Business Leadership Skills 01 (Jul 09 - Feb 13)

[winston]

"Everyone lives by selling something."
Robert Louis Stevenson

[winston]

Energy in Leadership by Bob Tschannen-Moran

My friend and colleague, Marcia Reynolds, has written about the role of persistence in life and work, in her article "A Healthy Supply of Energy is Needed for Success."

How do we know when to hang in there and keep trying? How do we know when to scrap a strategy and to head off in a new direction?

She suggests that we conduct an "Energy Allocation Exercise" to chart our course and determine our path. Here's a synopsis of the exercise:

Step 1. Divide a sheet of paper in half. Label the left side "Can’t Control" and the right, "Can Control." Now think about the specific goal you’re struggling to achieve.

Step 2. Under "Can’t Control," list the aspects of the situation that you’re unable to change. Be honest with yourself. If the person’s mind you are trying to alter or the people guarding the policy you’re trying to revise haven’t budged in months, it’s safe to say you’re wasting your time.

Step 3. In the "Can Control" column, list the aspects that are within your power to affect. Include yourself--your willingness to deal with the situation, your mindset and attitude, and the emotions that you need to feel so you can shift out of complaining and into action. Include everything within your "response-ability."

Step 4. Return to column one, your "Can’t Control" list. How much energy do you put into these items, including complaining or worrying about them? These are your dead horses. You need to quit putting energy into what you can't control. You can kick your dead horses all you want, but they won’t budge.

It may take time to bury a dead horse, but you’ll feel better when it’s over. As hard as that may be, heed the wisdom of George Bernard Shaw who said, "Those who cannot change their minds cannot change anything."

Step 5. Review the right column, your "Can Control" list. Which of these items are you working on now? Are there any you can commit to doing or beginning today? Place a check mark next to each item you will activate immediately.

This is where you should expend your energy. Few excuses justify inaction in this column. If you feel trapped or helpless, direct your energy to where you can take charge.

The Energy Allocation Exercise is another way to get at the distinction between needs and strategies. Confusing the two always gets us into trouble. If our energy is dwindling or in short supply, then chances are we have gotten hooked on a strategy. When that happens, sorting through our priorities and possibilities can set us on the right path, all over again.

Source: Life Trek Coaching

[winston]

Be Picky About Picking Fights By Harvey Mackay


Disagreements happen. You can't always get your way. Everyone has an opinion. There are two sides to every argument.

When you're dealing with family or friends, you expect to have differences of opinion. Perhaps you are willing to fight for your views and what's important to you. And often, because of the personal relationships you have, you find a way to work things out.

At work, the dynamic is very different. The professional relationships you develop are based more on achieving success and moving up. Of course, you've become friends too, but competition is still part of the system. You want to be seen as a team player, but you want your ideas respected. You don't want to get a reputation for making trouble. You need to be picky about picking fights.

Disputes that are not worth pursuing fall into several categories:

* The other person will not change. Perhaps they are just as grounded in their principles as you are, and not willing to listen or consider another point of view. Compromise may not be an option in any case.

* The results won't change the outcome substantially. Think hard about whether it is more important to get your way or to just let it go.

* All the facts aren't available. Decisions need to be based on the best possible information. Guessing to fill in the blanks will not benefit anyone.

* Other issues are more important. Keep your priorities straight and concentrate on the most pressing issues. Not all issues carry the same weight.

* You're just trying to prove yourself, not improve the situation. What you will prove is that your ego is more important than the problem you are trying to solve.

* You really have no chance of winning. You may be a voice in the wilderness, and 100 percent correct in your assessment, but save your breath until you can realistically bring others around.

But there are valid reasons for holding your ground, which need no explanation. Pursue a fight when: Your own ideas are being stolen. Your reputation is at stake. Your company's reputation is being threatened. The action being taken is unethical or illegal. And cost is a major factor.

When an argument ensues, focus on the issue, not the person raising the objection. Make sure your facts are correct and complete. Have documentation available to back up your points. Stay calm -- yelling and ranting make you look out of control rather than on top of the issue. Respect the other people and let them have their say. Compromise wherever possible. Bear in mind that you will be working with these co-workers and the success of future dealings hinges on how you treat them.

Letting a disagreement fester is counterproductive in many ways: It creates a hostile workplace, discourages teamwork, wastes time and resources, and in the end, accomplishes nothing. Everyone loses.

Fortunately, with some preparation, you can improve your chances of persuading others to consider your ideas. If I know I'm going into difficult negotiations, I don't want the result to be an argument. I want everyone to feel like they contributed to the solution. It has to be a win-win situation. Here's how I proceed:

* Anticipate the sticking points. I never walk into a presentation or meeting without considering what issues and objections might arise. I develop a game plan to deal with concerns and to convince them that the solution I am proposing will address their objection.

* Stay on topic. Stick to the issues, and redirect the conversation back to the original issue if conversation wanders.

* Don't take objections personally. Pay close attention to the reasons others are challenging your ideas, and try to see the issues from their perspective. If my solution creates a new problem for them, I am willing to reconsider. The point is to solve problems.

* Ask for help. I look to advisers and employees for great ideas. This accomplishes two things: It helps me see the problems from several points of view, and it demonstrates that I am willing to be a team player. I want the best ideas out there, and I don't always care where they come from.

Differences of opinion don't have to be dead ends. Learn how to pick your battles, and put your energy into finding the best possible solutions.

Mackay's Moral: You have a right to fight for what's right.

Source: ETR

[Cheng]

Be picky about picking fights!

Thanks Winston for the article, it is very helpful.

[winston]

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*** Article: Multitasking: Help or Hindrance? - By JoAnne Ceccarelli-Egan ***
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If you are caught in the frenzy of multitasking, a good solution is to become conscious of what is happening at the specific time. It is helpful to be open to your thoughts and feelings and try not to evaluate or judge them. Begin to identify and label what is occurring and how you are feeling. For example, "I am thinking", "I am worrying", "I am feeling overwhelmed". You might also ask yourself the following questions:

1. Do I need to be doing this right now?
2. What could I postpone for a later date or not do at all?
3. What is the worst that would happen if I do not do it?
4. Do I want to do this now? If not, when?
5. How much time do I want to spend on it?
6. What motivates my behavior?
7. What would I be doing if I was not busy right now?

"Most of the time multitasking is an illusion. You think you are multitasking, but in reality you're actually wasting time switching from one task to another."
- Boco Tjan - Professor at University of Southern California.

Source: selfgrowth.com

[winston]

"The two words 'information' and 'communication' are often used interchangeably, but the signify quite different things.

Information is giving out; communication is getting through."

Sydney J. Harris


Source: ETR

[winston]

"There are always three speeches, for every one you actually gave. The one you practiced, the one you gave, and the one you wish you gave."

Dale Carnegie

[winston]

How Specificity Can Help Your Presentation Sparkle! By Peter "The Reinvention Guy" Fogel

As a copywriter, one of the nuggets of wisdom I've gotten from Michael Masterson is to be as specific as possible in regards to my targeted prospects' wants, needs, and desires. The same holds true when giving a speech (or seminar).

One of the ways to make yourself a more in demand speaker (and command higher fees) is to customize each presentation for that particular audience.

For example, I remember giving a speech for the Association of Engineers. Now engineers are an interesting group of men and women who always seem to be at odds with their longtime nemeses: architects. That is because they often have to work together on the same projects, and typically butt heads.

In my presentation I called it a "Hatfield and McCoy" relationship, and got a huge LAUGH and APPLAUSE from the audience.

You see, the pain of dealing with architects is so prevalent in an engineer's life that just mentioning their common enemy evokes a response. I mean, all I had to say was, "But don't tell THAT to the architects"... and the audience went wild.

Afterward, the president of the Association complimented me on having given them a fresh look at "their world" from an outsider's perspective.

If you, too, want to deliver meaningful speeches that resonate with YOUR audiences -- and enjoy the kudos -- do your homework. Dig deeply into your research and arm yourself with ammo that's specific to each audience's location and purpose.

Laying the Groundwork for Connecting With Your Audience

Some speakers go on autopilot. By that, I mean they develop a polished presentation that's repeated line for line and gesture for gesture at every event -- and it soon becomes stale. These presenters are taking the easy way out, and they're not fooling anyone... especially their audiences. Mea culpa: In effective public speaking, one size does NOT fit all.

To avoid falling into this trap, and to create consistently persuasive presentations, you have to learn how to customize your material. Not to suit your agenda, but to suit your audiences. Do this and your speeches will resonate deeper with your listeners.

When you connect with your listeners on this level, you meet them where they are in their lives, both personally and professionally. Best of all, as your experience grows, it will become second nature to you in every speech you give.

Just as audiences vary, so will the purpose of your presentation. So during the entire time you're speaking, you need to be aware of your main goal. It might be to sell a product or service... to inform... to inspire... to move your listeners to action. But keep in mind that, in just about every scenario, your goal should have something to do with providing a solution to your audience's problems.

The logistics and acoustics of your venues will vary as well. So you need to know, in advance, such things as the kind of equipment you'll be using, the size of the stage, and where you'll be located in relation to your audience. (Tip: To quickly bond with your audience, it's best to be as close to them as possible.)

The Critical Questions to Ask Before an Engagement

To help you accomplish your mission, here are the important questions to ask the client, event planner, or organizer:

* Where will the event take place? (classroom, banquet hall, etc.)
* Can I make back-of-the-room sales after my presentation?
* What equipment will be at my disposal? (microphones, spotlight, PowerPoint projector, etc.)
* What will the podium setup be like?
* Can I use cue cards or a tele-prompter?
* How many people will be in the audience?
* What will they be like? (gender, age, profession, etc.)
* What do they know about my topic?
* Is their company requiring them to attend?
* Are they paying to attend? Is their company picking up the tab?
* What is the measure of success for this audience?
* What is the critical message for this audience?
* Are there any subjects that I should avoid?

Never forget that your role as a communicator is to craft a very specific speech that meets the requirements, as closely as possible, of whoever hired you. The best way to do that is to truly KNOW your audience.

Yes, it is possible to walk into a room cold and deliver a speech. But even if you're an experienced speaker, it will take longer for you to win over your audience and longer to get your message across.

Just as no two snowflakes are alike, no two presentations should be alike... no matter how many times you talk on the same subject! So prepare, prepare, prepare, and you'll give a riveting presentation every time!


Source: ETR

[winston]

"If you don't have a competitive advantage, don't compete."

Jack Welch

[winston]

How to Effectively Close Any Speech or Presentation By Peter Fogel

Inspire, Motivate, and Entertain Your Audience -- Always!

Keep in mind that a good speaker doesn't just talk to his audience. If he isn't there strictly to entertain, he is there to inspire, motivate, or lead. If your talk hasn't achieved much of that, you have only your closing statements left... so make the most of them.

Here are some tips to help you:

Whet your audience's appetite at the beginning by starting to tell a story. But leave the rest of the story -- and the punch line -- for your big finish.

The title of your speech should summarize your main point in a memorable, catchy way. So if you can incorporate the title into your closing words, that will reinforce your message.

End with a humorous or meaningful quotation from somebody famous. There are many quotation websites on the Internet, and you will have no trouble finding something suitable.

Don't end abruptly. A hasty "Well, that's it from me, thanks for coming" and off you go is unprofessional. It tells your audience that you are inexperienced and/or unprepared.

Give your audience a signal that the end is near so they will pay attention to what you are about to say. If you were walking around with a hand-held mike, for instance, you could replace it in the stand. If you were reading from a book on the podium, you could shut it.

Involve your audience. Ask them to repeat something after you -- maybe a simple "commitment oath" you have written.

Congratulate your audience and wish them future success. Ask them to stand and applaud themselves for their achievements. (They may not be applauding you as you leave the stage, but it's still applause, at the right moment. And it will still make you look good and feel good.)

Issue your call to action. Tell your audience what you want them to do next and ask them to do it.

Lead them to whatever it is that you're selling. You might say, for example, "In about 10 minutes, you will find me at the back of the room, where I will be answering any questions you may have and autographing copies of my books and CDs."

Don't forget to thank your audience and the organizers of the event, of course -- but don't let your thank you be the last thing you say before leaving the stage. Choose your final words carefully. Like I said, that's what your audience is going to remember.

Source: ETR