No matter what field or industry you work in, one thing that all leaders share in common is the necessity of having an extensive toolkit at their disposal. Of course, while there are various technical skills and aptitudes that are required for leadership positions in various industries, one thing that every leader needs to succeed in their role is to be an effective communicator.
Now in most cases, when it comes to communication, we tend to examine it in the context of our everyday interactions with our employees. However, what’s equally important is understanding how to be an effective communicator when it comes to giving presentations – whether it’s those large presentations like giving the annual company report to employees and/or shareholders, or something on a smaller scale like presenting a proposal to your team or department.
That’s why I reached out to communications expert Scott Schwertly to ask him to share his insights on how we can improve the way we communicate. In this guest piece below, Scott not only reveals the 3 key areas leaders need to address in order to give a great presentation, but also why our sense of self-awareness is so critical to our ability to effectively communicate the message we wish to impart to those we lead.
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After over a decade of analyzing and studying presenters, I have noticed one common error of judgment. What is it?
Most presenters think that yesterday’s presentation will save them today. Reality check: Great presenters have the mindset of a great Sales Manager. They understand that presentation success isn’t about how they were in front of a room last week or last month. Instead, it’s about being in the present. Just ask the Sales Manager. It’s not about what you did for him/her last year or last month. They want to know how you are closing deals right now.
So, write this down or put this to memory: Click here to continue reading »”Becoming More Self-Aware To Improve How We Communicate”
The following is a guest piece by John Rampton on behalf of The Economist Executive Education Navigator.
When Daniel Goleman released “Emotional Intelligence” in 1995, did anyone think that this best-selling book would transform the role of leadership?
After selling more than 5,000,000 copies and being dubbed “a revolutionary, paradigm-shattering idea” by the Harvard Business Review, it’s clear that Goleman struck a chord with business leaders. But, is it possible to create emotionally intelligent teams?
In their landmark research findings published in “Building the Emotional Intelligence of Groups”, Vanessa Urch Druskat and Steven B. Wolff assert that emotional intelligence underlies the effective processes of successful teams and that such resulting processes cannot be imitated; they must originate from genuine emotional intelligence at the team level.
Druskat and Wolff use the following analogy to back-up their point: “a piano student can be taught to play Minuet in G, but he won’t become a modern-day Bach without knowing music theory and being able to play with heart.”
While creating successful teams isn’t as simple as mimicking the processes of emotionally intelligent groups of people, what you can do is create the necessary conditions in which team members can develop their emotional intelligence. Those three conditions are: trust among members, a sense of group identity and a sense of group efficacy.
Here are the seven things you can do to foster these three conditions that constitute emotionally intelligent teams: Click here to continue reading »”7 Steps To Foster Emotional Intelligence In Your Team”
The following is a guest piece by Princeton University Professor Derek Lidow.
You would think that good ideas make it easier to be a good leader. Unfortunately, the opposite is true. Good ideas are threatening to leaders. By definition, good ideas mean an improvement over the present, a better way of doing things or even better lives.That’s why people who have good ideas expect their leaders to act on them, which creates an instant test of leadership: do you care enough for those around you to do something positive with the idea? Are you able to do something with it?
Good ideas of your own can be equally threatening. As a leader, how often have you had a good idea and then found yourself unsure how to turn it into reality, how to convert it into something of tangible value for you and for others? The experience can be not only threatening, but ultimately deflating.
It doesn’t have to be. Consider the most extreme and most personally threatening case in which leaders must turn good ideas into reality: entrepreneurship. Fail as a leader in this case and the entire enterprise goes down. And, in my experience, many entrepreneurial failures are failures of leadership, not of ideas.
Successful entrepreneurs, in meeting the stern test of leadership posed by good ideas, have much to teach us. If you can bring to the challenge of good ideas what the best entrepreneurial leaders (ELs) bring to it under threat of extinction, you will likely be able to handle anything that comes your way.
The great news is that the required skills can be learned. Indeed, you can even have major weaknesses, as long as you understand and mitigate them. Leaders who successfully lead the process of turning ideas into valuable, tangible realities are able to do five things uncommonly well: Click here to continue reading »”Good Ideas Make It Harder To Be A Great Leader”
The following is a guest piece by G5 Learning co-founder and author Steven Smith.
Everyone wonders where their true strengths lie. Each year millions devote themselves to discovering those strengths for the first time, and building those strengths into true potential. What most people don’t realize is the level of confidence it takes to get there.
And that limits them.
In spite of decades of clichés and motivational speeches about confidence, true confidence has a radically different set of rules than what tradition tells us. As perhaps the greatest catalyst of human achievement, one that has the capacity to impact everything we do to realize potential, confidence deserves a closer look and undivided attention.
A Choice, Not a Symptom
“Confidence is a choice,” wrote marketing savant Seth Godin, “not a symptom.” Godin’s statement resonates because it’s true. It’s powerful because that truth changes everything. But if confidence is a choice rather than a symptom, then how we make those choices is vital.
It’s not enough to claim confidence as a choice and expect it to appear. If confidence is to be Click here to continue reading »”The One Ingredient Your Strengths May Be Missing”
I’m honoured to host this guest piece by former Principal Chief of the Cherokee Nation, Chad “Corntassel” Smith.
Forty years ago, when I was a college sophomore attending the University of Tennessee, I was walking down Neyland Stadium Drive with a fellow student. We passed a new building and he said, “There is our new swimming natatorium.” I said “That’s nice.” He said, “We only have had a swimming team four years.” I said, “Good.” Then he said. “They are nationally ranked.” I said, “Wow! That is something.”
And then, he said, “The coach had never coached swimming before.” Now he had my attention. I asked, “How did he do that?” He replied, “The coach had a simple philosophy, if you want a football team you get some horses, if you want a swim team you get some fishes.”
It dawned on me that the coach was outstanding in recruiting student athletes with talent, and excellent assistant coaches who knew how to teach techniques. The coach knew one of his most important jobs was to recruit and develop leaders.
My favorite saying is, “Adversity creates opportunity”. For the Cherokee Nation and most organizations and governments, the greatest adversity is lack of leadership and the greatest opportunity, of course, is to develop leadership, in other words, to get some “horses and fishes.”
The dictionary defines “lead” as “to take or conduct on the way”. Therefore, leadership is Click here to continue reading »”Leadership Begins With Humility”