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As a Leader Do Your Presentation Communication Skills Suck?

November 7, 2014 By Sam Palazzolo, Managing Director

The Point: While this might not be the main criteria on an executive’s job description, giving presentations is a regular feature of your C-Suite career. Most CEOs think that their position in the organization will ensure that everyone will listen to what they present and accept it wholeheartedly. But when it comes to long-term success as a leader, this is not the best strategy to follow… In other words, it’s not a given! Following are some effective leadership development skills that will help you give great presentations… Enjoy!

As a Leader Do Your Presentation Communication Skills Suck?

#4 Have Technical Command Over Your Material

Preparation is key. If the audience gets the slightest impression that you are speaking impromptu (see next point), then they will not take your presentations seriously or perhaps take it too lightly. Any future endeavor in this regard will just be a waste of time. So even if you are an expert in the topic you will speak on, you should still develop a logical outline on paper.

#3 Speak, Don’t Read

While you have prepared notes and PowerPoint slides, you should NOT read off them. Your presentation should be like a conversation, not a robotic repetition of facts and figures. You have to develop a nice balance of intense preparation and impromptu speaking to make your presentation as natural as possible. For instance, you can choose to include some humor or comment on a recent cultural event to increase the audience’s interest in what you have to say at the opening, middle or closing (It’s complicated, right?)

#2 Command Attention

As mentioned at the outset, you simply cannot expect people to pay you complete attention simply because you’re a C-Suite executive. Instead, you have to make sure you’re using the right body language and gestures to ensure that your audience is really listening. Stand upright, and maintain eye contact with the audience are two examples of proper presentation body language.

#1 Be Concise

Writing or speaking more is not considered authoritative any more. Consider what Winston Churchill had to say on the length of the speech:

‘If you want me to speak for two minutes, it will take me three weeks of preparation, it will take me a week to prepare. If you want me to speak for an hour, I am ready now.’

There is much wisdom in this quote. You have to respect people’s time and get straight to the point. When you are clear and succinct in your presentations, your audience will not resent it (but actually anticipate it).

Summary

Presentations being a vital part of leadership communication skills, you have to use the tips given above to boost the quality of your presentations. Pay special attention to the general mood of the audience, and based on that, use a mix of preparation and casual conversation, all the while using body language to command their attention.

If you’d like more information about Tip of the Spear’s Business Advisory Services, consisting of Centered Executive Coaching, Leadership Development through ‘The Leadership Challenge’ methodology, and Communication Skills Training for Leaders use the CONTACT US page of this website.

Filed Under: Blog Tagged With: leader, leadership development, presentation communication skills, presentation skills

5 Keys to Effective Executive Coaching as a Leader

October 21, 2014 By Sam Palazzolo, Managing Director

The Point: We’ve talked about how as a leader, it’s “lonely at the top.” Well, guess what? If as a leader you attempt to do everything all the time in and of just yourself, your tenure as a leader will be a short one! As the saying goes, “it takes a village” so it goes that it takes a “team” to compete and succeed in today’s economy. Likewise, while a C-Suite executive can undergo personal executive coaching, this alone doesn’t guarantee the success of the company. To achieve that, the executives should assume coaching responsibilities and instill a culture of employee development in the company… In other words, act as an executive coach as a leader. What follows are 5 Keys we’ve identified at Tip of the Spear to help you as a leader develop just such a culture, and coach your way to success… Enjoy!

5 Keys to Effective Executive Coaching as a Leader

#5 Build or Bust Trust

It has often been seen in organizations that while employees are willing to learn, this willingness doesn’t automatically make the training process effective. A major issue is a trust barrier between leaders and their employees. If you want to coach in-house talent to occupy future C-suite executive seats (you do have a succession plan, don’t you?), then you have to start building relationships with your key employees. When the employees trust their leader as coach, they will learn more effectively.

#4 Become a Great Listener

As a leader, you may be proficient in reading, writing, and speaking, but now it is time to exercise arguably the greatest of all leadership communication skills: listening. This might entail you shunning your personal judgments and opinions in order to listen actively, paying special attention to the body language of your stakeholder. I know that every leader would like to be Steve Jobs-like, and fire off at the mouth with little regard for their employees, but let’s leave that to Steve…

#3 Continuous Evaluation

One-way instruction doesn’t work when it comes to effective coaching. When you get started, you need to outline the goals for training and also determining how far you are from achieving those goals (Think of it as a form of “gap” analysis you’ll conduct). You have to highlight behavioral changes that you both would like to see in the employee being trained, and then provide feedback from time to time to let them know how well they’re doing.

#2 Asking Powerful Questions

Effective executive coaching teaches people to think in the right direction, or manner. You need to ask your employees the right of kinds of questions to enhance their problem solving skills (Think of these as “powerful” questions). Make sure that these questions are clear and concise (ideally 7 words or less), they should be open-ended, should test the knowledge gained through previous coaching sessions and experience, and they should help the trainee move further towards reaching their goals.

#1 Criticize – Dish and Receive!

Finally, you need to support your stakeholders with active listening and encouraging them by being open to their suggestions. However, you should never withhold your criticism when they are not showing progress (Please pay note to my Steve Jobs-like comments above). However, you have to use constructive criticism, which means you express your opinion honestly without being confrontational. Remember that the stakeholder is being coached to become a future leader where they will have to make their own decisions. So, do rock their boat from time to time and encourage them to use their best judgment to accomplish goals.

Summary

Ultimately, the effectiveness of any coaching program as a leader is judged by results, and these can only be achieved if you follow the aforementioned guidelines when developing a leadership development program. In the end, your work with stakeholders can be dramatically improved by your leadership skills as a leader.

If you’d like more information on the Centered Executive Coaching programs offered at Tip of the Spear, or any of our other Business Advisory Services including Leadership Development and Communication Skills Training for Leaders, please use the CONTACT US page of this website.

Filed Under: Blog Tagged With: effective executive coaching, leader

Are You Grinding It Out as a Leader Like Mark Cuban? 8 Questions to Ask Yourself!

October 6, 2014 By Sam Palazzolo, Managing Director

The Point: Whether you want to admit it or not, you’re not working hard enough as a leader! Just ask Mark Cuban, the embattled entrepreneur/Dallas Maverick owner/Shark… Mark said in an Inc. magazine blog post that if he had to do one thing over again, it would be to push himself harder than everyone else around him (I imagine those that he could see as well as and perhaps more importantly those he couldn’t see!) So as a leader you control your effort/energy, where are you applying yourself? Read on and answer 8 questions to see how well you grind… Enjoy!

Are You Grinding It Out as a Leader Like Mark Cuban? 8 Questions to Ask Yourself

“I don’t regret starting a company that failed or investing in a company that didn’t make it, I think my regrets have come from not quite putting in enough effort,” says Mark Cuban. So here we have the only billionaire to sit on the esteemed ABC Shark Tank investor panel that isn’t content with where he sits.

Here then are eight (8) questions to gage if you’re not “grinding” hard enough:

  1. There’s an extra hour in the day… How will you use it?
  2. Do you take too many breathers, rather than keep on going?
  3. If someone outworks you, is that acceptable to you?
  4. What causes you to limit your effort?
  5. How content are you as a leader?
  6. What are you doing to better yourself?
  7. When was the last time you invested in leadership development and kept yourself on-time/on-target to meeting/exceeding your goals?
  8. If you didn’t achieve your 2014 goals, what are you doing about it?

Here’s the reality… There’s somebody out there that’s “grinding” as Cuban puts it and surpassing you in output.

One final question (Think of it as a bonus):

  • If you’re getting outworked, is that acceptable to you/those you work with/those you support/those that support you?

PS – You can see the video of Mark Cuban here: http://www.inc.com/mark-cuban/business-lesson-my-biggest-regret.html?cid=sf01001

If you’d like more information on Tip of the Spear’s Business Advisory Services including Leadership Develepment employing The Leadership Challenge methodology, Executive Coaching using Centered Executive Coaching, and Communication Skills Training for Leaders use the Contact Us page of this website.

 

Filed Under: Blog Tagged With: leader, leader like mark cuban, mark cuban

Leadership Challenge: Change Management Success Factors

October 24, 2013 By Sam Palazzolo, Managing Director

We see study after study talking about what are those magical three elements that are going to magically make your leadership challenge of change initiatives successful.  What are those top three things that could be considered Change Management Success Factors? In our minds, they are:

  1. Leaders – Leaders sponsor and champion the change effort. Leaders are behind change management publicly.  Leaders are behind the change initiative in their communications, in their actions and in their behaviors. Leaders are out in front championing the change.
  2. Vision – A clear and compelling vision and case for change, and a strong communication plan in place behind that change management vision. People anymore are not like sheep going off to do their job.  People today are interested in knowing that what they do is in service of the greater good of the company. That means that in any change management initiative, a leader is going to have to stand up and have a clear and compelling case for who are we, what are we about, and why are we doing this.
  3. Engagement – So if you have leaders standing up and saying “This is why we’re doing this… This is what we’re doing… This is how you can be a part of this journey” this will invite people to come and be a part of the change.

That engagement becomes the platform, along with leadership alignment and the clear case for change that really becomes the platform for making change stick at the end of the day. When it’s all said and done, change that sticks and achieves desired results is what you should be after (No magic there, right?)

Filed Under: Blog Tagged With: change, change initiative, change management, change management success, engagement, leader, leadership alignment, leadership challenge, making change stick, vision

The Leadership Challenge: Conquering Alibis

September 16, 2013 By Sam Palazzolo, Managing Director

John was a C-suite leader that had been recommended to us by his board of directors for a coaching engagement (Centered Executive Coaching: Leader Centered Coaching program) and participate in The Leadership Challenge development program.  The company he belonged to was growing at a +25% annual growth rate, but John’s area of the company was coming in short (<10%).  While John had many of the same talented people in his department (The organization had a cross-functional organization chart, allowing them to share team members based on assignment), leadership was looking for improvement out of John.

In our first initial interview, where we determine alignment of the coaching initiative as well as outline future steps, John was shall we say a little “defensive” of his performance thus far for the year. In fact, John was downright full of excuses when it came to his performance.  It appeared as though it was everyone but John’s fault for the department’s lack of performance.

With this lack of performance in mind, and John’s lack to accept responsibility, we provided him with an exercise on alibis. Here is a list of the most commonly used alibis we presented to him. Our instructions were for him to read the list, and examine himself carefully for each item and determine how many of these alibis were his own property (ownership):

  • IF I didn’t have a wife and family…
  • IF I had enough “pull”…
  • IF I had money…
  • IF I had a good education…
  • IF I could get a job…
  • IF I had good health…
  • IF I only had time…
  • IF times were better…
  • IF other people understood me…
  • IF Conditions around me were only different…
  • IF I could live my life over again…
  • IF I did not fear what “they” would say…
  • IF I had been given a chance…
  • IF I now had a chance…
  • IF other people didn’t “have it in for me”…
  • IF nothing happens to stop me…
  • IF I were only younger…
  • IF I could only do what I want…
  • IF I had been born rich…
  • IF I could meet “the right people”…
  • IF I had the talent that some people have…
  • IF I dared assert myself…
  • IF I only had embraced past opportunities…
  • IF people didn’t get on my nerves…
  • IF I didn’t have to keep house and look after the children…
  • IF I could save some money…
  • IF the boss only appreciated me…
  • IF I only had somebody to help me…
  • IF my family understood me…
  • IF I lived in a big city…
  • IF I could just get started…
  • IF I were only free…
  • IF I had the personality of some people…
  • IF I were not so fat…
  • IF my talents were known…
  • IF I could just get a “break”…
  • IF I could only get out of debt…
  • IF I hadn’t failed…
  • IF I only knew how…
  • IF everybody didn’t oppose me…
  • IF I didn’t have so many worries…
  • IF I could marry the right person…
  • IF people weren’t so dumb…
  • IF my family were not so extravagant…
  • IF I were sure of myself…
  • IF luck were not against me…
  • IF I had not been born under the wrong star…
  • If it were not true that “what is to be will be”…
  • IF I did not have to work so hard…
  • IF I hadn’t lost my money…
  • IF I lived in a different neighborhood…
  • IF I didn’t have a “past”…
  • IF I only had a business of my own…
  • IF other people would only listen to me…
  • IF *** and this is the greatest of them all ***

If this list looks familiar to you, you may have seen a version of it in the classic “Think and Grow Rich” by Napoleon Hill.  The list is tucked away in the back of the book, in a section that is must reading for any leader titled “How to Outwit the Six Ghosts of Fear.”

John came away from the exercise realizing that while many of his alibis were professional in nature, those that were truly holding him back were his personal ones.  A modification therein allowed him to move closer to established goals.

What’s the Point? Analyze your weaknesses and overcome them, instead of building alibis to cover them.

Filed Under: Blog Tagged With: alibis, centered executive coaching, executive coach, executive coaching, leader, leader centered coaching, leadership, leadership challenge, napoleon hill, think and grow rich, weaknesses

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