In most workplaces, the key to achieving job security and advancing in your organization is to demonstrate leadership. Going above and beyond the status quo for the greater good will improve your chances of getting promoted. Plus, taking initiative to improve the organization may be the reason you get to keep your job if layoffs are in the forecast.
No matter where you are in your organization’s hierarchy, you are leading if:
A work relationship can suffer greatly from poor communication, perhaps a result of clashing communication styles, faulty assumptions, or overly quick reactions to perceived slights. One effective way to improve communication and heal an ailing work relationship is to combine two proven approaches: “active listening” and “reflective listening;” let’s call this combined approach active/reflective listening. The key elements include:
An article in the New York Times slams 360 reviews for being “cruel” and counterproductive. The author describes 360s as being too often the conduit for mean-spirited attacks, not founded on substance, and reflecting an absence of constructive criticism. I actually agree with the article’s point of view for the types of 360s described. Yet I find 360s to be incredibly helpful to clients if conducted the right way.
Bringing a leadership mindset to your job (a compelling vision that you can influence others to support), no matter what your level, is a key to helping you stand out and move up (or stay employed) in an organization. Recent client experiences have once again reinforced this point for me. In this first of a two part blog entry, I’ll share with you how an executive-level client’s leadership mindset was key to her early success in a new job. In Part 2, I’ll share with you how a client on one of the lower rungs of the corporate ladder was able to achieve success by demonstrating leadership.
When we need someone’s help or cooperation, most of us will adapt our style to the audience and environment. For example, we might communicate differently with a colleague depending on their level of motivation, or whether there’s a severe time crunch or not. While you want to keep that same flexibility when managing staff, default to an influencing and delegating leadership style unless there’s a good reason not to. Here’s why:
Bring the element of surprise into your presentation to make it memorable and powerful. Humans evolved to remember the unusual and the shocking; use this knowledge to your benefit!
For example, I coached one client to begin his presentation (to an executive audience at a Fortune 500 company) with a slide that had one single large number on it. Then he said:
I once went to a seminar where the presenter was sharing some leadership development ideas with the audience. At the end of the presentation, we were all left with the same question— What do we do with this information? In fact, someone asked this very question (“what is our next step…”), and the presenter’s response was “That’s a good question, I’m not sure.” BIG mistake, and it was the key reason his presentation was a fail.
The number one question any audience member has is “how does this help me?” For your presentation to have any chance of achieving greatness (or even goodness), you must answer this question.
How you present yourself or your work can determine a potential promotion, sale, or job offer. These three simple ideas, from my book, Peak Presentations, can go a long way towards helping you achieve the outcomes you want.
It’s easy to talk about what you know. It’s harder to apply your knowledge to the specific issues of the audience members before you. Every audience member wants to know “how can this help me?” Taking steps to keep the focus on your audience’s bottom line is key to winning them over.
Here’s an example: I facilitated a meeting between David, a business owner with a client-relationship-management (CRM) software product, and Julie, a potential client for David, whom I knew and thought could benefit from David’s product. I had both worked with David before and used his software, so I could vouch for him and his product.
About five minutes into David’s initial presentation to Julie, however, I began to see that David was not going to get the sale. The reason: he went right into the features and the bells and whistles of his software, instead of keeping the focus on Julie’s specific problems, and how he could help solve them! In short, he took the easy route, instead of the harder route which would have involved seeking to understand Julie’s issues, and then translating his product’s benefits into solutions for Julie.
Following this non-event, I worked with David on his sales presentation. The next time around, he did his homework about what problems his software could solve for the prospective client, and what opportunities it could open up. He also made sure to ask a few key questions early in the meeting which further identified CRM-related issues the prospect was facing. This time, he got the sale.
When using PowerPoint slides to support a presentation, make sure the slide content doesn’t compete with what you are saying.
Often this can happen when the presenter places too much content on the slide, so the audience has to decide– read the slides, or listen to the presenter? Think back to a recent presentation you attended, and you’ll know what I mean. That’s why you need to keep the slides simple– relegate them to a true supporting role. They should enhance your words, not compete with them; people are there to listen to you. The handouts, on the other hand, are a different story– that’s where you can give them details.
Having a very short, “five second pitch” at the ready for unexpected encounters can turn a mundane situation into a career-enhancing opportunity. The following client experience illustrates how this “mini-presentation” can help you.
Mike was in an elevator at work. The doors opened and in walked a more senior executive, Andrea, with whom Mike had little interaction. She said, “Hi Mike, how are you?” Mike could have made small talk, but instead, he used his five second pitch: “Well, we’ve just rolled out the new workflow-management platform, so things are great!” ”Oh you’re involved with that?”, asked Andrea. Mike’s response: “Actually, I’ve been leading the effort for the past three months!” Now they were having a conversation about this big triumph in Mike’s career.
Andrea ended the conversation with “Given your leadership role, we may want you for our cross-functional task-force for company-wide workflow management– I’ll talk to your boss about it.” The result? Mike transformed a potentially trivial encounter to a possibly significant career-enhancing opportunity.
When you are giving a presentation, look to actively engage your audience right from the start. Don’t assume they are paying attention; they may be thinking about their last meeting or the next one! So go beyond the dry and conventional; Capture their imagination, make them part of the show. Use any of these six approaches to hook your audience, so you can then reel them in with a memorable, powerful presentation.
How to Optimize Your Relationships and Jump-start Your Career
by Robert Hellmann • Getting Interviews, Job-Search Strategy, On-the-job Success
Here are some ideas to help you to quickly build and optimize your network of career-advancing relationships.