Wednesday, 28 March 2012

Presenting in Front of Others? One Day It Will Seem Easy




There are many ways to incorporate activities that build our executive presence into our calendars.  What is this concept of executive presence?  It is the combined perceptions that others form about us through the ways we present ourselves at work and in key external forums:  through our attire and grooming, our chosen actions and our verbal behaviours. 

We are walking and talking billboards that generate self-messages throughout the day. Perhaps a slightly scary thought but it does not have to be daunting if we keep the following acronym up front and central to our thoughts:  L A W – our looks, our actions and our words.  

There are a myriad of ways that executives, managers and professionals can shape their executive presence and we cover many of them in the People Results’ Executive Presence workshop.  Whenever I am asked, “What is the one most effective way of communicating my executive presence?” the answer I give is always “Look for and eagerly take up opportunities to present yourself and your ideas in front of groups.”  

Typically we shrink back from being the one to present to the Board of Directors, to a group of major clients or customers or at a business or industry conference.  It is easier to let someone else do the presenting.  It is never the right time for us and we rationalise why this is so because we are “too busy, “not good at that presenting stuff,” “got more important things to focus on,” and so on.

Why do we feel like we have to climb the mental equivalent of Mount Kilimanjaro to create and deliver a group presentation?  We are generally very familiar with the information we are presenting on and even the outcomes we wish to achieve.  So this is not the difficult part.

We may fear doing a group presentation because something could go wrong.  We could make a mistake or forget what we want to say and go “blank” in front of everyone.  Or we don’t like being the centre of everyone’s attention.  That feeling when everyone’s eyes are boring into you and the weight of their expectations feels like a heavy burden.  Let someone else do the presentation of the new Strategic Plan to the Board, we think, even though we contributed 80% of the ideas and effort that went into it. 

Our caution is caused by fear that is not rational; it is emotional.  For the most part, the causes of our fear lie in childhood experiences and possibly in our previous attempts to present before a group at work or in school. 

In my view, the biggest reason why many of us do not become great presenters is that we simply don’t do enough presenting.  There is a secret to becoming a very good presenter.  The secret is to present, present and present.  Most of us only present when we absolutely have to do so.  Therefore we are always in the foothills of the mountain rather than experiencing the climb and the glorious view at the top of the mountain.  So rather than struggling to get out of presenting, struggle to get into presenting by looking for and volunteering to present over and over again.  

Attending a course such as People Results’ Confident Presentation Skills workshop, reading books and other materials, watching and listening to others’ presentations are all good ways to learn.  But they are not going to get you out of the foothills of the mountain.  The only sure way is to present, present and present and one day it will seem easy.  On that day, you will have reached the level of the successful and confident public speaker.

Regards

Lynne Lloyd 
Managing Director 
People Results 
Telephone 07 3910 1003 

People Results' Mission:  Leaders who Confidently Think, Say and Do. 

p.s. Our popular One-Day Confident Presentation Skills workshop being held on Wednesday 18th April, 2012 in Brisbane.  Numbers are limited so please register early to avoid disappointment.  

Sunday, 25 March 2012

The Decline of Goldman Sachs’ Employment Brand? Three Career Signposts.


Some of the employees at Goldman Sachs refer to their clients as “Muppets,” so we learn from the letter that ex-employee Greg Smith wrote.  What I take from calling clients “Muppets” is that the investment bankers at Goldman Sachs are pulling their strings like puppet-masters, controlling what their clients know, say and do. Their clients are puppets with nothing in their heads except what they put in there.

How could a firm be so arrogant and show such distain for their most important stakeholders:  their customers?   Plainly Goldman Sachs’ analysts and bankers still consider themselves to be masters of the finance and investment universe.  They are so smart and all-knowing.  Didn’t they top their class at Harvard and Princeton?  Are they not the few that got through the tough selection process and won a job at Goldman Sachs?”  Are they not the best and brightest of their generation?

Thanks to Greg Smith, we have been given an insider’s glimpse of the way things really are within investment banking firms.  There is no reason to think that other firms are greatly different from Goldman Sachs.  How ugly and how disrespectful it shows them to be towards their clients who have trusted them to invest their millions and billions wisely and well.  It appears that nothing has been learnt and nothing has changed since U.S. investment firms packaged up mortgages into fancy –sounding investment products and, promising high returns, sold them to “muppets” around the globe. 

What will happen at Goldman Sachs as a result of this revelation about clients being their “muppets”?  Maybe a client or two will leave them in the short-term and go to other investment banks.  In the medium to longer-terms, probably not much will change in the culture of Goldman Sachs and the bankers will go on with the same thinking, the same words and the same actions.   

What is likely to “stick” to Goldman Sachs is the damage to their employment brand from these recent revelations.  Will the best and brightest graduates still want to get into Goldman Sachs?  Will it make a difference to graduates to work at a firm or corporation that demonstrates respect and appreciation for their clients?  Instead of investment banking, will the best and brightest graduates choose to go into another financial services sector or profession that is untarnished or, more accurately, less tarnished?  Or will Goldman Sachs and other investment firms just offer even more dollars to sign them up and they will park their reservations about the firm’s culture?

Following are three points for personal career management arising from the recent Goldman Sachs’ revelations:

·         Go beyond the glossy marketing and public relations that large companies and firms use to woo you; find out what it is really like to work there from someone who is currently or has recently been employed there.  Ask her/him open questions such as:  What do you like about working there?  What don’t you like?  What would you have liked to be different about working there?  Why did you leave?

·         Do your personal values mesh well with the ways that the employer operates their business or organisation?  In other words, you don’t want to be going into work thinking about being on the horns of another dilemma that day, every day.  Just one example, if you respect your clients and regard them as your raison d’etre, you will be most unhappy working in an organisation that does not share your values.   Can you write down your core personal values?  If not, it is important to find out what your values are; in other words, what do you believe in and what gives you fulfilment in your life and work? 

·         Listen to what your heart and gut are telling you when making decisions about your next employer and don’t just go on your logical reasoning.  Your logical reasoning might be indicating, “OK, there is $5,000 more in this offer than the other offer.  Even though I am drawn to the other company, it makes sense to go for more remuneration.”  Yes, when all other things are equal, it makes sense to take the top offer but at other times you are experiencing some niggling doubts about whether you would really like working there.  Those niggling doubts are your emotional intelligence (your heart and gut) jumping up and down, saying “It’s not the right move for you!  Don’t do it!”   With respect to the money, you will be OK because, when you are working well and achieving highly, the money will always come too.

Lynne Lloyd
Managing Director
People Results
Executive Coaching and Talent Development
Telephone:  +617 39101003




Sunday, 11 March 2012

It is Perfectly Fine to Say "I feel...."

Women are frequently cautioned - and at times criticised - for saying “I feel….” statements in meetings.  This is huge mistake because when someone prefaces their remarks with “I feel” they are really saying “I deeply believe….”  They are speaking with the power and wisdom of all their senses and emotions.  Their words have been formed in a place of truth and integrity.  “I feel” statements are spoken with passion and intensity because of the deep conviction that the speaker has in what she (or he) is saying.

The first female US Secretary of State speaks about how her “I feel….” statements were causing her male colleagues to respond in a non-comprehending manner, “What’s with this “I feel?” they would ask her.  Secretary Albright was delighted and felt vindicated when in a high-level meeting in the United Nations another woman spoke and commenced her remarks with “I feel…”  In this video she speaks about this experience amongst other fascinating anecdotes and insights.

http://www.ted.com/talks/madeleine_albright_on_being_a_woman_and_a_diplomat.html


Any time that a fellow team member, manager, senior executive, professional, or board member starts off by saying “I feel,” it is time to prick up our ears and listen very carefully.  You will hear the deep truth from that person’s perspective.

What might have been realised, and what might have been avoided, if only people had listened to more of the “I feel” statements in the first decade of this century?  If the “I feel” statements had triggered the sharp focus of others instead of being dismissed as soft and emotional, would the dips and turns of the financial roller coaster that the world has been flung around on since 2008 have been as savage and destructive?  So let’s listen when someone speaks from their heart and gut because these are the words that can cut through to the real truth of an issue like no list of facts or numbers ever could.

Lynne Lloyd
People Results 
Executive Coaching and Talent Development
Email:  enquiries@peopleresults.com.au
Web:   www.peopleresults.com.au


Sunday, 4 March 2012

The A-B-Cs of Business Cards 

Business cards are funny little bits of paper that we exchange with each other. Everyone knows that but not everyone knows that business cards and how you use them are part of creating a great first impression.

At a recent networking function, I met a number of future leaders in government and business organisations.  On being introduced, or at times introducing myself, I proffered my business card which was accepted by the person I was meeting.  One person apologised that he didn't have a business card because he had just started a new role in the last two weeks. He was waiting for his new business cards to arrive.  Understandable, apology accepted.

The surprising thing was that no one offered her/his business card in exchange!  There are a number of possible explanations.  First that no one wanted to keep in touch; second, that everyone had forgotten to put some of their business cards in their wallet or pocket; third, that there was a generally poor understanding of the importance of the business card in all kinds of networking and business situations.  The most likely reason is, I believe, the latter.

The business card and how you use it is a core part of good business etiquette.  If someone you are introduced to hands you his/her business card, it is poor business etiquette not to reciprocate with your own card.  This lack of the accepted business protocol will create a poor first impression.  So always complete the exchange of the business cards.  This practice applies even if you think to yourself, "I don't want to keep in touch with this person in the future.  I don't see the point."  The point is that networking not a logical sequential process but works laterally and in some unexpected ways.  What you will never know on meeting someone for the first time is what their interconnections are.  That person's wife, husband, brother, sister, best friend, neighbour may indeed be someone who is highly placed and influential and relevant to you.  You may have missed the opportunity to be connected with someone you do wish to know.


An image to keep in mind for building connections and relationships in business and life is the circular pattern of a spider's web.  Some of the web is predictably circular but the spider also builds a lot of interconnections between the silken strands.  These smaller strands are not predictable and can pop up everywhere to strengthen the web's structure.

"But I don't have a business card!" 

Is that because your firm or organisation hasn't given you one?  Have you asked for one?  If not, ask your manager to have a business card printed because you are attending networking functions and conferences and want to be able to represent your organisation there.  You are the best form of advertising for your organisation and I would be most surprised if the vast majority of managers don't say, "Yes, no problem."

"But I'm a student!"

If you are a student and don't yet have a professional role, and you are attending professional events and industry and academic conferences, you should still have your own business card.

It is simple and cheap to have business cards designed and printed. You can organise it on the Internet or a digital printing shop or OfficeWorks.  Have your card printed on white cardboard as heavyweight as you can afford (online this weight is referred to as "Premium.")   Just include your name, email address, and telephone numbers.

When to hand over your business card 
  • When you are first being introduced is the best time.  Later it can be awkward to break into the conversation and make it seem natural. 
  • When you are taking your leave of someone you have been chatting to.  This can be 'hit and miss' because people do drift off to get a drink or say hello to someone else and often the opportunity to exchange cards is therefore lost. 
  • When you first sit down at the table, it is a good time to hand around your business cards.  It works as an ice breaker too.
When not to hand over your business card 
  • When others in deep conversation, you drop into the group abruptly, introduce yourself, hand over your business card and rush off to the next group.   Not a good look!
  • When you and others are at the table and everyone is eating.  (Wait until the meal is over.)

I hope these few points about the humble, yet very important, business card are helpful.

Lynne 

Lynne Lloyd
People Results
07 3910 1003
0421 998749