather was perfect, his cell phone was turned off, and all he could think about was how happy he was.

Just then he spotted a snake in the water with a frog in its mouth. He felt sorry for the frog, so he scooped up the snake with his landing net, took the frog out of its mouth, and tossed it to safety. Then he felt sorry for the snake. He broke off a piece of his chocolate bar, gave it to the snake, and placed the snake back in the water, where it swam away.

There he thought. The frog is happy, the snake is happy, and now I’m happy again. This is great.  He cast his line back into the water and then settled back again.

A few minutes later, he heard a bump on the side of the boat. He looked over the side, and there was the snake again. This time it had two frogs in his mouth!

The moral of the story is this: Be careful what you reward, because whatever gets rewarded gets done.

It’s no secret that people like to be appreciated and rewarded. A recent survey by Cornerstone OnDemand reveals that most employees don’t feel they’re very valued, which might make them want to walk when given the opportunity.

The survey reported that employers need to understand that loyalty goes both ways. Nearly three in five (56%) employed Americans say that aside from compensation and benefits, being appreciated would motivate them to stay in their current positions – even more so than an opportunity to advance their career.

Essential to your leadership is to recognize and reward people in your organization who are the heavy-lifters, the front line people in the trenches who selflessly give of themselves for the good of the team. You overlook your people at your peril. You can however, make appreciation a powerful tool to boost morale and increase performance. Here are three ways to make it work for you.

Make it intentional. The practice of appreciation should be a priority of leadership. While the practice should not revolve around the Little League mentality of passing out trophies simply because you showed up, there are tangible ways of recognizing and appreciating those who have demonstrated loyalty, hard work, and a commitment to fulfilling the goals of your organization. Be intentional with your appreciation; it communicates to everyone that you not only value the work that your people deliver but more importantly, you value them.

Make it personal. Understanding the importance of appreciation is a positive first step. You make appreciation meaningful by making it personal. Faced with a pending deadline for an important presentation, Susan worked extra hours to make it happen. Why not show your appreciation with a gift certificate to her favorite restaurant that she and her husband can enjoy?

David was the top producer for the quarter and just landed your company a large new account. Why not make him reservations on a Friday for a round of golf at his favorite course? Acts of appreciation that are personal go a long way in demonstrating that you not just appreciate them for what they do, but in who they are. Take pride in the fact that you know them.

Make it desirable. Excellence is a motivator. So is success. And when the employees in your organization see the rewards on display through acts of appreciation it motivates and causes everyone to aim higher.

Do your employees know they are appreciated? How is it being communicated? Have you spoken words of appreciation? In what ways can you improve? You win your people over when you make your appreciation known.

Have you shown your appreciation today?

 

© 2012 Doug Dickerson

Follow Doug at www.twitter.com/managemntmoment

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Are You the Expert, the Doctor, or the Process Guy?

In his short, wonderful book, Helping, Edgar Schein presents us, whether we are a professional coach or a manager playing a coaching role, with three ways to respond to a request for coaching/mentoring help (or, for that matter, advice with a problem on the job).

We can be:

  1. an expert resource who provides information or steps in and solves the problem,
  2. more like a doctor who prescribes a solution for the client to follow,
  3. or a process consultant who works to get the client to come up with a solution.

The first two approaches are similar and I find they all too frequently represent the default response of managers when asked for help from their employees. Often it is for advice around a technical problem relating to work (e.g. how to go about solving a large machine’s breakdown). More often than not the more experienced boss has a good answer. The problem is that responses #1 & 2 build dependency on the boss and leave the employee feeling “one down,” lower in status to the manager. This mostly happens at a subconscious level. The lectured employee doesn’t consciously think, “Oh what a show off. I feel stupid having him give me the answer.”

When I am coaching a client, I have to be continuously mindful of the temptation to switch too soon from a process consultant role to just telling my client what to do. And when I push my advice or solution, unless my client is truly stuck, I receive back a shot of resentment and resistance from him (her).

My unwelcome advice makes her feel a tad inferior. Not surprisingly, she doesn’t like that feeling. Not a good mindset for your employee to be in if your goal is to help her learn and grow in knowledge, skill, and self-reliance.

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Leading With Purpose

I am always asked what makes a great leader. We are all different. Some people have exceptional product knowledge while others know how to fill in strategy gaps. There are those who inspire their team and others who keep their team honest. While every individual has their distinct areas of expertise, there is a method of all-encompassing leadership….

Leadership by Example!

The greatest leaders set an example. They have a constitution about their work that they are unwilling to compromise. It can lead to difficult conversations with ambitious team members. There will be an instance or two when you when you have to tell people what they have to hear instead of what they want to hear. It is never perfectly elegant but such is the life we have chosen.

In his book “Start With Why” Simon Sinek introduced the Golden Circle.

Starting with “why” is an excellent premise for leading with purpose. The simple concept, “people don’t buy what you, they buy why you do it”. So how does the  Golden Circle apply to leadership….?

  • You may sell data protection services – that is the “what”
  • You may have an impeccable ability to teach your team the bigger picture of your product function – that is the “how”

Your constitution – company mission, organizational vision and core values are your WHY. As a leader, it is incumbent upon you to believe in the aforementioned principles and to tell them on the mountain. Regardless of role or departmental function your mission, vision and values are all encompassing. Every decision is made easier in consideration of the aforementioned.

Too often core values are words on the wall created years ago gathering dust. We get caught up in the rat race of product development, market penetration, and metrics for revenue improvement. People are hired and fired based on bullet points and the primary focus of the organization is lost. This turns people into numbers and erases the differentiators that formulate your genuine existence. Don’t ignore the irreplaceable commitment that makes your company special. Live it and pass it along.

Performance reviews are a necessary means to measure human contribution to the bottom line. Training puts knowledge in the speaker’s mind. But, people don’t buy what you they buy why you do it. Your team cannot show up to work without the ability to explain WHAT you do – knowledge is accreditation. Your team must have the ability to differentiate your solution to a customer’s needs – HOW it works has to be taught. The belief in why you do what you do separates Great companies from Good companies. Engaged employees believe in your mission, vision and values. Satisfied employees are more focused on the “what” and “how”.

May I suggest the following in bringing purpose (the WHY) to your leadership style:

  • Introduce your Mission, Vision and Values before the how and what
  • Be Transparent in your decision making process
  • Start With Why

Live It!

People want to work for passionate leaders. They want to know that the person who represents them to the company share holders would do anything to promote their hard work. Regardless of organizational role, all employees are committed to honor a common mission, a leadership vision and core values!

If you do not believe in the aforementioned ideals you will be unable to convince anyone of your conviction. Leadership is an act of conviction.

Every interview should include the introduction of your Mission, Vision and Values (your WHY), before you discuss job function (the how) or products/services (the what).

Pull Back the Curtain

Annual performance reviews do not motivate employees to achieve their goals. You cannot inspire a culture of teamwork by simply explaining what you do and how you do it. Employees are distracted by the unknown. Your team needs to know where they stand and how they can constantly improve.

If your leadership goals are not interpreted to your team in a manner that inspires them to win, you are working in silos. Transparency is the gateway to trust. If your employees trust you, they will do anything for you!

What’s Your Why?

Review the Mission, Vision and Values of your organization with your team at your next meeting. Ask them what these principles mean to their work. Help them understand that they are all part of something bigger and that together their power is much more mighty….and mean it when you say it!

There are shades of grey in every discussion: products may have multiple uses, services may by adaptable, people posses varying strengths.

Your WHY is all powerful and unflappable. If you truly believe in your organization’s Mission, Vision and Values your actions speak louder than your words.

Lead With Purpose!

- Dave Kovacovich

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How Well Do You Get Along?

One of the most important keys to success in your personal and professional life will be determined by your ability to get along with others.

Below is a quiz I provide to people at my workshops as well as to those I coach.

Take the quiz and see how well you do. Also have your teammembers take it.

This test is from the book, “Get Along with Anyone, Anytime, Anywhere .. 8 keys to creating enduring connections with customers, co-workers – even kids” by Arnold Sanow and Sandra Strauss

———————————————————————————-

How’s Your “Get Along” IQ?

Rate yourself on a scale of 1 to 5 on the statements below:

1-Never
2-Almost never
3-Sometimes
4-Almost always
5-Always

How often do you …

____ Listen to others attentively, even when you disagree?
____ Boost good feelings in others?
____ Project a positive presence?
____ Express a positive attitude even when it’s difficult?
____ Give people credit for their ideas?
____ Resolve conflicts with diplomacy?
____ Treat others with respect even when you find it challenging to do so?
____ Honor differences of opinion and keep an open mind?
____ Act as a catalyst to help others get what they want?
____ Accept responsibility for a mistake you’ve contributed to or caused?
____ Adapt how you communicate in order to be most effective in relating to the needs of others?
____ Seek to understand how others see a situation?
____ Provide ample opportunity for people to air their grievances or concerns?
____ Give feedback tactfully and receive it willingly?
____ Work to find the best possible solutions for all parties involved when disputes arise?
____ Model the same behaviors you want others to express?
____ Seek to respond to what others want or need?
____ Master your emotions when angry or frustrated?
____ Create a sense of safety and openness?
____ Keep current as to what’s important and valued by others in every arena of your life?
____ Act in ways that make people feel valued?
____ Drop any need to be right?
____ Let go of grudges?
____ Keep your commitments or promises?
____ Communicate respect in everything you say and do?

Scores:
115-125: You’re a Get Along guru!
105-114: You’re using some excellent connection strategies, but you’re missing some important connecting cues.
95-104:: Being responsive to others is music to their ears! Explore more ways to connect to what others want, need or value.
94 and under: Pump up your Get Along Power! You may find yourself often frustrated from misunderstandings, disappointments and missed connection opportunities.

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Distractions and Reactions

By prevailing over all obstacles and distractions, one may unfailingly arrive at his chosen goal or destination. – Christopher Columbus

There is a story that I came across involving Yogi Berra, the well-known catcher for the New York Yankees, and Hank Aaron, who at the time was the chief power hitter for the Milwaukee Braves.

The teams were playing in the World Series, and as usual Yogi was keeping up his ceaseless chatter, intended to pep up his teammates on the one hand, and distract the Milwaukee batters on the other.

As Aaron came to the plate, Yogi tried to distract him by saying, “Henry, you’re holding the bat wrong. You’re supposed to hold it so you can read the trademark.” Aaron didn’t say anything, but when the next pitch came he hit it into the left-field bleachers. After running the bases and tagging up at home plate, Aaron looked at Yogi and said, “I didn’t come up here to read.”

Office distractions are all around us. In an American Express Open Forum column, Mike Michalowicz identifies the six biggest office distractions as: the talker, the e-mail cc, noise with names, temperature troubles, sitting setbacks (not having a comfortable chair), and hunger issues. What distractions are on your list?

The truth is, unless you manage your distractions they are going to manage you. Distractions will cost you time, productivity, and if they abound, the performance of your team will falter. A good leader understands the negative consequences of distractions. A good leader will also promote good practices to create a healthy work environment. Here are a few ideas to get you started.

Protect your space. Your office, cubicle, or designated work area is just that- yours. Your level of productivity is best determined by fostering an environment in which you can thrive. When you govern this space wisely it can be a place that allows you not to be busy, but productive. A little organization goes a long way in producing great outcomes.

Purge and prune. Overwhelmed by your inbox? A few minutes each day purging and responding to e-mails will not only keep you on task, but will keep you in the loop. What about all those old files and outdated folders? Toss ‘em.

Schedule and screen.  Jim Rohn said, “Either you run the say or the day runs you.” He’s right. Unless you want the day to run you then take control of your schedule and stick to it.  A well scheduled day will go a long way in preventing distractions that would otherwise rob you of your productivity. The best call-screener or “drop-in” visitor deterrent you have is a well maintained schedule. It will keep you from succumbing to the “tyranny of the urgent” and focused on your goals.

Flex and bend. Now for some reality– you will have distractions. How you handle distractions that come your way is up to you. Depending on what the distraction is you can choose to see it in one of three ways: a setback, an interruption, or as an opportunity.

When Thomas Edison was at a breakthrough point in his career a tragic event took place that under any other circumstance and with any other person would have been career ending. A devastating fire tore through his lab and destroyed his work. The next morning Edison surveyed the remains of the destructive fire and said, “There is great value in disaster. All our mistakes are burned up. Thank God we can start anew.” Three weeks after the fire, Edison managed to deliver his first phonograph.

Not every distraction is useful, and often they come at inconvenient times. Smart leaders have learned that there is wisdom in being flexible and can see opportunities when all that others see are setbacks.

Managing distractions is a matter or priority while flexibility is a matter of practicality. Be smart in your planning and practical in your application. Before long you will notice a profound difference and your leadership will rise.

 

© 2012 Doug Dickerson

Follow Doug at www.twitter.com/managemntmoment

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What is Your Philosophy on Leadership?

phi·los·o·phy   [fi-los-uh-fee noun, plural -phies. -The rational investigation of the truths and principles of being, knowledge, or conduct.

The setting is taken from the 2009 hit movie Invictus starring Morgan Freeman and Matt Damon. Freeman plays the role of South African President Nelson Mandela. Damon plays the role of Francois Pienaar, the captain of the Springbok rugby team.

In the scene, Mandela has invited Pienaar to tea.

The World Cup is a year away and the fledgling Springbok need motivation. As they talk, Mandela sits back in his chair and says, “Tell me Francois, what is your philosophy on leadership?” It is a pointed question that each leader must answer.

The answers the two men flesh out will shape the destiny of a nation. That philosophy propels them to make hard but necessary decisions that ultimately leads to a Springbok victory a year later. Much greater than the World Cup victory was the reconciliation of a nation.

Your leadership philosophy is the blueprint for how you live your life, how you run your company, and how you treat others. John Maxwell is correct when he says, “everything rises and falls on leadership.” We see it lived out every day in companies that succeed and with those that go under; we see it in the rise and fall of politicians, we see it in the daily charitable acts of thousands of people who give of themselves to make the world a better place.

From the movie narrative came three philosophical ideas that were adapted as they met the challenge of motivating the Springbok to victory. Where will your leadership philosophy take you and how will you define it? Here are the three from the film. Let’s observe.

By example. Pienaar believed the best way to inspire his team to do their best was by example. This has always been one of the underlying fundamentals of leadership. It was Thomas Morell who said, “The first great gift we can bestow in others is a good example.”

If you incorporate leadership by example as a core component of your leadership philosophy will you need to change any current behaviors? When you lead by example you do not set yourself above everyone else, but place yourself among everyone else. Now your every move is observed, not from afar, but up close and personal. Leadership by example is a risk, but is the most effective.

Inspiration. Mandela asks of Pienaar, “How do we inspire ourselves to greatness when nothing less will do? How do we inspire everyone around us?” The only thing more inspiring than the question was the goal before them – to win the World Cup. But they knew they had their work cut out for them and attaining the goal would not come easy.  The way forward would be long, riddled with objections, and rooted in an ugly past that if allowed to remain would cause further division.

The Springbok needed inspiration to play better and to do what many considered impossible. But they found that inspiration. You too will find it when you attach it to a dream or goal that demands nothing less than greatness. Douglas Lurton said, “When you determine what you want, you have made the most important decision of your life. You have to know what you want in order to attain it.” Inspiration is the fuel you need to reach your goals.

Using the works of others. Mandela tells Pienaar that while on Robben Island he found inspiration in the poem “Invictus” and how it encouraged him in his darkest times. From the closing lines of the poem one can understand how the words inspired Mandela to keep faith: “It matters not how strait the gate, How charged with punishments the scroll. I am the master of my fate: I am the captain of my soul.”

As you consider your leadership philosophy, consider also your source(s) of inspiration. Whether it is the inspiring words from a poet, a mentor, music, or some other source, find it and be inspired. Lead by example, inspire others, and use the works of others as an encouragement to become leaders of destiny.

 

© 2012 Doug Dickerson

Follow Doug at www.Twitter.com/managemntmoment

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Talent Magnets

In my leadership workshops and keynote speeches I sometimes ask the group/audience to think of the best boss and worse boss they’ve ever had, what each did, and what effect it had on you.

People come up with all kinds of descriptors and behaviors of both bosses. But one thing emerges about the best boss ever (BBE). He or she is someone you want to work for…and keep working for.

Furthermore, a BBE is almost always someone that others in the organization would like to work for too. When an internal posting for a position in this manager’s department opens up, many people apply. They know that he/she will inspire them, give them opportunities to do their best work, encourage them, challenge them, and develop them. And that BBE doesn’t take himself/herself too seriously; there’s a refreshing humility present here.

BBE’s are “talent magnets.” I really like that term. I love the visual image of their drawing excellence to them and then of the synergy that results when all that talent starts working together.

But these “best bosses ever” don’t just aggregate talented employees. They nurture and grow the capacity and potential of their people. And, more than is the case with average managers, their people move on and up in the organization to new and greater contributions to the enterprise’s success. In other words, with the most talented employees, a form of reverse polarity at some point takes place.

Alas, methinks I stretch the magnet metaphor a bit too far.

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Praise their Process Over their Competence

The name and work of Carol Dweck keeps coming up in discussions among experts in cognitive development. I wrote a review of her important book, MindSet. In it she talks about two fundamental mindsets in people (and, therefore, of course, in employees): Fixed and Growth.

Someone with a Fixed mindset believes they can’t get any better, improve their skills, or turn around a failure. Growth mindset people believe the opposite. Therefore, they are much more open to feedback, to learning from their mistakes, and trying out new ways and behaviors.

Here’s what is particularly interesting, from the research. When parents praise their kids for their intelligence when they do well, it tends to breed young adults who operate with a fixed mindset. What fosters a growth mindset is praising the process their kids use to achieve a positive result. In other words, how they took on a difficult challenge or used a different approach or persisted in the face of discouragement.

Do you see an parallel in giving feedback to an employee? It suggests to me that a way to crack an employee’s fixed mindset or reinforce his/her growth mindset is to draw attention to his/her methodology or behavior behind a positive result. You could say something like…

“Wow, that mistake is interesting. What can you do now to turn it around? What did you learn from it? What will you do differently if this sort of situation comes up again?”

When you praise traits and competencies linked to their performance results it feels final, immutable, WYSIWYG . Processes, however, are almost always capable of being improved. By focusing your positive feedback on your staff member’s approach, strategy or methodology, vs. their traits like creativity, sense of humor, or intelligence, you keep open the potential for yet further growth.

Hey, life (and work) is a process, no?

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Leadership Lessons from Tim Tebow

Be not afraid of greatness: some are born great, some achieve greatness, and some have greatness thrust upon them. – William Shakespeare

Tim Tebow earned my respect back in 2009 when he played his senior year at the University of Florida. When other college athletes with lesser talent opted to enter the NFL draft, Tebow stayed put and graduated.  That choice alone is worth respecting. During his time at Florida, the Gator’s won two national championships and Tebow picked up a Heisman Trophy.

And unless you are living under a rock, the world has a greater glimpse into the football exploits of the Denver Broncos quarterback. In a recent feature, ESPN columnist Rick Reilly profiled some true heroics of Tim Tebow that have nothing to do with what takes place on the field.

Reilly writes, “Each week, Tebow seeks out someone who is suffering, or dying, or who is injured. He flies these people and their families to the Broncos game, rents them a car, puts them up in a nice hotel, buys them dinner (usually at a Dave & Buster’s), gets them and their families pregame passes, visits with them before kickoff, gets them 30-yeard-line tickets down low, visits with them after the game sometimes for an hour, has them walk him to his car, and sends them off with a gift basket.”

In the interest of full disclosure, I was never a Florida Gator fan nor am I a Broncos fan. But I am sold on Tim Tebow. While some choose to argue the appropriateness of Tebow’s faith on and off the field, he quietly goes about living it in such an authentic way that it is hard to ignore. I, for one, find it refreshing.

Reilly continues, “This whole thing makes no football sense. Most NFL players hardly talk to teammates before a game, much less visit with the sick and dying. Isn’t that a distraction? “Just the opposite,” Tebow says, “It’s by far the best thing I do to get myself ready. Here you are, about to play a game that the world says is the most important thing in the world. Win they praise you. Lose they crush you. And here I have a chance to talk to the coolest, most courageous people. The game doesn’t really matter. I mean, I’ll give 100 percent of my heart to win it, but in the end, the thing I want to do is not win championships or make money, it’s to invest in people’s lives, to make a difference.”

Legendary coach John Wooden said, “Don’t measure yourself by what you have accomplished, but by what you should have accomplished with your ability.” Only time will tell what the future has in store for Tim Tebow as an NFL quarterback. But here are three leadership lessons we can learn from him today.

A strong work ethic. He was ranked among the top quarterback prospects in high school. He won the Heisman Trophy in college in addition to being named the MVP in the national championship game in 2008. He is now the starting quarterback with the Denver Broncos.

A strong work ethic is an essential leadership trait. Tebow’s success was attained by hard work and overcoming innumerable odds. Any goal worth achieving is worth the hard work it takes to get there.

Life perspective. Even at his relatively young age; Tim Tebow gets it. “It” is the proper balance between the value and rewards of hard work, and understanding his greater purpose in life.  It’s a given that Tebow is thoroughly prepared for each game. But at the end of the day he also understands—it’s just a game.

His perspective about life comes not in the X’s and O’s of the football game, but in the eyes of children he has flown in the watch the game who are dying. Leaders with perspective understand that it’s not just about the bottom line on your balance sheet; no, it’s much more important.

Serving causes greater than yourself. It has been exciting to watch his exploits on the football field and to watch him orchestrate some amazing comeback wins for his team. But by far his greatest accomplishments, those with lasting value, have come through his foundation and his ability to inspire and give hope to those he meets.

Sadly, many people twice his age have a hard time understanding what Tim Tebow lives out on a regular basis. The secret to great leadership is found in a strong work ethic, having the right perspective about life, and serving causes greater than yourself. Thanks to Tim Tebow, many are receiving an invaluable lesson in servant leadership.

 

© 2012 Doug Dickerson

Follow Doug at www.twitter.com/managemntmoment

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Every Manager a Coach

A recent study reinforces the value of coaching by managers throughout the organization. Here are a few key points it makes:

  • Business results were 21% higher in enterprises where senior leaders very frequently make an effort to coach others.
  • This increased when organizations had a culture that supports coaching and makes managers accountable for engaging in it.
  • Despite this, only 11% of senior leaders are “true believers” in the value of coaching and having their managers coach.
  • Furthermore, most managers need to be trained on how to coach, with special emphasis on using open-ended questions, listening actively, and reinforcing positive behavior

In our management training workshops around effective performance & motivation conversations, we are increasingly emphasizing coaching type skills. Compared to the traditional performance appraisal where the conversation tends to look back in time and play “gotcha” around what was “wrong,” coaching looks forward. It emphasizes building on the employee’s strengths and accomplishments, and it identifies the particular behavior that is needed instead of current behavior that is producing performance shortfalls.

It makes business sense for an organization to deliberately foster a culture where managers are trained in coaching skills and are expected to use them in conversations around performance, both during the year and in the final review discussion. Such a culture requires visible and tangible support from the top and an HR department dedicated to making it a reality.

This isn’t an overnight fix and a few managers will not be able to master even the basic skills of coaching. But it is the smart way to go.

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12 Steps to Planning Your Next Presentation

90% of the success of any presentation can be attributed to planning. As Mark Twain said, “It even takes three weeks to prepare a good ad lib speech.”

The problem with most presenters is they don’t spend enough time researching, getting to know the audience and going over and over the presentation until it becomes second nature.

I recommend to my presentation skills coaching clients that they spend about  twenty hours in designing, developing and practicing every presentation.

Below are the twelve steps  you should follow in developing your presentation.

Who is my audience?

This is the first thing you must know before delivering any presentation. Demographics such as age, sex, lifestyle, work culture, education level, experience, knowledge, culture and background all play an important role in formatting your presentation. For example in a presentation I delivered to the Outdoor Recreation Association, I found out the average age of the attendees was 26 with about 70% being male. Upon further research I found out that if a presenter came in a suit and tie, he would be immediately discounted. By knowing this I dressed appropriately to the audience and did not allow dress to be a barrier in getting my message across.

What is the objective of my presentation?

What is the direction or goal of your presentation? Furthermore, when the presentation is over what do you want the audience to remember, understand, believe or what actions do you want them to take. A good way to determine what you want to get across is to remember the acronym WIFM. This means, what’s in it for me? The closer you can get to answering this question and giving them what they want, the more impact you will make and the higher your ratings will become.

How will I close the presentation?

This is the third step to follow. By knowing how you want to close the presentation it helps you to set up the beginning.

How will I open the presentation?

The opening sets up the bowling pins that the presentation and the close will explain by “knocking down” each pin.

How will I organize the body?

To make sure people understand the message you want to get across, tell them what you are going to tell them, tell them, then tell them what you told them. In other words, people need to hear what you are saying over and over in different ways to make sure they get it. Our suggestion is that you deliver a few key points and then you have stories, examples, anecdotes, questions or exercises for each. When developing our presentations we write out point 1—-story, example, etc —-Point 2—-story, example, etc. and on and on.

How do I plan what to say?

I suggest you use a ‘mind map.’ A mind map consists of writing out what you want to speak about and then brainstorming or letting your mind flow with things that might be relevant to your main subject. For example, if you wanted to do a presentation on birds,  I recommend that you or other associates who may help you brainstorm take a piece of paper and in the middle of the paper you spell out the word ‘birds.” Make a square around the word birds and then draw lines with words that relate to birds. You or your associates may come up with words such as fly, beauty, noise, songs, doves, robins, eagles, nests, freedom, eggs, woodpeckers, chimney, cute, baby birds, etc. After about 15 minutes you will have numerous topics to talk about when talking about birds. Then take 3 or 4 topics and develop your story. For example, “There are thousands of types of birds, one type the robin is ……”

Where do I get material?

You should carry around an index card with you everywhere you go. When you see something that is funny, sad, inspiring, thought provoking or has an impact on you, write it down. A great place to get stories, examples and anecdotes is by looking at your family and friends. Also, make sure to write down anything that affects you. Many speakers try to figure out how they would use something and if something doesn’t immediately come to mind they don’t write it down. We find that sooner or later your insights can be used. I also suggest that you go to www.google.com and sign up for google alerts. If you put in a topic, you will receive daily articles, and messages about the topic you are interested in. For example, we have ‘Presentation Skill’ listed and we receive information in our mailbox daily about the subject.

How will I get their attention?

You must get their attention immediately at the start of your presentation. Starting with a question, story, humor, or relevant fact in an enthusiastic way starts and keeps the momentum going.

How will I keep interest?

We recommend every 3-5 minutes in your presentation you include a story, anecdote, question, exercise or discussion to keep people interested. We also recommend humor relevant to your presentation (not jokes) as much as possible as people remember humor 6 times longer than they do anything else.

What questions will I ask?

You can ask rhetorical questions that usually give a yes answer such as, “Would everyone be happy if you won a million dollars?” to questions to get attention such as, “Did you know that 80% of businesses that start today will be out of business within 5 years?”—pause— Today, I want to give you three ways to stay in business.” The purpose of questions is to get involvement, stimulate thinking and/or get a conversation going.

What questions will they ask?

By doing your homework prior to the meeting, you will have a good idea of what questions will come up. Also, depending on the situation, you might want to allow for questions while you are talking vs. having a separate question and answer period. If questions come up that are off track, let the participant know that you will meet with them after the session and would be happy to answer it.

What visual aids if any will I use?

The most important part of the presentation is you. Too many people rely too much on visuals and not enough on the quality of their verbal presentation. The question to ask yourself in determining what if any visual to use is, “Will the visual enhance of distract the participants from the message I want to get across.”

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Conflict and Change Co-exist

When you hear the word conflict, it has negative associations with words like argument, war, battle, and disagreement. In reality, conflict should be embraced as being essential to a healthy organization.

The majority of employees (and many supervisors and managers) avoid conflict because of the assumption that conflict is destructive. Conflict is expected and desired when implementing change and continuous improvement.

There are typically three sources of conflict related to change and continuous improvement:

  1. Where we are now (Facts): Even though most people assume that facts speak for themselves, the reality is that different perspectives can cause conflict. Leaders should assume that not everyone will agree by default about the need for change. Build and communicate the need for change by revealing the facts and assumptions.
  2. Where we are heading (Goals): If agreeing on where we are now is hard, imagine building agreement on what the future looks like. At this point leaders can acknowledge that there are many alternatives and that the chosen path is expected to be the best solution.
  3. How to get there (Methods): Even if it possible to gain agreement to number one and two above, there will inevitably be conflict surrounding the method of getting from A to B. Absolute certainty isn’t possible. Leaders should focus on explaining the rationale and then being open to suggestions for continuous improvement. Remain flexible to make changes along the journey.

By embracing conflict related the change, front line supervisors and managers can be a proactive leaders of improvement.

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Four Steps to Becoming the Ultimate Manager

Be kind to people on the way up- you’ll meet them again on your way down. – Jimmy Durante

It was recently reported in USA Today that 48 percent of employees believe that being courteous leads to advancement at work. And in a recent AOL article, business writer David Schepp writes, “with five applicants for every job opening in the current labor market, it’s not surprising that employers have focused more on employees’ soft skills. After all, in trying times, such as those experienced during the recent recession—being able to handle stress with aplomb can go a long way toward maintaining harmony in the workplace.”

These statistics speak to what we all value in a work environment – respect and appreciation. What manager or CEO doesn’t want a healthier and more functional relationship with their staff? In our more than forty combined years of service we have observed a few things that we believe if practiced can make a positive difference in your organization and build morale, especially in today’s highly pressured workplace. Let’s begin with these four.

Getting to know you. How well do you know your staff? Taking the time to sit down one-on-one with your staff can build bridges and respect that transcends titles. When you understand what makes them tick and they get to know you; you are sending signals that you are interested in them as a person, not just the job they perform.

Make it a practice to know birthdays and other important events in the life of your staff. Even if you can’t offer a monetary incentive, a few hours off to attend a special family event or a child’s baseball game might even be better. Take the time to find out who is on your team and why.

Listen up. Your front line staff is an invaluable resource. The benefits in building relationships with your staff are numerous. Your front line staff serves everyone well as the face and voice of your organization, the first point of contact with many of your present or future clients, and can trouble-shoot many problems before they reach you.

The hallmark of your leadership is found not when you ignore your assistants but when you respect them as the valuable team players they are. Engage your team by frequently asking, “What do you think?” and encourage honest response. Discuss your decisions. Staffers who have a voice feel ownership and strongly connected to the successes of their managers. Reward this kind of initiative and the rewards will come right back to you.

The value of undivided attention. In a time of text messages, smartphone emails, custom ringtones, and 24/7 accessibility, the concept of giving another person one’s undivided attention has become a rare commodity.

Author Jim Rohn said, “Give whatever you are doing and whoever you are with the gift of your attention.” What a great piece of advice. Look your staff in the eye while speaking to them and try to avoid answering with email or texts when possible. The smart managers know how to multitask and seek out face time as a team building tool.

High praise. It’s a fact- sincere praise motivates staff to produce excellent work far more than humiliation, intimidation, and yelling. Praise is powerful in every form – written and verbal. To publically praise a staffer inspires every team member to seek excellence in order to garner similar praise.

John Maxwell said, “The disposition of the leader is important because it will influence the way the followers think and feel. Great leaders understand that the right attitude will set the right atmosphere, which enables the right responses from others.” Sharing the credit and spotlight elevates the whole team.  The rise in your leadership begins when you take the spotlight off yourself and place it on your team. When you sing their praises be assured, they will sing yours.

Becoming the ultimate manager is possible but it takes hard work and careful choices based on respect and appreciation for the staff. We are interested in your feedback and what you suggest would improve the relationships between managers and staff in 2012.

 

© 2012 Doug Dickerson and Bonnie Low-Kramen
* Bonnie Low-Kramen is the author the book, Be the Ultimate Assistant, A celebrity assistant’s secrets to working with any high powered employer. Bonnie is the former assistant to celebrity couple Olympia Dukakis and Louis Zorich. Visit www.bonnielowkramen.com for more details.

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Three Keys to Exceptional Leadership

Success is to be measured not so much by the position that one has reached in life as by the obstacles which he has overcome – Booker T. Washington

In a recent Sports Illustrated story honoring Pat Summit and Mike Krzyzewski as Sportswoman and Sportsman of the Year, a fascinating story of hope and encouragement is shared about Pat Summit.

In 2008 as the team boarded a chartered jet for a game Coach Summit took her accustomed seat in the first row. The flight attendant, settled into the seat next to her, begins to sob. “What is it?” Summit leans forward, “Tell me, what’s the matter?”

Nothing’s the matter. It’s just that, years ago, Pat Summit left the floor after coaching a game against Louisiana Tech; she spotted a girl in a wheelchair at the mouth of the tunnel. She dropped to one knee and told her, “Don’t let the way you are now define who you will be. You can overcome anything if you work at it.”

In a moment, that woman will get out of her jump seat and work this flight, serving the person who had prophesied it, and right now she’s emotionally overcome by this opportunity to thank her. “Everybody else was ‘Oh, poor you.’ You told me I could do it. And here I am.”

Jim Rohn said, “A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.”  As you embark on the year ahead, consider these three characteristics of leadership and how you can instantly add value to any organization.

Take a knee. When Summit spotted that girl in the wheelchair, she went to her, took a knee, and spoke those inspiring words into her life. While some still hold to archaic views of position and power, great leaders are servant leaders and always will be.

Great leaders see what other refuse to see, approach the ignored, and give hope not pity. Harold S. Geneen said, “Leadership is practiced not so much in words as in attitude and in actions.” What is the defining characteristic of your leadership? The path to exceptional leadership is not found in pride or arrogance but in taking a knee in humility.

Lift up. In that brief encounter filled with destiny, Pat Summit spoke words of life to that girl in the wheelchair. It’s likely that no one would have remembered much less not have faulted her if she walked past her. After all, she has a schedule to keep, a team she is responsible for, so keep on walking.

It was Thomas Morell who said, “The first great gift we can bestow on others is a good example.” And this is a time-tested trait of leadership still worth practicing. All leaders make decisions, but not all leaders touch people. Make it your practice to never miss an opportunity to encourage someone in their moment of struggle. You never know the impact or difference it can make.

Speak hope. Although not revealed, it is likely the journey out of the wheelchair for the girl had its challenging moments. By her own admission, everyone who spoke to her took the “oh poor you” approach. Summit on the other hand, gave have her hope. Summit spoke words of faith that “you can overcome anything if you work at it.” The girl took those words and made them her reality.

What is your message to your team? What words are you projecting into your organization? And based upon those words, what outcomes do you anticipate? Clearly hard work is part of any formula for success, but the words and attitude by which it is approached goes a long way in determining that success.

Dwight D. Eisenhower said, “You do not lead by hitting people over the head-that’s assault, not leadership.” And he was right. When you learn to take a knee, lift up, and speak hope, there is no limit to where your leadership can take you.

 

© 2012 Doug Dickerson

Follow Doug at www.twitter.com/managemntmoment

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Great Interactions

I think we can all agree that leadership is an art form: a dance, a painting, a well-executed pass play. The best leaders know the moments in which to interact. More to the point, an employee’s valuation of their company comes down to a few moments (and their direct report is usually part of them). Every great Boss creates pivotal moments…a pat on the back when you win, a note on your desk when you lose. The paradigm of my leadership has been created by great people knowing when to say the right thing.

The greatest moments in your career probably did not occur at an awards banquet in front of 1,200 people. A conversation in an empty office building over a cheap cup of coffee may have done the trick. As one year turns a page to another a time for reflection comes about. I want to share with you some of the most (unexpected) Leadership lessons I have learned.

Lesson 1 – Underestimate No One   

I was young and fiercely motivated. I had achieved a top 10 ranking in a sales organization of nearly 2,000. I made a whole lot of money and spent it all on the excess of youthful arrogance. Every day, I breezed past our Operations Manager’s door without saying hello…..I had clients to see, contracts to sign, and more important people with whom to talk. He was an older fella and the sunset of his career was in the near distance. One day as I raced past his office he called to me…I swore under my breath and headed into his office. What followed was an hour long conversation. We talked about his love for the Red Sox, the part he played in developing our company, how he had all the money he needed but still loved working, and for me to be mindful of the blinders I had on. He ended the conversation by saying, “I heard you have a child on the way, you are going to be a great Dad”. I bolted from his office hiding my tears. He was fired a month later. It was the most meaningful conversation I had in 8 years with that company.

Everyone has something to contribute. Just because someone isn’t caught up in the rat race doesn’t mean they don’t care.

Lesson 2 – A Title is (not always) a Distinction

Managers always advise new reps to seek guidance from the top producers. Go to the guy/girl who has the most revenue on the team and ask them their secret. The one truth I have found in business: Top Producers never have the best advice. It could be the fact that achieving 10 times your quota takes total commitment. Maybe that person’s results simply cannot be replicated. Maybe they just got lucky…?

Results are a short term validation, how you play the game matters more in the long run!

Lesson 3 – Hard Work Pays Off

There is nothing more rewarding than taking a chance on an under-qualified candidate and seeing them succeed…this is the apex of mentorship. We have all had people who took a chance on us; we all knew well enough to empower their trust by producing results. You can fool some people, some of the time. In the long run, however, short cuts turn toward the cliff.

I know not a single person who gave everything they had, every day, who was not a success.

In Summation: For some crazy reason I simply love working. I consider every day a challenge and every challenge an opportunity. I cannot love my children without knowing I’ve done my job to the fullest. Nor can I pretend that the aforementioned lessons learned in the trenches do not apply when you are at the helm.

Lead, Follow, or get out of the way!

- Dave Kovacovich

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