 I moved from working in my business to working on my business!
Jim White, Founder Savor Dallas http://www.savordallas.com |
 I found a community of business leaders who make being in business a lot more fun and less lonely.
Jeannine Sandstrom, CEO CoachWorks International, Inc. http://www.coachworks.com |
 I now have a place to be open about my business success and future challenges.
Debbie Mrazek, CEO The Sales Company Author The Field Guide to Sales http://www.the-sales-company.com |
Archive for the ‘speaking’ Category
In addition to a clear strategy, good measures, and streamlined processes, reinventing enterprises requires a focus on personal relationships and human potential. As a result, it depends upon emotional connection and excellent communication to function well. The objective business world has often struggled with the subjects of emotions and communication. If they are considered at all, they are spoken of-in businesses and business schools-in somewhat demeaning terms such as “soft” skills.
Something that I learned as a consultant that I didn’t understand very well as an executive was that the notion of command and control with knowledge workers is largely a delusion. When I worked in a large company, people who reported to me would often nod their head “yes” when I asked them to do something. With regularity I would later discover that they really didn’t know what I was asking for, and many times I really didn’t either.
In large Enterprises these types of command and control misconceptions have the effect of making executives think that things are changing faster than they really are. After I began consulting, it became clear that co-creating solutions and building broad relationships was really the only way to achieve sustainable and productive change. It’s hard, but it is required. There is probably no business management area where I have changed my view more than on this one. The truth is that with knowledge work, the command and control mindset needs to be demoted, and communications and emotions need to increase in importance.
If knowledge work isn’t co-created, chances are it’s not going to get implemented productively. Co-creation is different from consensus, however, because co-creation also requires a decision maker. Even though co-creating work produces slower starts, it will lead to faster and more sustainable results. Investing a little extra time now will save a lot of time later. If you want something done productively and sustainably, you’ll probably need to put more of your own skin in the game-in conjunction with those who are actually doing the work.
The objective nature of Scientific Management effectively bred subjectivity out of businesses during the 20th century. Nonetheless, it is very important to articulate how you’re feeling so that you can better connect with how others are feeling. Emotions are important to productive knowledge work and Enterprise reinvention. They increase energy, clarity, and the productivity power of relationships. In this context, key motivators include the desire to win, achievement of something worthwhile, a sense of personal power, approval and acceptance, and recognition of efforts.
In the Operate work-behavior area of the an enterprise reinvention system, feelings influence actions which produces results. As part of this, it’s important to remember that people ultimately love others because of how they make them feel. We too often forget how important the need is to be appreciated, that neglect can often be more damaging than abuse, and that if you really want to honor someone, you should ask for their help. Leaders need to lead with their heads and their hearts, and in difficult times, emotional resistance can only be overcome by a stronger emotion. It’s important to turn negative emotions into positive ones, with special emphasis on the positive emotions of optimism, hope, faith, courage, ambition, determination, self-confidence, and self-worth.
In addition to elevating the status of emotions in Enterprises, communication also needs much more emphasis for companies to be more productive. This requires integrating the four steps of Enterprise Reinvention: Envision-Design-Build-Operate. Where a Design-oriented person might be overly blunt, an Operate-oriented person can instinctively be overly nice. Combining the blunt facts of Design with the emotional sensitivity of is the most productive answer. In practice it is called tact. It is the equivalent in the medical world, of the nurse who has the ability to give his or her patient a shot without having it hurt too much.
Productive communications are socially negotiated. This is harder than being blunt or telling someone what they want to hear. In the communication process, it’s important to connect the dots between where you’ve been, where you are, and where you need to go, because if something doesn’t fit with the past, it will very often be discarded or misread by people. This logical and emotional transition from the past to the future is necessary for sustainability.
Effective communication requires leaders to ask great questions and stick to a few key points. Asking questions instead of giving orders empowers people. Statements limit creativity. When you communicate, it is important to articulate what needs to stay the same, what needs to change, the steps required, and the progress being made. Consistent with this, it is important to have a clear and formal communication strategy to control the dialogue and to channel formal and informal organizational energy toward achieving the vision of the Enterprise.
Focus is as important to communications as it is to each step of the knowledge work productivity system. Short-term memory is limited to about five items. Three is better. If you have more than five points, people won’t remember any of them. To communicate productively, it’s important to be consistent, give people something that they can’t get anywhere else, and make them genuinely feel wanted and loved.
Productive relationships are essential ingredients in effective and efficient Enterprises. To activate them, the Operate step needs to help individuals achieve something as part of the company that they can’t achieve on their own.
Enterprises need leaders who set the tone, connect with people’s personal lives, support employees when they struggle, provide levity in difficult times, and motivate people to achieve the firm’s vision. Motivation requires the combination of emotions and communications. As humans we all need to be treated fairly, trusted, have a chance to grow, and have a vision that is larger than ourselves.
The Enterprise Reinvention system is an important mechanism to activate the human spirit on a sustainable basis. It requires Envision-Design-Build-Operate as a total system. All are needed to help Enterprises, functions, and individuals productively self-organize-using a unified framework and the cybernetic process.
To set the system in motion, it’s necessary to energize human relationships and activate human potential through the Operate work-behavior area. This requires that companies co-create the future with their customers, recognize and capitalize upon informal as well as formal organizations, coach people effectively, and communicate with a combination of objectivity and emotion.
Jack Bergstrand is an expert in enterprise reinvention and knowledge work productivity management. He founded Brand Velocity, Inc., the first company ever prototyped using knowledge work productivity principles, and created the Strategic Profiling (R) instrument, a tool to help firms accelerate and improve important enterprise projects. To learn more about his book, “Reinvent Your Enterprise,” visit: http://www.ReinventYourEnterprise.com/.
Are you working in a company or law firm where leaders select executive coaches as part of a leadership development program? Does your Human Resources Department have a plan to hire seasoned executive coaches who are a great fit with the company culture?
One of the most powerful questions you can ask is “What roles should a coach not play when our company leaders select coaches?” Emotionally intelligent and socially intelligent leaders are highly selective when picking the right executive coaches for their executive coaching and leadership development programs.
Roles a Coach Should Not Play
Coaching methodologies vary widely. Some begin with 360° assessments; others use in-depth interviews. Regardless, your coach should clearly define the process’ start, developmental plan and conclusion.
A good coach will consciously avoid roles that hinder your ability to take independent action:
• Cheerleader: Coaches should not give positive reinforcement from the sidelines for everything you do.
• Therapist: Coaches should not deal strictly with your personal adjustment and psychological issues, even if they’re qualified and licensed to do so. Your coach must continually assist you in the context of your organizational performance and business goals.
• Executor of the Boss’s Wishes: Coaches should do more than force you to conform to a superior’s expectations, even when given an agenda when hired.
• Shadow Manager: Coaches cannot advise you on business decisions or act on your behalf.
• One-Sided Advocate: Coaches must look at all viewpoints and resist taking one side.
Two loaded and complex issues often arise during coach selection: good fit and credentials. Beware of deciding upon the look and feel of a good fit. Effective coaches are adept at personal relationships, and each has a unique style and manner. Be sure to balance feeling comfortable with the person against your need to be challenged as you grow. You must believe a coach can help you change.
As for credentials and training, the executive-coaching field is not associated with traditional career paths or specific educational backgrounds. Most coaches enter the practice after a gradual evolution from roles in related areas.
Coaches may come from internal HR departments and specialize in leadership development or organizational effectiveness. Others have external consulting experience and specialize in organizational change. Some come from the counseling and psychology fields. Many have years of business experience in executive offices, while others are retired CEOs.
What really matters is the coach’s ability to understand and work with individual and organizational dynamics. Make your selection only after you have a solid understanding of the coaching relationship and process.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help company leaders have a productive coaching experience. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged and aligned with the vision and mission of your company or law firm.
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Speakers beware of the following seven sins.
1. Passively Pathetic Apologies that Deliver Disappointment
“Unfortunately”, “we regret to inform you”, and “sorry” (when you’re not) are inauthentic and delay acceptance.
Instead: State possible negative news neutrally.
2. Informing that You’ll be Informing
I’d like to tell you; I’d like to ask you; I’d like to discuss with you; I’d like to remind you, etc.
Instead: Tell, discuss, ask, remind, etc.
3. Making the Point that You Already Made a Point
An audience that pays attention 100% of the time is unlikely. “Like I said before…” or, “For the second time…” may be true, and it doesn’t answer the question.
Instead: Your job is to answer again or devote more time off-line.
4. Generally Generalizing with Absolutes
“Always”, “never”, and “everyone” aren’t specific enough to give you credibility.
Instead: You’ll be viewed as more of an expert when you use specifics, facts, or averages.
5. Canceling the Comment with the incorrect Conjunction: “But” or “However”
Using the words but or however have the effect of canceling out whatever comes before each.
Instead: Use the win-win conjunction “and.”
6. Wimpy Words Weaken Your Wow Factor
We all know ums and ahs are weak, so are: just, might, maybe, rather, hope, and try.
Instead: When you aren’t sure, say: That’s still being researched, looked at, tested, evaluated, etc. Then, give a follow-up time or an estimate of a follow-up time.
7. Ditch the “Don’t” and Deliver the “Do”
“I don’t know” even when followed by “I’ll find out” emphasizes the don’t.
Instead: Find out who in the room wants to know and defer to an expert who is present in the room. Or, you can follow up after the talk.
Copyright 2009, develup
Other articles are available at http://www.develup.biz
By Wayne Turmel
When most of us think about speaking professionally, we imagine being on stage in front of cheering people, looking up at us with tears of gratitude as we dispense our wisdom, motivation or sage advice. Then we wake up.
These days, you’re as likely to be invited to speak to groups over the web (usually for free) as you are to be asked to speak to the local Chamber of Commerce or Rotary club. There are two ways to look at this: either from a position of scarcity (“they aren’t paying for travel any more”, “they are too cheap to bring me in”) or you can look at it as an opportunity to expand your brand and your business. One of these is infinitely more constructive.
According to our research, there are 4 reasons speakers hate webinars:
1) We don’t have a great relationship with technology
2) The logistics of setting up a webinar by ourselves can be daunting
3) We aren’t confident we can market them effectively
4) Here’s the dirty little secret behind a lot of the griping- they aren’t nearly as much fun as being in front of an adoring throng of live human beings
The fact is that “webinars” are a great way to increase awareness of your expertise and your brand, expand your database and create free content for your website. The fact that they save a ton of money in time, travel and hotel room rental make them hardly the worst compromise you can make.
Technology
Most speakers have a love-hate (to be charitable) relationship with technology. The idea of having to present while also staring at a screen and trying to remember which button to push, and what happens if it all comes crashing down, and I can’t see them and what kind of voodoo is this anyway… there’s no shortage of internal dialogue around the topic.
The fact is, that the technology component is not as big a deal as you’d think. The platforms are becoming more and more stable and intuitive all the time. Like most tools, it is a matter of using them until you become comfortable. Practice is critical- the first time you present your webinar should NOT be when you have live prospects on the line.
Logistics
The logistics of putting on any presentation are daunting, and when you add the unfamiliar technology component, it can seem like more trouble than it’s worth. Take the time to plan out your webinar from concept to follow-up. Give yourself plenty of time (we recommend 6 weeks for all the planning and other activities, but that’s just a suggestion). Remember there are 4 essential components to ensure you are moving your speaking business forward:
1. The webinar is designed to move the right people to purchase your service.
2. You integrate the plan with your overall website and marketing strategy
3. When you deliver your presentation it supports your brand and makes you look like the professional you are
4. Your follow-up is fast and professional and you SELL
Marketing Your Webinar
As with all marketing, you want to invite as many qualified prospects as you can. The nice thing about webinars is they lend themselves to electronic (mostly email and newsletter) marketing, which is time intensive but mostly free.
If you don’t want to rely on your own email list or database, a great technique is to partner with associations or organizations that regularly provide webinars to their members and are always looking for compelling, interesting (low-maintenance) speakers. Yes, they don’t pay but you do a lot of free speeches now to less qualified groups and you can do these without leaving home or even taking off your bunny slippers.
Finally, there is a lot of free marketing for these events available through social network tools like LinkedIn, Facebook, Twitter and many others.
They’re Not as Much Fun As Face to Face Presentations
Nothing beats the energy of a live crowd. Applause is addictive. If you think of webinar presenting as sitting alone with a phone or headset talking to your laptop, you’re right. How much fun can it be?
If you look on this as a “necessary evil” or a bad compromise, you won’t have any fun with it. If, on the other hand you see it as just one more way to get your message in front of an audience your perspective will shift. The possibilities are actually many.
Hey, it won’t be the same as that conference keynote, but there are things you can do increase the interactivity of your presentation and make it closer to a face to face event. Some of these include:
a. Use webcams
b. Opening the audio lines to let people speak, comment and ask questions by voice
c. Use interactive features like chat, written questions, polling and other tools (depending on your platform).
You’ll be amazed how willing people are to be part of the presentation and not simply passive observers.By increasing the interactivity you’ll find yourself enjoying the process more. Many presenters are surprised at how much fun they have presenting online.
At the very least, it won’t suck as badly as you think it will. I promise.
Whether it’s as lead generation, establishing your expertise, or driving people to your books, seminars or other products webinars are an important new tool in any speaker’s business plan.
You can hold your nose and do them reluctantly or you can see the possibilities, lower your stress level and have fun while building your business brand.
Wayne “The Cranky Middle Manager” Turmel is a speaker, writer and expert on web presentations and training through his company, http://www.greatwebmeetings.com. His book, “6 Weeks to a Great Webinar”, is the industry’s leading guidebook to putting on powerful marketing webinars. He’s also the host of The Cranky Middle Manager Show podcast, one of the world’s most popular management programs and can be found at http://www.crankymiddlemanager.com.
In today’s multicultural world, many people are looking to eliminate their accent and I have a better suggestion. Instead of trying to get rid of your dialect or accent, why not clean it up?
You may believe that your accent is keeping you from getting the job you want or moving ahead in your career. In truth, it is more likely that it is not your accent that is holding you back, but your diction: the only problem with an accent is when others are unable to understand you. The question you must ask of yourself is whether you are being understood. Are your words intelligible? Do others often ask you to repeat yourself?
I have worked with many people who honestly do not recognize that they are not speaking clearly; hence, they are not being understood. You may be well understood by those in your own family or community, but on a larger scale, your dialect or accent may not be clear in a different locale, a different country or on a different continent.
I worked with a gentleman from South Africa who was temporarily living and working in Uganda. While his English was beautiful to hear, his co-workers in Uganda, who also spoke English, had difficulty understanding him. Many people are speaking English, but depending on where you were raised, your English may sound quite different than someone else’s English. And, over the phone, where much of your business may be transacted, your diction may be even more difficult to recognize because there is no visual picture to aid in the process or understanding.
The secret is learning how to control your speed and becoming more aware of how you sound and how you enunciate your words. If you work on those aspects of your speech, it will make a tremendous difference in your ability to be understood.
My clients speak more distinctly irregardless of their mother tongue because they learn how to control their voice, their articulation and their speed. While their voices definitely sound deeper, richer, and resonant, one of the many benefits of good voice training is that their diction becomes cleaner and they speak more distinctly.
Your accent or dialect is part of what makes you, you. It is part of your own individuality, part of that which makes you unique. Instead of trying to get rid of it or eliminate it, why not use it to your advantage?
There have been many famous actors whose accent only further enhanced their careers including Marlene Dietrich, Ricardo Montalban, Desi Arnaz, Ingrid Bergman, Charles Boyer, Arnold Schwarzeneggar, and Omar Shariff. In each of these cases, their accents added to their charm, to their attractiveness, to their abilities. In each of these cases, however, their diction was clear.
Remember, your accent is not holding you back – what is holding you back is your ability to be understood. Speak more distinctly and I guarantee your life will move forward in a much more positive direction!
The Voice Lady Nancy Daniels offers private, corporate and group workshops in voice and presentation skills as well as Voicing It!, the only video training program on voice improvement. Visit Voice Dynamic and watch Nancy as she describes Your Least Developed Tool!
While the spoken language is certainly less formal than the written language, the value of using good grammar when delivering your speech or presentation can be the difference between a successful performance and one that is less than stellar.
One of the most common mistakes I hear with younger speakers (and writers as well) is the use of the run-on sentence. What this means is that your sentences are connected to each other by the use of a conjunction, most notably the word and.
Example: The man was walking to the general store and he found the shivering dog limping by the side of the road and so he decided to take the dog with him and he trudged along carrying the emaciated mutt and then he finally reached the corner and he tied the dog to the post outside the store with a piece of rope he had found lying in the street and then he told him that he would be right back. [Don't laugh. I have heard something very similar from some of my students!]
The problems with the above sentence are several. By connecting all of your sentences with conjunctions, you have one incredibly long run-on sentence. A good English teacher would be quick to mark your sentence wrong; however, many of those younger than the baby boomers have had more attention placed on their science and math skills in school and less on their English abilities. This is a problem I have found primarily in American education.
Good speaking, as well as good writing, involves diversity in your sentence structure. While there is nothing wrong in using the word and to connect a sentence, connecting all of your sentences together is boring. Another problem with the above example is that all of the sentences begin with the subject and are followed by the verb. Certainly, not a problem if you are in the 3rd grade – a big problem, however, if you are hoping to become a successful public speaker or writer.
In the example below, notice the difference when you change the structure of the sentence and eliminate the excessive use of the conjunction and.
Example: On his walk to the general store, the old man found the shivering dog limping by the side of the road. He decided to take the poor animal with him. Trudging along, carrying the emaciated mutt, the man found a piece of rope lying in the street when he finally reached the corner. After tying the dog to the lamppost, he told him he would be right back.
While there is one and in the above paragraph, there are no longer 6. The use of conjunctions is part of good English. The use of excessive conjunctions is not.
Certainly, many of your sentences will open with your subject; however, both good speaking and writing skills involve variety. By beginning some of your sentences with prepositional phrases, subordinate clauses, participial phrases, and the like, your words will be much more interesting for your audience, especially important when you are using anecdotes in your material.
Variety is definitely the spice of life. Variety in public speaking can help make your delivery exciting. Stop the run-ons; improve your sentence structure; and, your audience will be most appreciative.
The Voice Lady Nancy Daniels offers private, corporate and group workshops in voice and presentation skills as well as Voicing It!, the only video training program on voice improvement. Visit Voice Dynamic and watch Nancy as she describes Your Least Developed Tool!
Whatever your reason for standing in front of an audience, it is important to identify your objective before you even outline your material. What is your primary goal? Are you being requested by your boss to give a report on your latest sales presentation? Are you taking a course in public speaking and it is your turn to deliver a speech? Maybe you are interested in pursuing public speaking as a career.
Some professional speakers will tell you that there are four reasons for public speaking: to inform, to persuade, to inspire, or to entertain. On the other hand, most college texts on public speaking will tell you there are only three reasons. They do not include speaking to inspire because that category will fall into either the informative or the persuasive category. [Public speaking as a means to entertain is not covered in this article because it is a topic unto itself.]
With the informative presentation, you may be teaching your audience about something, you may be talking about a death-defying experience, or you could be describing your business to your leads group. Whatever your subject is, your primary goal with the informative is to deliver a speech or presentation that is descriptive. Your objective is not to sell anything or persuade anyone, it is merely to teach or inform.
The informative presentation can have a number of main points, although most books will suggest that you should limit your main points to five. (Tell that one to Stephen Covey, author of The 7 Habits of Highly Effective People!)
With the persuasive presentation, on the other hand, your reason for speaking is to persuade your audience to agree with you. While this category may deal with an idea, a theory, or a product, your objective is to have your audience understand and agree with your point of view. You could be a lawyer giving the closing statement for your client. You could be a politician running for office. You might be an insurance broker explaining the value of life insurance. Or, possibly, you are a motivational speaker with an inspirational message designed to help improve the lives of your listeners.
In a nutshell, the persuasive presentation has the objective of selling something. As a persuasive speaker, you want your audience to agree with because you need their support. You may be trying to convince your audience of global warming or trying to explain to them that global warming does not exist.
Whereas the informative presentation can have a number of main points, the persuasive will only have two. The first point should deal with the problem that needs to be resolved, answered, or changed. The second will be what you believe is the answer to the problem.
Whatever your motivation with the persuasive presentation, it is of utmost importance that you are convincing. Your success will be determined by how effectively you can sway your audience to see the story your way. In addition, you may have books, CDs, workshops, or other products at the back of the room that you intend to sell.
You will be much more successful in public speaking if you know your objective and accomplish your goals the next time you stand in front of an audience.
Nancy Daniels is a voice specialist and president of Voice Dynamic. Working privately and corporately, she launched Voicing It! in April of 2006, the only video training course on voice improvement and presentation skills. You can watch clips from her DVD on her website, before & after takes of her clients as well as download more information on the speaking voice and the control of nervousness in public speaking. To see what voice training can do for you, visit http://www.voicedynamic.com