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Category: Leadership

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Leadership Marketing Personal Development

Your Company’s Secret Asset

Assets are critical to a company’s success with their purpose being to increase the value of the organization. So how else can you add value to your organization without dipping into the bottom line? The answer: Personal Branding.

Companies spend thousands of dollars on corporate branding elements such as logo, website, and marketing collateral, but many overlook the fact that every employee is a branding asset. When one thinks of gauging value back from what they put into something, they typically think in terms of ROI. Instead of a return on investment, think of it in terms of Return on Image®. An employee’s personal brand creates real value. Personal brands can elevate individuals to meet their goals and the goals of the company, while also growing influence for both. Influence is power, which, in turn, cultivates trust and builds your reputation as a leader in your space. It’s been said over and over that people do business with people, not companies.

Here are 5 ways your employees can influence a corporate brand to ensure:

1. Create Content.

This is vital (my definition of vital: without it you die) in establishing expertise. It’s the first place one should start. Allow employees to blog, be guest editors in publications, or even publish case studies that are relevant to your market. Let their personality come through in their writings. Then leverage that content every chance you get such as reposting portions of it as social media posts. Having them create content helps establish them, and you, as a leader or expert in their field. People want to hire authorities.

2. Speaking Events.

In today’s world we are so connected, that we are, at times, starving for human connection. This is a great way to humanize a brand. Employees can be guest speakers at associations, clubs, industry events, or be a guest on a podcast. If possible, get photos of them speaking or better yet, get it recorded on video, and, again, leverage that as much as you can.

3. Community Involvement.

A great place to be seen is in our own communities sharing our gifts and kindness to others. Consider paying for employees to join a service club or be on a non-profit board. They may even take on leadership roles within these organizations, which helps build both their personal brand and your corporate brand.

4. LinkedIn Profile.

We all know LinkedIn is a place to grow connections and attract new business clients. In many ways, LinkedIn has become the new CV. It’s one of the first places we all go to find out about each other. We look at a person’s accomplishments, what others say about working with them, and how they can add value. In fact, we tend to go there before we have any human interaction with each other. First of all, we want to know what a person looks like. A profile picture can have some personality, but remember this is a professional site, after all. After we look at the photo, we want to see what their title is. In fact, here is where you can be creative. It doesn’t have to be a title, but rather how you help someone. This appears by the photo every time a person posts, so it is a very important element. And be sure your company has a company page your employees can be part of.

5. Company Website.

The second most visited page on most websites is the About Us page. Here is where you can showcase your staff with a bio and links to their personal social media sites as well as listing any published content or videos they have created. The purpose is for visitors to have no doubt in their minds that you employ the best.

There is a lot of noise out there. We are all fighting to be seen. By incorporating the steps above, you will gain strategic visibility through personal branding.

I help executives create a powerful image and brand so they look and feel confident wherever they are. Contact me at sheila@imagepowerplay.com to schedule a 20-minute call to discuss how we can work together to grow your visibility through my return on image® services.

Categories
Best Practices Growth Skills Women In Business

Build Audience Belief the way Actors Do

To enhance your credibility when speaking for business, you can borrow a technique that actors use to build belief within the listening audience.

Why use an acting technique? The reason is simple: Persuasive and influential business speakers have a lot in common with actors. They all know that the key to successful speaking is to inspire belief in the hearts and minds of the audience.

The most important belief-building technique for actors is the use of what we call Acting Objectives. You can apply this technique to the rehearsal and delivery of your business talks (formal or informal), so that you will speak with the greatest power: power that comes from a complete commitment that is visible on your body and audible in your voice.

When actors are preparing a role, they make careful choices about what actions to take, to help the audience believe that the make believe situation is real. For actors, it’s all about actions; actions speak louder than words. So, actors examine each script and create acting objectives: actions that lie underneath the words – actions to take toward the listeners. This helps actors become motivated to speak the words that the playwright or screenwriter wrote and speak them truthfully, authentically, and conversationally.

In rehearsal and performance, actors pursue their acting objectives as if their lives depended on it. This helps the audience believe that the actor and the character are one and the same: that the actor IS the character.

This process is useful to business speakers for two important reasons:

• When you’re speaking in business, you want your listeners to believe something (believe that you have solution to their problems, for example). The more rigorously you pursue your actions (your acting objectives), the more completely your listeners will believe that you and your message are one and the same: believe that you are your message.

• As a business speaker or presenter, when you make your audience believe, they are likely to overlook minor shortcomings or mistakes you might make. Once you’ve made your listeners believe, you’ve won them over to your side. After that, your audience will forgive you almost anything!

Beats:

In order to make choices about actions (to identify acting objectives), actors divide the script – and you should divide your notes for a business talk — into units. Actors call them BEATS. Each beat is a separate topic, smaller than the overall subject of the message. It is a topic of conversation: what the speaker is talking about: a simple noun or noun phrase.

Here is an example: an excerpt from the “Greed Is Good” speech, delivered by Michael Douglas’s character in the film Wall Street.

“Our company, Teldar Paper, has 33 different vice presidents each earning over $200,000 a year. Now, I have spent the last two months analyzing what all these guys do, and I still can’t figure it out. One thing I do know is that our paper company lost 110 million dollars last year, and I’ll bet that half of that was spent on all the paperwork going back and forth between all the these VP’s. The new law of evolution in corporate America seems to be survival of the UN-fittest. Well, in my book, you either do it right, or you get eliminated.”

In this excerpt, there are two beats. Beat one ends with the phrase “all these VP’s”; it is about waste within the company. The second beat begins with “The new…” and ends with the word “eliminated”; this beat is about the survival of dysfunctional companies in America.

Take a deep dive into the notes you have for a business talk, and divide it into beats, separating the beats with small dividing marks. Consider what each beat is about, and where it begins and ends. Then, in the left hand margin, identify what the beat is about. Express this as a simple noun or noun phrase.

Objectives:

When you know what each beat is about, you are ready to identify an acting objective for each beat (an action that lies underneath the words you speak). This should be a specific, active verb expressing what you wish to do to your listeners as you speak; what you want to make them feel or do.

Choose objectives that are personally appealing and attractive to pursue, so that you’ll be motivated and project energy. There are three ingredients for an effective acting objective, and these are the very same ingredients for an effective speaker objective. Each objective should have the following qualities. It should be

1. A specific, active verb, Directed toward the listener

2. Personal and appropriate to the spoken message and the listener’s situation

3. Truthful (for our purposes, truthful doesn’t mean actual; it means believable)

Pursuing an objective (the simple, active verb) gives you energy and focus as you speak. Studies show that listeners pay the most attention to the actions underneath the words we speak – the vocal tone and demeanor of the speaker. Consider how a person’s tone/demeanor (not words alone) reveal sincerity, evasiveness, or sarcasm, for example.

Process:

Let’s imagine that in one beat of your business talk, you wish to be powerful.
Verb: to be powerful

Problem: the verb “to be” is static. It doesn’t contain active energy.

Better choice: you wish to obtain power

Problem: the verb is too general.
Ask yourself: “What must I wish to DO in order to obtain power?”

Now you can plan specific actions to take towards the audience – in order to obtain power. Possible verbs/objectives:
• I wish to impress the audience

• I wish to instill confidence

• I wish to earn their affection

Is the purpose of your presentation to move the listeners to give you money or provide funding for a project? Here are some objectives that may apply during your presentation:

• I wish to persuade the audience to make a sacrifice

• I wish to direct them on a noble/moral path (for PR purposes!)

• I wish to illustrate the joy that comes from sacrifice to others

• I wish to save them from their misguided ways

If these power verbs seem overly-dramatic to you, know that these objectives are for the purpose of strengthening your delivery and should remain your secrets. Keep your acting objectives private. Have you ever noticed that your secrets hold great power for you — the longer you keep a secret, the more power it holds for you? Have you noticed that when you let a secret out, tell it to someone, it loses some of its power over you? We want our acting objectives to have great power to affect our delivery! So, keep your acting objectives private; this will strengthen your motivation to speak and galvanize the commitment and passion in your voice and your gestures.

Actors write their acting objectives in the margin of the script, right next to the dialogue. In your speaking notes, in the right hand margin next to each beat, write one simple acting objective.

Rehearse By Pursuing Your Acting Objectives:

Actors rehea
rse aloud, rehearse often, and rehearse at performance level energy. Rehearse improvisationally from your notes; do not memorize or speak from rote memory. Internalize your ideas. As you speak the words of the beat,

• Focus on the underlying acting objective

• Keep it at the forefront of your mind

• Pursue the objective as if your life depended on it

Over time, as you rehearse, you should begin to notice that you are communicating your joy in sharing ideas. Always be sure you are communicating: “My message is important for you, so I love being here with you.”

Benefits of Using Objectives:

Pursuing acting objectives holds three powerful benefits for you as a speaker:

Benefit #1: It gives you laser-beam focus and simplifies your process, because it gives you just ONE thing to think about as you speak each beat.

Benefit #2: It galvanizes your energy toward what you are doing with your words. It’s the quickest and most powerful way to project energy, commitment, passion, and poise.

Benefit #3: It’s a completely organic way to make your voice and physical demeanor support your content. It turns your voice, body language, and content into one seamless, unified message.

When you are pitching to clients, making presentations, speaking with senior management, or even delivering an elevator speech, the pursuit of acting objectives will give you maximum power and deliver to your audience maximum impact.

Categories
Growth Human Resources Management Personal Development Women In Business

Knowing What Great Leaders Do and Doing What Great Leaders Do Are Two Different Things

The other day I heard a leader speak to his team of fifty. He was sharing that he wants his managers to walk the floor and identify ways to improve processes and procedures and to identify a person who should be acknowledged for giving their all to the job.

After his talk a group went to lunch and he invited me along. He shared with us about his desire to grow his managers and encourage them to lead. He shared about his speech. One of his friends laughed and asked, “when was the last time you walked the floor and told someone ‘good job”? I know it wasn’t lately” The whole table laughed.

Sometimes leaders talk a good talk but don’t walk the walk. When you don’t walk the walk your reputation is diminished, people don’t trust you and even your friends know when you are just giving lip service.

To be a great leader who has influence, impact and the ability to inspire others cultivate the following:

Have Integrity – Do what you say you will do. If you can’t do it say so. If you don’t know something, say that. Integrity is about follow through and commitment. This is especially true for those who follow you. They are watching you and they know the person you are by how you follow through.

Model The Behavior You Want Others To Have – if you want an enthusiastic, energized workforce set an example. If you want helpful, customer focused culture you have to emulate that in everything you do. That also means that you find teaching moments to share how you would do it and people can model you. Think about how you greet people in the morning, are you inquisitive, are you sincere? It is okay if that isn’t your style, just don’t demand that from others. You are the one who sets the standards of behavior. If you can’t behave in a certain way then shift your vision of what you want or move on.

Standards – This is so important and so often missed. Missed because you, as the leader, take it for granted. You have standards for yourself, have you ever written those standards down? Have you shared your standards of behavior to your new hires, your executive team, even to your family? Too often leaders assume that others know, that others have the same standards. They don’t. Every single person comes from a unique, distinct and diverse background compared to you, including your children. They have different perspectives of the same event, location, or person than you. It is normal. That is why it is critical that you write down your standards, your values and be clear about them.

I have a friend who is a local politician with a great career ahead of her. When we worked together we worked through these three key components. It became such a strong foundation for her new career in politics that she had two works of art commissioned that reflected her standards and values. They hang in her office. Her core team has her value statements and standards on a card on their desks. Her meetings with her executive team start with reading her standards and values so that everyone is on board, with clarity and focus.

Everyone can be a leader. It takes focused action to be a great leader.

Categories
Growth Human Resources Leadership Personal Development

Level Five or Machiavellian: Which Leadership Approach Wins in Employee Engagement?

A widely-accepted assumption is employee engagement is influenced by how the leaders of the organization behave. Another way to say this is, the work environment is influenced by leaders and that work environment influences employee engagement. Both Level 5 Leadership and Machiavellian Leadership can create outstanding results but how does Level 5 Leadership behavior stack up against Machiavellian behavior regarding engagement?

The purpose here is to make the case for higher employee engagement. There are two big distinctions between Level 5 Leadership and Machiavellian Leadership that provide key insights for action.

First, we need agree on clear definitions. I prefer using the Conference Board’s definition of Employee engagement. I paraphrase, “Employee Engagement is a strong emotional connection an employee feels with their organization and team such that they are willing to give extra effort without being asked bribed or threatened.” (Gibbons, 2007)

Level 5 Leadership is the term describing leaders who were uncovered by Jim Collins, and his researchers, while writing Good to Great. (Collins, 2001) Level 5 Leaders are both modest and willful. They are humble in behaviors and fearless in their pursuit of results. They avoid letting their ego interfere with their ambition to achieve a great result for their organizations.

Machiavellian Leaders are also willful. They believe people are self-interested creatures and will put their self-interest ahead of other considerations. This is a key characteristic they share. In part because of this belief, they also believe it is better to be feared than to be loved. Machiavellian leaders hold efficacy and foresight as important characteristics. Humility is not needed to achieve results. Humility is not needed to achieve power and achieving power is a high priority for these leaders.

There are two key insights which can help us decide which leadership approach is best to build engagement. The first is trust vs. fear. The second is autonomy vs. dependency.

Trust trumps fear

Trust is much more effective than fear for achieving engagement. If we choose to accept the engagement definition above the presence of fear proves there is little or no engagement. Engagement is an emotional connection where employees are willing to put in extra effort without threats. Threats create fear.

If employees are willing to put in extra effort they must feel safe to do so. Safety suggests a lack of fear. Innovation and risk taking requires reduced fear, not more. If Machiavelli prefers fear to love from followers, it suggests engagement would be reduced with a Machiavellian leader.

Autonomy trumps Dependency

There are two laws attributed to Machiavelli which might cause concern for those who value engagement. The first one is:

“Learn to keep people dependent upon you: To maintain your independence you must always be needed and wanted. The more you are relied on, the more freedom you have. Make people depend on you for their happiness and prosperity and you have nothing to fear. Never teach them enough so that they can do without you.” (Greene, 2000)

To be fully engaged, people need autonomy. They need freedom to make decisions to innovate and to feel fulfilled. If the Machiavellian leader purposely creates dependency, it follows that engagement will naturally be reduced.

The second is:

“Cultivate an Air of Unpredictability: Humans are creatures of habit with an insatiable need to see familiarity in other people’s actions. Your predictability gives them a sense of control. Turn the tables: Be deliberately unpredictable.” (Greene, 2000)

Unpredictability creates uncertainty and fear. It can lead to a lack of trust. It can prevent people from taking risk and/or acting at all.

Al Dunlap of Scott Paper fame exemplifies the Machiavellian Leader and is profiled by Jim Collins in Good to Great. Dunlap cut expenses at Scott Paper, mostly by cutting jobs and lay-offs, sold the company, and pocketed millions for himself, all in less than two years. He then wrote a book about himself drawing a parallel to Rambo. He demonstrated unpredictability and a dependence on him for success. His changes could not have been sustainable and it is probably why the company was sold (besides the desired outcome for Dunlap to hoard millions for himself).

In contrast is Arnold Palmer. One of his quotes on his website is, “Always make a total effort, even when the odds are against you.” This could easily be attributed to a Level 5 Leader, a fearless pursuit of results while demonstrating warmth and humility. He had thousands, if not millions, following him in Arnie’s Army. He touched thousands of lives, made his sport much more popular, and positively changed the world in numerous ways.

In summary, Machiavellian Leadership is great for beating down competitors. Beating competitors can certainly lead to success. Level 5 Leadership is great for employee engagement and generating positive results with minimum unintended consequences and enormous leverage. There is value in both but the place to use each is very different. I personally would recommend you stay away from Machiavellian techniques if you find engagement an important outcome.

Resources:

Collins, J. (2001). Good to Great . New York, NY: Harper Collins.

Gibbons, J. (2007). https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=1324&centerId=1. Retrieved from https://www.conference-board.org: https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=1324&centerId=1
Greene, R. (2000). The 48 Laws of Power. New York NY: Penquin Books.

Level 5 and Machiavellian Leadership Video

Wally Hauck, PhD, CSP helps leaders boost profit by unleashing the genius of every employee. By showing leaders how to get the best from their teams, with proven methods and by avoiding morale-busting mistakes, leaders can achieve their strategic goals more quickly and with less waste.

For more than 20 years Wally has worked with nearly 200 organizations, hundreds of leaders, and thousands of employees to optimize engagement and customer experience. Many have achieved significant transformational improvements.

Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania. Wally is a Certified Speaking Pr
ofessional or CSP. As a professor of Organizational Change and Development at the University of New Haven in Connecticut Wally received the highest ratings of all professors in 2012.

Wally is married to his lovely wife Lori for over 26 years. They have two daughters, one son, three grandchildren, two rescue dogs a very dysfunctional cat. Wally has passion for golf, family, politics, and good movies not necessarily in that order.

Dr. Wally Hauck, CSP helps leaders boost profit by unleashing the genius of every employee. By showing leaders how to get the best from their teams, with proven methods and by avoiding morale-busting mistakes, leaders can achieve their strategic goals more quickly and with less waste.

For more than 20 years Wally has worked with nearly 200 organizations, hundreds of leaders, and thousands of employees to optimize engagement and customer experience. Many have achieved significant transformational improvements.

Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania. Wally is a Certified Speaking Professional or CSP. As a professor of Organizational Change and Development at the University of New Haven in Connecticut Wally received the highest ratings of all professors in 2012.

Wally is a proud member of the C-Suite Advisors Network

Video

Categories
Marketing Personal Development Women In Business

NETWORKING with Friends and Acquaintances

When was the last time you became a tourist in your own town or city? Unless you have had visitors it probably was a while ago. We don’t see our town in the same light as a tourist would. We downplay it and often forget it is special. Have your ever noticed that we see the sights of our hometown only when someone comes to visit? It is only when someone from out of town comes to stay that we break out the walking shoes and show with pride the sites and sounds that make our area special and unique. We point out the areas of interest, and often times we ask ourselves – why don’t we do this more often? Why do we wait until someone new comes to visit to show the strengths of our town?

Sharing ourselves

Sharing who we are and our accomplishments is a similar experience. We don’t share them with our everyday acquaintances or friends, because they know us. Just as we take our town for granted we also take our friends, colleagues and ourselves for granted. We are so used to each other that we forget to share our accomplishments, dreams and goals. We also forget to ask about their accomplishments, dreams, and goals.

At a professional function recently, a group of professionals were sitting together and relaxing. They knew each other for several years and several of them were quite good friends, speaking often on the phone and through e-mail. I sat down listened to their joking and laughter. It was evident that they enjoyed each other’s company.

I asked them about their networking practices and how they networked. Many shared that it wasn’t their strong suit. They didn’t like introducing themselves to new people, they felt more comfortable among themselves. They didn’t feel comfortable, “selling themselves or bragging”. It was then that I knew that the art of networking was being lost among this most talented, friendly group. I offered to share techniques that would reap immediate benefits right then and there — and now with you — here and now.

Networking Defined

The term networking comes from fishing. A fisherwoman casts her net into the ocean. It spreads over a wide area. After time she reels the net in. As she reels the net in she catches many fish, often many different types of fish. She may be after tuna, but her net has caught shrimp, cod and other varieties. Some she will throw back in the water, (dolphin for instance) because ethically she knows it’s the right thing to do. Some she will keep for herself. The rest she will give to the others, usually her friends and relationships she respects, who specialize in the various other fish. Networking is the same thing. You throw out your net, sharing what you do and what you are looking for into your ocean of relationships. After a time, you reel your net in, by following up and keeping in contact. Your net will bring in various bits of information. You will toss some, keep some and share some. Who will you share them with? Friends and business relationships, you respect, who specialize in the various other fields.

4 steps to creating an effective network

As I began to share this definition with this group of professional friends, I asked if it was all right if I do a process with them about networking. They agreed. I went around the table and asked them to share their name, what they do, how they do it and what they hope to have in five years. As we went around the table it was intriguing to find out the various specializations that these professionals had. What was more exciting, funny and revealing was the response from the listeners. Each time a member presented we would hear from someone – “I didn’t know that, my company is looking for….” Or “Can I recommend you for this consulting project? We’ve been looking for someone for the last year and you’re perfect”. Here was a group of women who communicate regularly, but didn’t know exactly what each did on a daily basis. They didn’t know the passion that each person had about a particular project.

Two important revelations occurred. One was a sense of relief among the group because they are often called on to recommend someone, but they felt that they didn’t know anyone. Yet in a matter of minutes they had seven experts that they could easily recommend. It was a revelation that they had access to the high caliber people in their own circle of friends. The second was that several of the woman had their own consulting companies and without even a sales pitch, were being recommended for a project that was their forte. It was revealing to everyone that business is built on trust, recommendations and referrals – and that they had easy access to all three.

How can you do this right now? You can start by following the following four steps. Creating, Casting, Reeling and Sharing. It is a process, and in the beginning it requires determination, persistence and practice. Remember that you are among friends and acquaintances, people who support you and want you to succeed. Don’t be afraid – your among friends – go fishing!

Creating the Net

In order to create your net you should have three things. 1) A clear short description for what you do. Your elevator speech. Can you describe what you do in the time of a typical elevator ride? If not develop a short, concise “elevator speech”. 2) A goal you want to achieve in your professional career. Have you defined where you want to be in the next five years? What position would you like to hold? Do you know what you need to get there? (We will be discussing all of these net creation techniques in future articles). 3) A willingness to help others get what they want. You need to be open to listening to what others are saying. What are they looking for? Do you have anyone in your group of friends, family and associates who can help?

Casting the Net

When you are at your next professional meeting, or at a family gathering with cousins or your next “girlfriend” get together, cast your net. Share this article with them. Practice your elevator speech. Tell them what you are looking for and ask them to think if they know any leads. Ask about their “elevator speech.” What are they looking for and search your own mind for connections?

Reeling It in

Two weeks later, or a few days later look through your database. You will find that you may have a couple of people who could help one of your professional colleagues. As you are surfing the Net you will come across an article that would be helpful to another Colleague, who was part of your “casting Group”. Before you know it, you may receive a phone call from one of the members of your “casting group”, she has a lead for you. You share your excitement about the information you’ve found that will help the others. Of course, that information was always there, you just didn’t know who could use it.

Sharing With Friends and Associates

Later you’re on the phone with Sonia, your professional colleague and dear friend, and share what you have found. Remind her to look through her database for any connections. The more you begin to look, listen and share the more opportunities come your way. People want to he
lp people they like. They want to help you.

From Sharing Your Town to Sharing Yourself

The awareness and sense of pride we get when we see our community from a tourist’s perspective is what we feel when we share our accomplishments, goals and skills with others. Just as a visitor feels enthusiasm for your community, a colleague feels the same way about your accomplishments, skills and goals. They know how hard it is to get where you are. They understand the challenges. They know what you stand for since they have been friends with you for awhile and they like how you are, (they wouldn’t stay in contact if they didn’t). Those are all pluses for both of you. She will refer you and you will refer her. That’s what networking is all about!

Categories
Growth Management Personal Development

C-Suite Essentials on Employee Engagement

Employee engagement has become a term that’s been so over used, some leaders have become desensitized to its concepts or beneficial outcomes. If you’re a leader who wants to be successful, read on. If you’re enjoying your status quo…you may still want to take a few tips into practice. Don’t be numbed by the overabundance of articles, apps and services that can increase the engagement in your workplace and subsequently your bottom line.

Here are a few ideas about what employee engagement is and what it’s not!

1. Employee engagement is people getting up in the morning and having the desire to come to work

There are many reasons why people start their day not wanting to come to work. You may think you don’t have any influence over someone’s attitude before they walk in the door. That’s not true. Once known as soft skills, communication, collaboration and change management, are truly essential skills. The organizations who take the opportunity to increase these skills will create an environment that exudes success.

2. Studies show that people who feel positive about their work culture can increase their productivity by 20%

Just how much would that save you in dollars? Some studies show that with just 50 employees, you could increase your bottom line by over $ 500K! First of all, positivity helps them show up for work. They work harder and smarter. More often than not, when they come upon an obstacle, they can assist in creating a solution. This affects the quality of their work as well. The good news? Positivity can be taught.

3. Engaged personnel are better problem solvers, sales people and customer service representatives

Having the skills to communicate, collaborate and navigate change, alleviates a lot of stress in people’s lives. Less stress leads to more tolerance and patience. Can you see where sales might increase? And, a grouch doesn’t make for good customer service either. Unless you don’t have any competition, increased sales and superior customer service is going to make a big difference in your bottom line in more ways than you might think
4. The best employee engagement techniques are related to the relationships they produce.

It might be, “Hawaiian Shirt Friday.” Maybe, it’s, “Catch a workmate doing something right,” day. In events like these benefits abound. First of all, it’s fun. There is plenty of research out there that shows when people have fun, they learn more and retain information for longer periods of time. Activities like these build greater bonds between team members. In a business where people work together this connection is priceless in terms of quality and creativity. Community projects done as a team have an additional element of raising your CSR (Corporate Social Responsibility), score. This has become an important aspect of who people want to work for.

5. Employee engagement is not just giving a bonus and calling it a day

Money is no longer the most important criteria for why people work where they work. As you experience the future shortage of employees, this concept will become ever more important. Money will not be the deciding factor as to where someone works or who they stay loyal to.

6. Annual reviews do not create communication for crucial employee/leader growth

Most human beings have a need to be acknowledged and feel valuable. It used to be that continuous improvement programs were for those that needed to exceed or be gone. How about making a continuous improvement plan as a way of life for each individual and the company? People respond better and increase their usefulness at work when they know how they fit within the company’s culture

Employee engagement = higher productivity = greater creativity = Happier-Healthier place to be

Your workforce is your most important asset. Don’t wait. Don’t have a motivational talk and go back to business as usual. Lack of employee engagement will become a critical problem as our workforce becomes more sophisticated and discerning. We’re looking at a shortage of employees coming up very shortly. The latest figures project that there will be a shortage of 5 million workers in 2020. This is true for machinists, medical staff, lawyers, accountants, lawyers, nurses and IT personnel, to name a few. Don’t delay, because you can’t create a great place to work overnight. The most successful organization will realize it’s a journey, a constant and continuous journey. They will build ideas into the very fabric of their organization. You can create ideas that will become how you do business, both inside and out.

Want to share this with a friend, but they are an auditory learner? Use this link to listen to this podcast. http://www.julieannsullivan.com/engagement-in-workplace/

Julie Ann Sullivan is a professional speaker and trainer to influence, motivate and inspire.
For more information on Julie Ann Sullivan, visit Julie Ann’s website. Follow on Twitter: @JASatLNE
Julie Ann Sullivan is the host of Mere Mortals Unite and Business that Care, now streaming on C-Suite Radio.

Categories
Growth Management Operations Personal Development

Customer Service Lessons Learned from United Airlines Computer Outage

The problem lasted two and a half hours and caused 200 flight delays and six cancellations. No, this wasn’t just a single unhappy customer complaining to a gate agent at the airport. These were the results of a recent widespread computer outage at United Airlines. Thus, thousands of people were inconvenienced. I would describe a two-plus-hour delayed flight as a Moment of Misery™.

This outage resulted in thousands of passengers becoming angry. Yet, problems like this are seemingly unavoidable; just last year it happened to Delta and Southwest. Sometimes it may not be a computer glitch, but a weather problem that can cause airline delays. Yet every cloud can have a silver lining; this is an example of a mini-case study on how to handle a customer service crisis.

I did not witness what happened at the airport when passengers approached United’s gate agents for help, nor did I listen on the phone lines as passengers tried to reach their customer service representatives. I’m sure there were both long lines and long hold times. Those individual interactions turned out either good or bad because of the individual employees’ attitudes and how well they had been trained to handle such situations. Instead, what I am about to address is the overall response that United Airlines made, and how it was an excellent example of what to do in a crisis.

I teach a five-step process on how to deal with a complaining customer, and for those who follow my work, here is a short review:

1. Acknowledge the problem.

2. Apologize for the problem.

3. Fix the problem – or discuss how it will be fixed.

4. Do it with the right attitude – not just being nice, but acting accountable.

5. Doing all of this with a sense of urgency.

Well, you can extend how you should deal with an individual customer to the way you should deal with a service crisis that impacts thousands of customers.

First, United acknowledged and apologized for the inconvenience. They covered the first two steps. United responded to media inquiries and tweeted out to all of their followers: A ground stop is in place for domestic flights due to an IT issue. We’re working on a resolution. We apologize for the inconvenience.

Then they fixed it, accomplishing step three.

Step four was complete when they accepted responsibility. No excuses. Maddie King, a spokesperson for United, met with the press and told them they were working to fix the problem. In other words, United was owning the problem.

Finally, there was a sense of urgency throughout the entire process. Because United worked hard and fast, it took them just two and a half hours to fix the problem. The key to restoring confidence is urgency.

So, whether you have a single customer complaining or a major service crisis affecting thousands of customers, consider the five-step process, which not only fixes what is broken, but can potentially restore the customer’s confidence. And, done well, the process may even restore the customer’s confidence to a level higher than if the problem had never happened at all.

Shep Hyken is a customer service expert, keynote speaker and New York Times bestselling business author. For information contact or www.hyken.com. For information on The Customer Focus™ customer service training programs go to www.thecustomerfocus.com. Follow on Twitter: @Hyken

Categories
Best Practices Management Marketing Personal Development Women In Business

Is Your Voice Camera-Ready?

Raise your hand if you hate the sound of your voice when you hear it on a video… I bet if we were in a room asking that question everyone would have their hand raised. But here’s the thing: It’s not actually your voice that’s the problem: it’s what you do with your voice that makes it hard to listen to, and undermines your authority and charisma.

Now that we’ve acknowledged the elephant in the room, let’s look at why it happens, and what you can do about it.

One common goal of any appearance on camera is to come across as a confident and charismatic leader, representing your organization, company, or industry. You want to draw people in and connect with the audience… all of which is much easier said than done.

With all that pressure, knowing your performance will be immortalized on video, most people get nervous on camera; that’s totally normal, even when you’re comfortable with your content. And we all know about putting on a “poker face,” i.e. not letting your facial expressions show your true feelings to the world. But your face isn’t the only thing that can put our feelings on display.

Your voice will tattle on you faster than a kindergartener.

So let’s look at some ways to project a strong, clear, compelling vocal delivery. (You can jump to the end and click the photo with the video link if you want to hear demonstrations of these concepts.)

Sounding Confident

You know how they say dogs can smell fear? Well, people can hear fear. So what does fear sound like?

There are two key factors that will either create or destroy a confident voice.

The first is breath support. When you’re nervous, you subconsciously tense up and breathe shallowly from your shoulders. This pinches your voice, and makes you run out of air too fast, resulting in what’s referred to as “vocal fry.”

Vocal fry also happens when you’re hesitant, maybe because you’re afraid of making a mistake, or just feeling self-conscious. When your brain is holding back, your voice will too.

Of course, if you truly admire the way the Kardashians speak (read: irony) and want to emulate them as modern-day leaders, then keep doing what you’re doing, and fry-away.

But when you take a nice deep breath from your belly and open your throat to let your voice flow freely, it resonates in your chest cavity and head and takes on a full, rich sound.

The second is tonality, or intonation patterns, where you put your high and low pitches in your speech.

On the one hand, there are those of you who are so focused on your getting your content right and sounding smart, that there’s very little tonal variation in your voice, so you come across as robotic. That stiffness comes across as awkward and uncomfortable. It can also make you sound more like the teacher from Ferris Bueller’s Day Off than someone who is really passionate about her topic.

On the other hand, another common pattern is referred to as “up-speak” or “up-talk,” which is that lilting pattern that sounds like you’re constantly inflecting “Right?” “Okay?” and “You know?” at every turn, and asking questions rather than making statements. This also sounds insecure, as those implied questions are persistently begging for validation: You’re right! Yes! Okay! I hear you – now stop asking questions!

And contrary to the examples in that last video link and popular stereotypes, men do this just as much as women, older and younger. There are other reasons and patterns for when this happens which I’ll have to detail in another post, or drop me a line if you’re dying for more info. But don’t assume that you’re innocent just because you’re not a recent college grad.

Strong, confident, positive intonation puts the highest pitch on the most important words for emphasis, and drops the pitch at the end of sentences, just like a “vocal period.” This declarative tone sounds confident and trustworthy.

The most engaging voice incorporates good breath support for a full, resonant voice, as well as strategically varied intonation, with the ups and downs in all the right places. Want a demo? Click on the picture below and see what you think!

Once you put all this together, you’ll realize that all those annoying habits that made you think you hate your voice have disappeared, and what you’re left with is your very best “camera-ready voice.”

Of course, it’s a lot easier to hear about different voice qualities and habits than it is to read about the sound of your voice. So if you really want to wrap your head – and your ears – around some of these ideas, here’s a quick three-minute video that demonstrates some of the major vocal pitfalls to avoid, and on the flip-side, strategies to help you sound like the confident, charismatic, persuasive leader you want to be.

Categories
Growth Management Personal Development

Birds of a Feather

You know the saying, birds of a feather flock together, but have you ever considered what that means for your business or organization?

In this discussion the birds are your workforce, your employees. Top talent, the Rock Stars that seem to be so elusive want to be in organizations that not only appreciate their hard work and talent, but also don’t put up with mediocrity from everyone else. When you find an organization filled with A players it is because they flock to each other, they support each other, they inspire, influence, and make work a great place to be.

Do you have the Rock Stars that I’m talking about the A and B players? Those who go above and beyond, have new creative ideas, get behind the company and mission, and bend over backwards for your clients and customers? Or do you have average or below average workers (C and D players)? You know who I am talking about, those employees that do the bare minimum to get by or even worse aren’t doing much of anything.

When you find an organization with C and D players it seems like everyone is just hanging in there; no one really cares about doing better. They are getting by with just enough to keep them employed and everyone around them is doing the same. What incentive do they have to become A or B players and why would the A and B players stick around? People want to be around like-minded individuals.

The same is true outside of work. Have you ever looked at social circles and noticed what they have in common? Usually they have a lot in common. The type of work they do, the amount of money they make, how they spend their money, their health, and their ambitions You don’t often find groups with a big mix because like attracts like and that rule is the same whether you are looking at social circles, family dynamics, or work environments.

It has been said that you will become the average of the 5 people you spend the most time around. How does that translate to your business? It means that your business cannot be better than the average of your workforce?

Okay, I know this might sound depressing, so let’s look at the ways to employ Rock Star talent, not only in hiring them off the bat, but turning your average employees into A and B players.

Hire Differently – It is no longer acceptable to hire the way you have in the past. A job description does not actually provide the right information to determine if someone is going to be a top performer or an average one. The experience people have on paper is not who they are and you have to hire the whole person, not just the person’s experience.

For example, my resume reads very well, with lots of technical experience in a very niche cyber security field. If I were to apply to a job where that experience fit the job description I would be a great candidate. But when you peel back the layers of who I am and get to the deeper levels of the whole person I make a horrible candidate for that position. They need someone who can ask the same questions over and over again, enjoys working independently, and is happy to write the same long report for every client. While I can do those things and have done those things with great success I was not happy with the work because I like change and innovation, I like to be in a community and collaborate, and I like to deliver creatively. That job was not one that I was going to innovate, go above and beyond for, find new solutions, or stick around for more than a few years.

It’s about creating a personality or persona for the position and matching the candidate to it before looking at skills and experience. Someone can learn a skill if they are the right match energetically for the position and do much better than someone who has the experience and is not an energetic match for the work.

If a position requires the individual spend 50% their time working independently and the person applying loves to be around and collaborate with people they may have a hard time being engaged and could eventually become an average employee, or they will leave. This of course is just one of many examples on how a person needs to align with the position at a much deeper level than skill set.

There are lots of ways to do this and tools you can use. I personally use the Core Values Index (CVI) to do this and am happy to tell you more about it, just shoot me an email to sharon@c-suiteresults.com subject line: Tell me more about the CVI for hiring.

Create a Culture of Engagement – This does not necessarily mean Ping-Pong tables in the break room or really cool employee benefits like wearing jeans to work and discount movie tickets. A culture of engagement has to do with your workforce being aligned with the mission of the organization, doing work that lights them up, and going above and beyond because they want to provide excellence.

In my 10+ years as a consultant I rarely saw this type of engaged culture; mainly I saw fairly toxic environments, which is why I wrote The Corporate Detox (www.amazon.com or www.c-suiteresults.com/book.) There were too many employees dissatisfied, too many managers who were disengaged from their teams, and too many projects that were behind schedule and over budget.

Engagement happens when people feel heard and honored for who they are and how they work. Trying to fit all employees into a mold of when they come to work or how they work will create disengaged employees. I understand that you can’t have employees coming to work at noon and there has to be some core hours that everyone is working, but you can honor each employee by hearing them, knowing them, and tailoring as much as you can to who they are.

This means having real conversations and caring about your people. Not just once a year during the annual review, but continuously. Do you know their career goals, do they know their career goals, do you know about them on a personal level, do you ask questions beyond that of what they are working on? When people feel heard they will naturally be more engaged. This is not about more employee satisfaction surveys, this is about getting out from behind your desk and talking to your people; but more than just talking, it’s about listening.

Focus on High Performance – This is a topic that I am becoming obsessed with because there is such a difference between those who are motivated to become high achievers and the rest of the world. Since I find that the average person is not focused on high achievement, how do you create a high performance team or organization? Of course hiring those with this mindset helps, but sometimes you end up hiring other people too. So the key is teaching your entire workforce to have a high performance mindset.

When people work together you want them to know and respect each other, have the same mission for the project or organization, and be able to work together regardless of differing opinions. The way you build a team, nurture the team, and foster teamwork will make or break how well your team performs. T
he more creative a team can be in how they think, the better their results will be. This means that there is an environment of safety. There are no dumb answers and no bad ideas. Everyone is invited to participate in discussions and share what they are thinking. This is where each member of the team is able to use their natural abilities, strengths, skills, and unique brilliance in a way that honors them.

Now, where do you go from here? This was a high level discussion on how to create important change. Hiring differently, creating engagement, and focusing on high performance is a process that will take time. It is my role is to help you figure this out, to help you take C and D players and turn them into A and B players. What if it were really possible to only hire A and B players going forward and to completely change the low engagement that is so prevalent in most organizations.

What would your business and your life look like if you went to work every day surrounded by the best of the best people? What will your business look like a year from now if you don’t learn how to do this now?

For more information on hiring and retaining top talent and creating high performance teams, schedule a consult call with me by sending an email to sharon@c-suiteresults.com subject line: I want Rock Star Talent!

Categories
Best Practices Entrepreneurship Management Skills

Calming your Nerves On Camera

You know the drill.

Your heart starts to race. Your palms start to sweat while your mouth goes dry. You remind yourself to smile and pray you don’t draw a blank at a critical moment.

You’re either about to meet someone on a blind date, or you’re about to speak on camera.

If you’re looking into the eyes of a blind date, sorry; you’re on your own. But if you’re looking into the eye of a camera, there ARE things you can do to calm your nerves, collect your thoughts, and knock it out of the park.

Actually, the more I think about it, some of the solutions to these problems aren’t all that different after all.

For starters, head-games are half the battle. And I’m not even talking about if someone else is playing games with you. (Remember, on a first date those games haven’t started yet.) I’m referring to the internal head-games – some people might call it head trash – that you play with yourself.

Let’s face it: You can be your own worst enemy. And you know I’m right.

You constantly set the bar higher – a good thing in business development, but not when you’re always afraid you could or should have done better, never satisfied with your result. That wrecks havoc on your confidence, which is already under siege in front of the camera.

You’re also a pro at the “what if” game:

– What if I make a mistake?
– What if I draw a blank?
– What if they ask a question I can’t answer?
– What if I forget to smile?
– What if I fidget too much?
– What if the camera really does add ten pounds? I should’ve gone on a diet…

And what does all that accomplish? It sets you on a downward spiral of sabotage and self-fulfilling prophecies.

At that point, you’re like a major league baseball player getting up to bat and saying over and over to himself: Don’t miss… Don’t miss… Just don’t miss…

At best, that’s playing to not-lose. You need to adjust your thinking so you can play to WIN.
Here’s the first trick: Your body doesn’t know the difference between when you’re nervous or excited. Adrenaline is adrenaline. So when you feel the adrenaline kick in, along with the quickened heartbeat and shaky hands, don’t send yourself on that downward spiral by repeating “Oh my gosh, I’m so nervous… I’m so nervous… I’m so nervous” over and over again, mantra-like.

That’s psyching yourself out before you even get started, making the challenge both physical and psychological.

Instead, psych yourself into success. (After all, if you can talk yourself out of something, why wouldn’t it work the other way around too?)

When that adrenaline kicks in, change gears immediately, and repeat to yourself, “I’m so excited, I’m so excited, I’m so excited…” and get yourself pumped up!

And it’s not just empty words… you are excited. Think about it: you wouldn’t be nervous or excited if you didn’t care, and caring is good! And you probably care so much because this is a great opportunity for you to shine and get some good publicity for you and your company.
That’s what you should be focused on – and happy about!

Aligning your mind and body that way is the equivalent of getting up to bat and focusing your thoughts and efforts on knocking it out of the park.

Then SMILE as you say this to yourself – it actually has a positive psychological effect as well.

My video below, “Calming Your Nerves” from the series, “Capturing Your Confidence on Camera,” addresses this and other strategies you can use to get a grip on yourself and be calm, cool, and compelling in front of the camera.

And these strategies aren’t just for mastering camera presence. Whenever you need to capture the attention, minds and hearts of your audience, whether in an interview, giving a conference presentation, or on that first date, run through the strategy checklist in the video.

You’re sure to come across poised, charismatic and confident – and win them over!