30th Street Station, Philadelphia, PA

The other day on my way to a lunch meeting in Philadelphia I passed by the scene of a crime - my own - some 20 years ago.   It wasn’t illegal, unethical or immoral; however, what I did was nearly fatal to my budding television career. 

Snow flurries were swirling outside 30th Street Station on a bitter cold, pre-Thanksgiving night, when I was sent out to do a live shot for the 11 o’clock news on WCAU-TV.  The music played (Where do they get those awful, self-important news jingles); the anchorman introduced me; I offered my one-line “lead-in;” they rolled the pre-recorded story, voiced from the field. When it ended, they cut back to me for the live close; I started, and then stopped.  Mid SENTENCE.  I couldn’t for the life of me remember how I had planned to throw back to the studio.  

I still wince when I imagine the panic that must have ensued in the control room.  ”What the….did her brain freeze?  What’s wrong?  BATES!  You’re ON!  Mike - CUE.  CUE!!!!! We’ve got nothing. Standby, Larry…back to you….”  After the longest 7 or 8 seconds of my lifetime, Larry Kane must have apologized to the audience.  I don’t remember.  It’s a blank. I was horrified.  And humiliated.

Trudging slowly up the stairs to the newsroom now after midnight, I encountered producer Paul Gluck who had waited for me, rather than joining the crew for an after-news beer.  

“What the hell happened?” he asked. 

“I don’t know,” I replied.  “I memorized every word.” 

“That was your first mistake,” he retorted.  “Never memorize.  Internalize.”

I have often shared that story.  The lesson is to master material without setting yourself up to be a victim of momentary memory lapse.  You can’t count on the brain to fire on all cylinders WORD FOR WORD.  Practice phrases and internalize the ESSENCE of it.   

I share the story for a different reason here.  I was struck - as I drove by that side of the building in the photo above - the scene of my  “crime” -  and felt a flutter of those old, raw emotions.  It wasn’t exactly like yesterday but I was back there, feeling something again.   

That’s when it dawned on me to write about this.  About how important it is to go back and re-live those moments as you think about sharing your stories.  Not just retell.  Re-LIVE.

Freeze frame the moment.  You’ll find a rich source of material.  Because it’s the feelings that make your story powerful.  Connecting with audiences on an emotional level is the point.  Leaders teach.  People learn when they make both an intellectual and emotional connection.  Hence, emotion is part of teaching. 

Truth be told, people vastly prefer to hear about your mistakes.  To err is human, and people want to follow human beings.  They appreciate leaders who open up.  They connect with you emotionally.  And that is  powerful stuff.

You may not relish going back to the scene of some of those crimes.  However, its easy, working with a partner, to recall emotions and imbue your presentation with authenticity. Let them prompt you. ”How did you feel about that?”  When we teach  storytelling “live” at boot camps it’s amazing how well this works.  You see the impact in the faces of the audience, as the storyteller reveals an emotion.  They soften, smile, nod, laugh, and cry.  

Yes, it is appropriate in business to share emotions.  In fact, if you want to influence hearts and minds, it is imperative.  So don’t take the detour.  Drive by the scene of the crime, if only literally.  See what happens when you allow yourself remember… how you felt.    

3 Comments »

What’s a CEO to do when confronted with an irritating little gnat of a technology blogger who won’t let her off the hook about her company’s poor performance? 

In the case of Yahoo Chief Executive Carol Bartz the answer is… let it rip.  She stopped the curmudgeonly interviewer in his tracks (and drew guffaws from the audience) when she dropped the f-bomb in response to a line of tough questions that compared her unfavorably to Steve Jobs.  I guess she thought it would get him off her case.  Nice try but now the world is now watching on You Tube.  

Didn’t I just write about this You Tube thing…like…. six days ago?

Bartz has a flair for colorful language and you can’t blame her for playing Mama Bear Yahoo - protecting her company cubs from the bad, bad media.  She’s been on the job 16 months.  In today’s ADD world that’s a life time.  She hasn’t performed a miracle yet.  Yahoo’s stock price has been tanking and the press hasn’t been so kind.  Pressure on. 

Then again, the Bold-Ms.-Bartz did make the decision to get on that stage.  I would assume some poor soul in the Yahoo-land communications department was savvy enough to tip her off that this dude Michael Arrington isn’t a fan.  It wasn’t gonna-be-no-love -fest.  

Bartz: I’ve been at this company 16 months. and so I’m supposed to have an iPad, iPod… I mean, c’mon. You are involved in a very tiny company [pause].

Arrington: Very tiny.

Bartz: And it probably takes a long time to even convince yourself what the hell to do. So I don’t want to hear any crap about something magical that the fine people of Yahoo are supposed to do in this short time. So f___ off.”

Interestingly, some people are falling all over themselves praising the blunt Ms. Bartz.  Guy Kawasaki, a  Twitterer-extraordinaire, tweeted, ” I respect Carol Bartz even more now..” @GlennF tweeted, “I especially like how Carol Bartz doesn’t play the marketing-speak messaged CEO. She destroys Arrington there.” Another, @Segphault, wrote in a tweet, “Yahoo CEO Carol Bartz is awesome.”

This has nothing to do with women by the way.  A few weeks ago Vice President Biden also made headlines when he slapped President Obama on the back with a congratulatory “this is a big f___ing deal.” 

I’m beginning to think I need re-examine my media training program all together.

Really.

I used to videotape executives just to show them that the APPEARED A BIT IRRITATED at the tough questions we threw at them.  I would make them to watch and advise them to keep cool.  A little passion is always good.  You don’t want to look like you don’t care.  But letting them get under your skin is generally counterproductive.  They focus on your emotion and stop hearing your message.

The pressure of running a public company with a once-glorious-now-somewhat-tattered brand-name notwithstanding, I still think it’s better when you’re in control.  And once again, I’m not claiming to be any kind of saint in the profanity department.  My dad, a common sense Midwest country lawyer always used to let it rip in the house, and tell me cussing sure as hell isn’t the worst sin.

But back to basics, people.  You are a leader.  What do you want your company’s culture to be?  And what do you want your leadership BRAND to be?  Carol Bartz seems like the kind of gal I’d enjoy having a beer with.  Her people may be mighty proud she’s standing up for them.  But the f-word will forever be tattooed on her precious executive reputation.  With an exclamation point.

Just something to think about.

YaHOO!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

 

 Carol Bartz, Yahoo CEO: Play Now | Play in Popup | Download

No comments »

“Unless commitments are made, there are only promises and hopes; but no plans”

-Peter Drucker

Yesterday a client canceled an appointment.  Big deal?  Depends.  Emergencies happen.  But I can predict with 100% accuracy whether a client is floundering or flourishing simply by whether he or she keeps these commitments. 

The flounderers do not call me directly, they have their assistants do it; the conversation usually goes something like this: ”So sorry, something’s come up with Mr. Flounder, we didn’t anticipate it.  I really apologize for the inconvenience.  Can we reschedule?”

When you’re having trouble meeting your commitments there are three reasons: 

1.  Failure to set priorities. 

2.  Activities not aligned with those priorities.

3.  An issue with commitment.

If any of the above sound familiar, read on. 

Failure to Set Priorities

If your issue is setting priorities, then it’s time to get real about what really matters to you.  The quality of your questions determines the quality of your answers.  Questions you might ask yourself are:

• What are my top priorities, really? 
• How will I accomplish these this year? 
• What will be the impact when I’m finished? 
• And how do I know that this is what I should be doing?”

Activities Not Aligned with Priorities

If you suspect that the issue is not priorities, but alignment, then it is time for tough love with your calendar.  Everything should be related to one of your priorities.  Take 10 minutes to spin through the next two months and see whether this is the case.  If not, it explains why you’re getting to the end of your days feeling frustrated.  

If it’s important enough to do, then it is important enough to put on your calendar.  Write in each activity related to a priority. Leave white space for meetings, calls, and emergencies (there will be plenty of those) and don’t allow yourself to fill it up with “nice to do” stuff.  If you aren’t sure, put it in as tentative, and don’t commit.   And, don’t allow anyone access to your calendar unless they are completely apprised of your priorities and you are absolutely assured they will run interference and guard your time like gold bars at Fort Knox.

An Issue with Commitment

If the issue is inability to commit, well, that’s a horse of a different color.  Short of taking up space on a therapists couch for a few years, what can you do to address commitment issues?  Remember there is a difference between interest and commitment.  I’m interested in learning to play golf, and what that means is I will probably do it when circumstances permit- when I’m traveling to a conference at a beautiful resort in Arizona I’ll set up a lesson with a pro.  However, I am committed to writing a third book.  I had a call with my publisher, McGraw Hill two weeks ago.  Last week I scheduled time to brainstorm book outlines and wrote three of them during that two hour period, and I will share those with my agent when we meet on Friday from 2 to 4 pm.  You get the idea.  As the saying goes, when you’re committed to something, you accept no excuses, just results.

I’m interested in hearing from you about the challenges of meeting commitments.  It isn’t getting any easier - our companies have fewer resources, the time pressures are greater than ever, and the Blackberry vampires are sucking our time dry.  Hit leave a reply to offer real ideas about meeting commitments.

1 Comment »

If you’re looking for an executive coach you may wonder how to find the one who is right for you.  It isn’t marriage but it is bigger than dating - you’re letting someone very important into your life.   It isn’t just dinner and a movie - it’s a relationship.  Finding someone to work with you on career success should be an interesting experience that that leads to great things. 

Of course you want an experienced, professional coach with a proven track record in helping people do what you want to do.  That narrows the coaching universe but it doesn’t fine-tune the process.  So let’s talk about some those finer points.  

First, working with a coach should be a positive, exciting and rewarding experience, so why wouldn’t you take the process seriously?  Don’t make the mistake of hiring the first person you talk with, or the coach who coached your friend.  Maybe they’ll be great, but how will you know if you don’t look around?  You wouldn’t believe the stories I’ve heard.  The other day someone told me she didn’t like her coach but couldn’t bring herself to fire him because she “felt bad.”  Look, you can hang on to a hairdresser, I suppose, if you can’t bring yourself to break up, but a coach is too important - you deserve to work with the best person who is a perfect fit.  

If you approach the hiring process seriously then you’ll dramatically increase the chances of finding a coach who will be well worth  your time, effort and investment.   You won’t regret the work involved in finding a coach when you start getting real results.  

There are similarities to hiring an employee, but there are differences, too.  Let’s look at the similarities first.  Just as hiring an employee you want a coach with the resume, aptitude and attitude.  It also has to feel right in the gut. You check their resume or bio, references and client list.  Then, you talk on the phone, and pay attention to the little things, and decide whether to meet. Over the years I know I’ve learned to tune in to a candidate voice, manner and etiquette on the initial call.  I don’t even set up an interview  even with someone who has a great bio, if they cannot comport themselves on the telephone.      

But back to hiring a coach -there are some differences that are important. For one, a coach works for you but doesn’t ”report” to you in the classic sense.  You don’t direct their activities, and they are not engaged in the day to day operations or working with other employees.  This is really a partnership with you.  That’s why it’s important to look for independent minded, confident, yet approachable coaches who can support you while telling the truth, no matter what.  They should be able to see your best qualities and also call you on behaviors and actions that undermine your success.  You need to feel a level of trust so that you are able to reveal aspects of your life and career that you would not discuss with an employee, colleague or boss.  

Let me pause to say that this article will provide 5tips, but there is much more.  That’s why I have available a complimentary hour-long audio program on hiring a coach, which you can download at no charge.  Contact Shellie Dunlap in my office: sdunlap@bates-communications.com and she will send you the link.

Below are 5 NEW tips not included in that audio program, on how to hire a coach who is right for you: 

Hiring a coach tip #1: Coaches are not “one-size-fits all”

Coaches have widely varying backgrounds and experiences.  Some are “life coaches” who hang out a shingle after retiring from a profession.  Typically you hire them on your own, to work with you on a range of issues, many of which may be personal growth.  Executive coaches like those in our firm are different - they typically are hired by you with the company’s approval.  They come in to work with you on specific professional development areas that you and your company have identified as essential to your success.  While they may also work with you on lifestyle, health or balance issues, they are accountable to both you and the company in achieving measurable business goals with timelines and outcomes.   And executive coaches may say they can work on any issue, but in my experience, this is simply not the case.  For example, in our specialty area of communications, we know other coaches might bring in videotape and try to coach a client on a presentation without experience doing it themselves.  This is why you need to have your goals in mind when you sit down to interview coaches.

Hiring a coach tip #2:  Coaching program models are different  

Every reputable coach should have a process that they can easily explain, which should include how you achieve results.  A reputable coach will start with an assessment that reveals your strengths and areas for development.  They should be able to expalin how they help you set goals, timelines, action steps, measurements and outcomes.  If the coach doesn’t discuss this in your initial meeting, don’t be afraid to ask.  Also ask them for examples of successes, failures.  One way to guide your decision is to present a problem or challenge and work together in a brief “coaching session.” I discuss this further, below.

Hiring a coach tip #3: Look Beyond the “Usual Suspects”  

Many times I’ll hear an executive or HR leader say, “We only work with the xyz firm for our coaching.  Our CEO has worked with them for 12 years and he likes them.”   While this kind of loyalty is a great endorsement, I’m not sure whether it happens for the right reasons.  Since there is no “one size fits all” as I mentioned above, the coach for the VP of Sales may not be the coach for the CIO.  The coach who worked 12 years ago may not be the fit for who you or your company have become.  One firm may have several coaches but that firm may also not address specialty areas.  Your company needs to build a list of recommended coaches and from time to time, interview new firms to see what they have to offer.

Hiring a coach tip #4:  Take the coach for a “test drive”

We’ve found that one interesting way to gauge chemistry is to spend an hour with a client and actually work with them on a defined project.  For example, if a client has a major board presentation, client meeting, we might go through our ‘audience agenda” system to help them analyze the audience interests and tailor the presentaiton so it resonates for them.  This is something many clients have never done before, at that level.  If the issue is communicating with a boss or employee, we ask questions that help us analyze the situation together, learn how the client has approached it so far, evaluate the obstacles, probe experiences in similar situations, and determine the outcome they want.  Then we can discuss options that could work.  This kind of hands-on approach will reveal a lot about how it would work, giving you a chance to assess the coach based on experience.

Hiring a coach tip #5:  Don’t settle - be confident you’re in good hands

Just as in all hiring, there is a moment when you know with relative certainty that this is going to be a good relationship.  In the past, when i’ve settled on an employee out of expediency, I have ignored warning signals. Settling is never worth it.  Especially in a partnership like this one.  Get recommendations from your company, interview a few, and talk it over with a trusted advisor, if that’s helpful.  You are not just entering into a business contract, you’re entering into a trusted relationship that should nurture your career and help you grow.

No comments »

I was reading Marshall Goldsmith’s blog and came across  ”4 Tips for Efficient Succession Planning” today.  One of the world’s most trusted executive coaches has finally put his finger on a big, broken piece of Leadership Development.   

In my experience, companies are way too focused on standard assessments and planning meetings, where they sit in a room, talking about their “top talent”, and moving young hi po names around on a board like puzzle pieces.  This is all part of “succession planning,” and Goldsmith says we spend far too much time doing it.  Instead he says, why don’t we start calling it “succession DEVELOPMENT.” 

“Plans do not develop anyone,” says Goldsmith, “only development experiences develop people. We see many companies put more effort and attention into the planning process than they do into the development process.”

If we focus on “planning” instead of “development,” we end up promoting smart, technical people who can’t motivate, inspire and empower people.  These leaders have business sense but hardly a clue about how to influence others and get results.  

After years of watching young leaders succeed and fail, I’ve noticed that the missing link for most of them is what is often called “executive presence.”  Executive presence is a combination of skills and qualities that make a person highly effective with others.  It’s often described as the impact you have when you walk into a room, engage in a conversation; it’s also how you listen, treat other people, behave in work and social situations, and even the way you dress.  

I think those things are important but the definition of executive presence is much broader.  It’s the knowing your leadership view, being able to speak your mind and articulate a big idea that excites others.  Even the strongest business mind will not be able to build a collaborative, innovative, progressive organization if they don’t know how to influence others and move them to act.

What too many companies are doing is sending their high potential leaders to a few courses and calling it development.  What they need to do is provide a structured, long term learning environment where leaders can learn and apply these communication skills in real time and real life situations.

If Human Resources groups charged with “succession planning” could get their companies to focus on the long term development of communication skills as an essential part of the leadership package, they would be pleasantly surprised at how these high potential leaders could quickly assimilate into new roles.   

This is the main reason we developed our Executive Coaching in Communications program.  Few coaches or courses are able to help leaders develop this critical skill.  Too often, leaders are told they need to improve their communication without being given a structured, long-term plan and resources for doing so.

In our program we focus on working with leaders in real time on real events, so that they learn to exercise this muscle - finding their leadership voice - and making it stronger.   If you’d like to learn more I recommend reading Motivate Like a CEO especially chapters 3,4, 11 and 12.   

No comments »

One of the most ridiculous reasons I’ve ever heard for not investing in your career is that you don’t have time RIGHT NOW. 

When do you think that time will appear?

If you don’t have time to invest in yourself today, do you think that some magical realignment of the universe will open up an expanse of time on your calendar?  Will you ever be LESS busy than you are today?   The reality is that if you don’t learn to manage time and invest in your own success, your time will be less and less your own.  Other people will always be in charge of your calendar and your career.

As a wise mentor once told me, the issue is never time, and its never money.  It is always priorities.  So here’s my question - what are yours?  If you’re not putting a high priority on accelerating your career development, who is?  Time to figure out what’s holding you back.  Here are a few possibilities: 

You’re afraid that admitting you need help is admitting you’re not perfect.  Nobody’s perfect.  Top performers see their opportunities and always invest in themselves.

You haven’t developed the essential habit of getting a little better each day.  You don’t become great at anything in an afternoon.  Start now.

You’re afraid to ask for money for coaching or professional development because you don’t think they’ll approve it.  Companies always have money to invest in their high potentials.  Even in turbulent economies.  High potentials are people who out perform, believe in themselves, and are willing to ask for what they need.

You’ve tried learning something, found you’re not not a natural, and given up.  As a coach who works with top executives, trust me, it takes years just to develop confidence and skill on the platform.   Nothing worth doing is easy.

If any of those sound like you, time to figure out what’s holding you back and deal with it now.  Today becomes tomorrow, and if you’re still asking yourself the same questions then you’re simply not moving ahead, or taking charge of your own destiny.

1 Comment »

Executive coaching is fast becoming one of the most popular and effective ways to accelerate your professional development and move forward in your career as a leader.      

How hot is executive coaching today?  Fast Company reported a study by Dr. Brian Underhill in 2008, which found that it now reaches into the highest levels – 43% of CEOs and 71% of senior leaders report they’ve worked with a coach and 92% would use one again.  63% of organizations reported they planned to increase the use of coaching over the next five years.   

If you’ve never had a coach it may feel like a big step.  Do you really want someone spending that much time, knowing that much about your professional life, and providing a more structured path to success?  Do you have the time and energy to invest in this when you’re so busy just doing your job? 

This is a great question - but don’t make the mistake of thinking its about time and money.  It’s really a question of your priorities.  You take a big step when you have a big goal.  As Dale Carnegie once said, “The person who gets the farthest is the one who is willing to do and dare.  The sure thing boat never gets far from the shore.”

 Typically, an executive coach is hired by the organization to be your partner.  You vet the coach as well, discussing your strengths and needs for development, goals and timelines and measures of success.  Organizations should look for coaches with extensive experience and a track record of success.  While a coach is hired by the organization and accountable to them, your relationship is confidential - they are there for you.   Their job is to advise, train and guide you and act as confidante.  Because of the nature of the work, they should be authorized to keep the specific content of the coaching interactions confidential, while setting up a reporting and check in process that allows you to get feedback on your progress.

Coaching is rewarding and it is fun, when you have the right person at your side.  As you achieve your goals you feel great about where you’re going.  Right now, my sense is many professionals are feeling stuck - promotions are not as frequent in this economy, bonuses are stagnant or non existent, and they are looking for ways to hone their skills to prepare for a more robust economy ahead.  This is a great time to look into coaching.

How effective is coaching?  That depends upon the coach and you, but the statistics are pretty compelling.  A study by Right Management Consulting  in Forbes Magazine looked at 100 senior executives in Fortune 1000 companies – and found that coaching paid off almost 600% above the initial cost. 70% of the executives who received coaching estimated the return on investment at $100,000 or higher. 53% said they were more productive. 48% said they produced higher quality work and 48% said the organization was stronger and more cohesive as a result of executive coaching.    

Why are organizations turning to coaching?  Because it is effective! A 2009 Harvard Business Review Survey on the question – “do companies and executives get value from their coaches?” found clients keep coming back because “coaching works.”  48% of companies now use coaching to develop the leadership capabilities of high potential performers.

If you’re interested in learning about how coaching works, how to choose a coach and get the most from a coaching program, I have just made available a 50-minute MP3 that answers many of your questions on coaching.

If you would like to download this audio program, please contact our marketing director, Meredith O’Connor, at moconnor@bates-communications.com

1 Comment »