Archive for the ‘Personal Presence’ Category

Using stories to get your message across

Monday, April 4th, 2011
using-stories-to-get-your-message-across

Two contrasting events happened in Communicate this week that put the power of stories firmly in mind:  I was working with a group of auditors and discussing options for presenting technical auditing issues in an engaging way.  Back in the office I picked up an email asking for presentation help for a guy described as a bright guy, very theatrical in his style who enjoys theory and concepts but is too abstract and jumps around ideas too much for people to follow. Obviously he needs to build some stronger audience engagement.

In both cases story telling is the answer.  All humans enjoy stories and a good story can turn knowledge into something that really connects with us and can stimulate us to understand and to act. Even something as technical as auditing has human story behind it – stories as to why that rule was developed, what happened when the rule was broken and so on. 

Often when I ask people about the best presenter at a recent  conference, the answer relates to story telling – the presenter told a story that the listener could relate to and use as the basis for future action.

An example?  A new team leader hearing a presenter talk about the issue of sometimes having to make an unpopular decision as a leader. The presenter told about her son falling over that very morning and getting a bad gravel graze.  The mother had to inflict pain on the boy to clean out the graze so it could heal well.  Who knows how true that small story was, but it lingered with the listener and gave her the confidence to act on some difficult issues she was facing. 

Don’t get stuck on the idea that your life is too mundane for stories.  You don’t have to have chopped off your arm with a multi-tool to escape from being trapped under a rock!  Often the most powerful and long-lasting stories are built from very simple accessible material – as in the grazed knee example.   With this type of story, an audience can think: ‘Ah ha! Yes, I get that.  This is familiar’,  then they have the basis for understanding or action.   

 A while ago I worked with a group young army recruitment personnel.  Some of them had coped with some very dramatic situations during their overseas service, but the most compelling story came from a woman who talked about how joining the army had enabled her to find a route out of a  very negative and limited background. The audience could relate to the story and use it as a message for action.  So, just look at your ordinary daily life for compelling content.  If you want an example, take a look at Carmen Agra Deedy telling the story of taking her mother to the shopping mall. Okay, she’s a brilliant story teller and has really worked on this one, but the source of the content is very simple:

So look around your life for some real stories, then when you have some ideas or concepts that are difficult to get across, ask yourself: ‘What else  in my life is similar to this concept or has the same kinds of elements? Who knows how your life might be compelling for someone else.

Some other useful resources:

Quiet leadership styles can be great

Wednesday, March 23rd, 2011
quiet-leadership-styles-can-be-great

A client  was recently talking  about the surprising impact of a complete change in leadership style at the top of her organisation. The previous CEO was very charismatic and extroverted  with a strong vision of where the organisation was heading.  The problem was that the style created chaos in the senior leadership team, with everyone vying for the attention, respect and favour of the CEO.

Now they have a new CEO who is much quieter and more measured. The members of the senior leadership team get listened to very carefully and ideas are weighed up on quality not presence. As a result the leadership group is working together much more as a team and presenting a united vision to other staff. Apparently, you wouldn’t believe they were the same people.

There’s an interesting Harvard Business Review article on this subject: The hidden advantages of quiet bosses . The authors assert that whilst extroverted leaders are the conventional idea of a good leader, their research showed that  in dynamic and unpredictable environments, introverted leader will often do better.  An extrovert needs to be centre stage and will easily feel threatened by staff who are pro-active and want to think for themselves. Quiet leaders often listen carefully and are more receptive to people’s suggestions.

The idea of the value of quiet leaders isn’t new.  We have poetry on a similar theme written in 500 BC by Lao Tsu., but dynamic unpredictable environments are certainly a major feature of today’s world.  Quiet leaders can really make the most of that uncertainty. Bring on the quiet leaders!

Whether you are extroverted or introverted, maybe the real challenge is to know your strengths and play to them, but also you must understand and counteract your weaknesses.  Don’t stand back and think that you are too quiet to lead a group.  Introverted is not the same as shy.

Get with it when you prepare slides for a presentation

Wednesday, March 9th, 2011
get-with-it-when-you-prepare-slides-for-a-presentation

This presentation uses a very funky approach to slides whilst giving you some great pointers on preparing your presentation. Take a look and let me know what you think!

“I’m just not getting that interview right”.

Wednesday, March 2nd, 2011
im-just-not-getting-that-interview-right

How many people feel they are not managing to get past their first interview and make the short list of candidates for the role?

I was talking recently to a senior person who had been interviewing a young woman for a new position. Let’s call the candidate Liz.  She said that Liz’s CV looked excellent and she had made the cut from more than 40 applicants to 6 being interviewed.

“I was really looking forward to interviewing her” she said

However the interview did not go as well as hoped.

“What went wrong?” I asked

“Well” she said  “Liz came in and first impressions were good. But she continued to text during the whole interview. I just couldn’t put her forward for the role. Did I do the right thing?”

I asked if the candidate was going to have any customer contact and she replied “Yes, a lot of contact”

My reply was easy  “If Liz didn’t have the wit to pay attention in an interview her EQ skills were poor and she would be a liability not an asset with customers”

It does seem obvious to most of us that being prepared for an interview is important but don’t forget being totally in the zone during the interview is equally important if not more important as well.

Posture makes perfect

Thursday, January 27th, 2011
posture-makes-perfect

Psychologists have long believed that how you stand makes a huge difference to how you feel about yourself and your situation.  The Power of Posture, Economist  January 13, is  an interesting article reporting on research that supports that belief.  Scientists at North Western University, Illinois  found that research participants who sat in an expansive posture had a stronger sense of their own power than those who sat in  a constricted position. The expansive sitters were also more likely to choose the more active option in situations  such as speaking first in a debate, deciding to leave a plane crash to seek help, and joining a fight for justice.

Interestingly, the expansive participants’ higher levels of self-confidence occurred regardless of the status of their position.

‘Expansive’ posture?  Just like your mother always said – of course! Head up, shoulders back, legs spread wide (oh dear!) and arms reaching outwards. It’s all about enhancing your appearance of size.

Constricted posture?  Shoulders hunched, hands under your thighs, legs together. The word ‘fetal’ comes to mind!

If you want to build on this prompt, take a look at: Ten ways to instantly build self-confidence

Expert or leader? The career crossroads

Tuesday, November 30th, 2010
expert-or-leader-the-career-crossroads

Earlier in the week, a client was weighing up the challenge of letting go some of her technocratic expertise in order to advance as a leader.  I realised  how often this is a key decision point.  Having once stepped up, it is tempting to look back on those halcyon days when life was simpler.

With the conversation in mind, I noticed an interesting post titled: Expert or Dabbler at www.kaizentraining.com.  Helen Krag explored a useful metaphor in describing career progress as often being like an hour glass. The start of a career is at the broad base of the hourglass.  Early on we have the opportunity to try out many roles and develop new skills. As we progress, many of us become technical experts and enter the thin waist of the hour glass. We continue to learn, but our focus becomes narrower and deeper.  When we step up to leadership, the hour glass broadens again. This time we pick up wider skills plus we expand our influence outwards - networking internally and outside the organisation. Often we broaden our involvement in the community, picking up broader skills out there as well.

Part of the challenge is that while technical expertise is nicely concrete, leadership skills are far more nebulous. In stepping up, we know what we are giving up and it isn’t easy to see what we might gain.

The hour glass helps us think through the issues. There is no single correct answer to the dilemma, but when you feel in a bit of a rut, perhaps that is the time to start to broaden out.  It might be possible to try out leadership in a different smaller ways as you move into the opening top part of the hour glass. Notice that your expertise is still there – just further down the glass.

Leadership strengths are great but…

Wednesday, November 24th, 2010
leadership-strengths-are-great-but

I was looking for something else in the Harvard Business Review and came across an interesting article cautioning people about the current focus on personal strengths.  In:  Stop overdoing your strengths,  Roberts Kaplan and Kaiser point out that whilst it is more productive to focus on your strengths than to focus on your weaknesses, we need to be moderate in that focus. 

So how can too much focus on a strength become a weakness?  Kaplan and Kaiser say that most 360 degree leadership surveys assume high scores are best, but the reality may not be quite so rosy. For example, we all know managers who would score highly on measures of collaboration and as a result find it very difficult to be decisive.  

The article sets out an interesting chart of opposing dualities: Strategic vs Operational, Forceful vs Enabling. Their research shows that even a mild overdose of one of the pair will cause the other to suffer.  They also have found that overuse of one strength will crowd out another – to the detriment of the people they lead and to their own career. The more forceful a leader becomes, the less she will use enabling approaches.

What can you do to achieve a balance?

  1. When you get a high 360 rating – once you have finished feeling pleased with yourself, just question whether it is too much of a good thing.
  2. Ask your colleagues those three powerful stop/start/continue questions: What should I do more of?  What should I do less of?  What should I continue to do? These questions should flush out the overuse syndrome!
  3.  You should also ask those same questions of someone close to you in your personal life.  During coaching, we often discover that the manager’s partner could have given them similar feedback years ago and it would have been just as reliable as any 360 tool!  Sometimes a manager who was shocked by some feedback received, discovers that  their partner was not at all surprised.

At Communicate we really like the practicality of the DiSC behavioural style inventory.  DiSC highlights a common tendency of  overusing a DiSC strength when we are under pressure, to the point where it becomes a negative.  For example, a peersuasuve influencer, under pressure will often over promise and completely under-deliver.

It might be worthwhile considering whether you O.D. on some your strengths. No idea what strengths you have?  We recommend: ‘Now Discover Your Strengths’

Impact of workplace romances

Thursday, November 4th, 2010
impact-of-workplace-romances

The interesting topic of  workplace romances came up in the Training  Journal Digest late last week.  Stephen Engelhard talked about some informal research his UK  firm, Angel Productions, had conducted on the topic.   His firm were looking at the possibility of providing a training package on the management issues.  No, not on how to manage your workplace romance, but on how to manage  the situation.

Admittedly the research only covered 27 HR managers and 27 people in other work roles, but there seemed to be four HR main issues:

  1. Favouritism – real or perceived
  2. Risk of fraud
  3. Inconvenience of the  happy couple wanting to take holidays together
  4. Distracting emotional fallout if the couple split.  (I would have thought there is distracting emotional fallout while the couple are madly in lurve, as well!)

 Very few respondents had policies on the issue and fewer still enforced their policies. I presume there is a similar pattern here. One UK university researcher on the topic suggested that the recession is leading to an increase in workplace romances…..people turning to sex to deal with pressure?!

The comments are wide open for double entendre – A cognitive behavioural coach suggested the training DVD should include ‘managing hot thoughts’. I think that one at least was accidental.

Interesting working out which categories to allocate for this post.  Possibly I should have included community involvement?