Even the most seasoned, experienced professionals can find their hearts racing and their palms getting clammy as they walk down the hall to the boss’s office.  If you are:  a. laying awake at night worrying about how it’s going to go, or b.  not sure how far you’ll get before you’re interrupted, or c. afraid you’ll be flummoxed by a tough question, then it’s time to analyze what’s happening.

Let me make 5 observations about mistakes people make when meeting with the boss.

Observation number one:   You probably aren’t prepared

Most managers and leaders are woefully underprepared for these exchanges.  I’m frankly shocked at how little thought they put into shaping their proposals, writing their comments or practicing out loud.  What is more important that a meeting with the CEO or the board?  What are you doing that would take priority over that?  If you’re not spending time preparing and practicing, it’s because you’re avoiding it, not because you’re too busy.  Too busy is a myth.  Too busy means you don’t have your priorities straight. 

Observation number 2:  It’s a huge mistake to treat this as a game.

Your goal cannot be to simply get in and out without saying anything controversial—playing it safe will never get you ahead; your goal is not to out maneuver your colleagues – you may win a round but with a good boss, you’ll lose when you’re not part of the team; your goal is not to get the boss to make the decision – any good CEO wants you to make your own decisions – based on sound evidence and a logical plan. 

Observation number 3:   Most people aren’t in tune with the CEOs agenda

Just the other day I heard the story of a well respected Chief Information Officer who went in to tell the CEO about a great idea he had.  This was something that would require an investment up front but had the potential to create tremendous efficiencies within six months to a year of implementation.  To the CIO it seemed like a no brainer, so he was quite shocked when the CEO said, sure, I’ll approve it, but I still expect you to reduce your overall budget by 10%. 

Has something like this happened to you?  Have you gone in thinking you have a strong case, only to get a monkey wrench thrown into your perfect plan?  You walk out thinking what just happened?  The problem is you’ve set your own trap by not tuning in to what matters to the CEO right now.

Observation number 4:   Your CEO is looking for answers.

You need to have some.  Let me give you an example.  I know the new president of one division of a financial services company.  This guy is smart, analytical, thoughtful and articulate.  Only one problem.  He prepared a presentation but he came in with just questions, not solutions.  The CEO finally stopped him and said, Listen, if you want me to tell you what to do I can do that.  But is that what you want?  Or do you want to decide?  It was a moment of truth – a moment of empowerment – the president was grateful but also learned a lesson.  Come in with answers.  You may get shot down but you need to take a stand.  That’s what leaders do. 

Observation number 5:  Winging it is just plain dumb.

You may think you have your ideas in your head, that you know the project, understand the issue and can talk about it in your sleep.  Then what happens.  The meeting starts, you’re rambling, your answers are disjointed, you can’t remember key facts, and you’re fumbling opportunities to make a powerful point.  In short, you’re winging it, and that’s suicide.  There’s a big difference between confidence and overconfidence; between self assurance and arrogance.  The person who doesn’t prepare well is not confident or cool; he or she is simply not doing what it takes to succeed at the executive level.

Meetings with the boss are a chance to show your potential and shine.  If you know how to prepare you will significantly reduce the fear factor and ace the meeting.

This week, I’ll be posting a new series of how-to communicate audio Podcasts on I Tunes, - including a longer version of this article with tips on how to build your confidence in speaking with the boss.  It isn’t posted yet, but look for it later this week.  Simply go to www.itunes.com and  search for Suzanne Bates. 

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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.

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I’ve never met anybody who didn’t wish they could give a great presentation.  I’ve met a lot of people who are kidding themselves about what they’re willing to do about it.  These are people with good intentions and bad habits that are killing them.

As those of you who read this blog reguarly know, I can write with absolute certainty about these mistakes because I’ve made all of them.  One of the dirty little secrets about professional speakers is that they cheat too, sometimes.  I’ve cheated and I don’t recommend it.  It’s not worth the price you pay in anxiety, stress and sometimes, total failure.

Most people know even before they walk to the front of the room, whether they’ve done enough.  In my experience, even newbie speakers have a sense that they’re simply not prepared.  However, as I say, some of the worst cheaters I know are leaders who think they’re pretty good at this.  As soon as you start believing your own press releases, you’re headed for mediocrity.  

Here are 7 suggestions to help you mend your cheatin ways:

#1: Start thinking, outlining and researching as you have the presentation date…don’t cheat yourself out of the time it takes to find great material and develop keen insights 

#2: Get on the phone with the meeting planner…don’t cheat yourself out of the opportunity to really know your audience and learn what they care about.

#3:  Write it out…don’t cheat yourself out of the opportunity to be an articulate leader - use the script to hone your ideas and choose poweful words and phrases. 

#4:  Let it rest….don’t cheat yourself out of those aha moments that come to you in the early morning or on a walk; let your subconcious work on it and the presentation will write itself.

#5:  Put practice on the calendar…don’t cheat yourself by pretending you will practice when your schedule is already brimming.

#6:  Track the number of practice sessions by marking your script…this is one of my favorite tricks…i make a mark like this /// at the top of the script each time so I can’t kid myself about how many times I’ve done it before I go live.   

#7:  Get feedback…don’t cheat yourself out of the sage advice and counsel of people who are good presenters and have your best interest at heart.  Find them and tell them you want to know how you can be better.

Speak Like a CEO Boot Camp - we’ll make you sweat here, so you don’t sweat out there.  www.bates-communications.com/bootcamps

Watch this video and learn what Alan Weiss, author of the business best seller Million Dollar Consulting, has to say about executive coaching with Bates. http://www.bates-communications.com/testimonials/

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Today I gave the opening keynote at the CIO 100 Summit, where the top technology innovators in the country are being recognized by CIO Magazine. Our conversation was about the importance of becoming a motivational leader.  The reception was so overwhelmingly positive that I had to write about it.  Dozens of CIOs sought me out after the talk and at lunch to remark about how it resonated.  In times like these they’ve realized they need to ramp up their communications.  

What got everybody in the room buzzing was an exercize where we talk about what we’re passionate about.  This is so important.  If a leader isn’t passionate, if he or she doesn’t model the passion, how can others be expected to come to work and give 110%?  You inspire people when you are motivated yourself.  Think about it.  At one time you’ve worked for someone who inspired you.  Their energy was contagious.  They took a personal interest in you and your success. 

What are the top communication challenges that CIOs are talking about right now? Here’s an unscientific list which I assembled this afternoon after several interesting conversations with these senior IT executives:

Communication Challenge #1:  Getting agreement among executives about priorities

In times like this technology organizations are being asked to innovate and come up with ways to do more with less.  They’ve been successful in finding more efficient productive ways to do things.  However, now there are still limited dollars and many demands on the resources of IT organizations.  The CIO or technology leader must be asking the right questions of the CEO, board and colleagues, and also communicating clearly about what they’re hearing are the priorities. 

Communication challenge #2:  Inspiring the team

Most companies are still reeling from the loss of talented IT and technical people who were contributors.  Those who are left miss their “mates” and are also working harder than ever before.  At the same time, these CIOs say that salaries and bonuses are not significant tools in motivation right now.  Instead, they know they need to inspire their teams by praising, recognizing and rewarding their accomplishments, and by getting them involved in exciting projects that will make an impact on the business. 

Communciation challenge #3:  Finding time to communicate

CIOs know that they need to carve out more time to communicate with their directs, with the skip level below them, and with the entire organization.  This means preparing well-thought out presentations that paint a big picture vision of the future.  This approach is the best way to get people on the same page, and foster a culture of people who are brainstorming, collaborating and innovating.  When I asked for a show of hands, the vast majority said they need to spend more time and energy communicating with their teams than ever before,.  Jeff Neufeld, former CIO at Fidelity, also noted that you’ll find time if you simply make it a business priority.

Communication challenge #4:  Developing greater skill

While most CIOs can give a good basic presentation, communicating as motivational leaders requires much more. This is why coaching is growing as a profession; leaders are recognizing they need to have personal, one-on-one guidance.  Several told me stories about coaches who had really helped them.  When developing communication skill, the areas where leaders need to focus go beyond presentation skill courses; we’re talking about articulating a big idea, painting word pictures, telling great stories, speaking conversationally and coming across as authentic and natural in front of high stakes audiences.  CIOs know even in a technical field they must convey passion and intensity when they stand up to speak.  We saw several examples today of leaders like Ramon Baez, VP of IT and CIO at Kimberly-Clark Corporation, and Tom Conophy, CIO, Intercontinental Hotels Group.  Both were master story tellers who used humor and examples to drive their points home and connect with their audiences.

Communication challenge #5:  Raising their visibility

While many of these leaders are C-level executives, remarkably, a large percentage do not have a seat at the executive table.  Some report to the CFO; others do not have the ear of a CEO who sees technology like “maintenance” as the “stuff that just needs to be done” rather than partners in innovation.  These technology leaders need to become passionate advocates for their big ideas and communicate frequently with all of their important audiences, developing greater networks of influence through formal and informal communication.  In addition, it is clear that CIOs must also build name recognition outside their companies not only as career “insurance” but also to create a path to the next exciting challenge. 

I’ll be posting a video of the CIO 100 speech on Motivational Leadership in the next few days.  In the meantime, if you are a CIO and you did not attend the conference, I highly recommend that you go on twitter and read what conference attendees are saying, not just about this program but about some other exciting sessions.  You can also read my “tweets” about the conference by following me at www.twitter.ceocoachbates

And if you are a CIO or technology leader who wants to take your presentation and communication skill to the next level, email me at sbates@bates-communications.com so we can discuss some of the options.  

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The other night I spoke to a midsummer night networking event for women entrepreneurs at The Commonwealth Institute in Boston.  The topic was finding purpose and passion in your work.  Entrepreneurs tend to be pretty passionate people, but like everybody who is running a business now, they’re worried, exhausted and tense.  Everybody needed to have some wine and some fun.

Injecting the fun is your job as speaker.  What I’ve learned is how simple that is if youget everybody in on the act.  Engage people from the very beginning and time will fly - they’ll be looking at their watches saying ”Wow, that was fast.”

Most speakers say their favorite part is always the Q & A.  The reason is pretty obvious, isn’t it?  Being on the platform is a lot more fun when people are talking to you.  You have to think on your feet and your audience has a voice.  Now you’re having a conversation.  This is the one-to-one connection that we all strive for in every presentation.  

Still, a lot of speakers fumble the Q&A so let me provide some tips (mostly stuff I’ve learned the hard way):

Q & A Tip #1:  Don’t Wait til the Fat Lady sings. 

Who wrote the rule that Q & A has to come at the end?  Often, a meeting planner will say, “you’ll have 45 minutes for your remarks, and then 15 minutes for questions at the end.”  Don’t let convention or an unimaginative host dictate how you’ll do your program.  Start encouraging interactino from the beginning.  Ask people for a show of hands, get to know them, then lob some questions out to them.  Pretty soon they get the idea and start asking back.  If you don’t want question in a particular segment, just reassure them by letting them know you want to cover a topic, so hold that thought.  If you wait til the end, most people have forgotten their questions.  If you sprinkle in opportunities for interchange, they’ll be listening to every word.

Q & A Tip #2:  If The Questioner Has the Floor, Step Back

This tip is utterly counterintuitive. When someone asks a question, most speakers without thinking walk toward the speaker - a natural urge - to create that connection.  Your body language says, “I’m listening.”  However, unless they’re at a microphone, the person who is speaking will not project their voice if you’re standing near by.  They’ll talk to you.  While you can always repeat their question it doesn’t have the same effect.  I recently received a critique on this from an experienced speaker, the executive director of Boston’s YWCA.  She showed me how to walk back or to the side while keeping eye contact with the questioner so that you conveyed interest while encouraging them to turn up the volume.  Of course this changes if YOU are the microphone - i often go out into the audience to ask questions and then return to the stage, using my hand held microphone the way a television reporter would.  This is a fantastic device for engaging  people because they don’t know what’s going to happen next.   

Q & A Tip #3:  Kick off the Q & A with a Question of your Own

When you get to the point in your presentation where you ask, “Now, any questions,” the pregnant pause can be like the Grand Canyon.  It’s awkward for everybody.  I’ve seen speakers fumble around and make comments like, “Well I must have covered everything,” or “Gee I thought you’d have some opinions about that,” and those are suicidal statements.  They kill the momentum.  Instead, kick off the Q & A by saying, “I know you probably have some questions about this - I’ll take questions in a second.  Let me kick it off by answering a question I’m often asked…” and then ask and answer your own question.  This works like a charm.  The audience has time to think about their questions while you’re doing your thing.  If, after that, there still aren’t any questions, it never hurts to set up someone in the audience to go first.  I don’t recommend telling them WHAT to ask, just request that they kick things off.  By then the audience should be warming up.

Q & A Tip #4:  Prepare for the Worst so they Never See you Sweat

In coaching top executives over the years, one of the toughest challenges they face are questions from a skeptical, extremely analytical or even hostile audience.  If you’re delivering a controversial business case, pitching a project or handling a crisis, you’d better be ready for everything.  In Speak like a CEO, I talk about the Quick Prep Method for preparing for Q & A.  This works fincredibly well for media as well as meetings.  In a nutshell, write down every question you anticipate starting with the toughest ones, especially the ones you don’t want anyone to ask.  Jot down bullet point answers. Then, practice.  Out loud.  Hey, if they don’t ask, you’ll still feel ready for anything. 

Q & A Tip #5:   Be the Boss of the Stage

Absolutely nothing will torpedo a presentation faster than someone who tries to dominate, humiliate, joke inappropriately or argue past making their point. It makes everybody squirm.  Then there are the people who don’t even have a question - grandstanders who want to look smart, and of course end up looking stupid.  There’s nothing wrong with lively debate as it’s relevant and doesn’t go on too long.  You need to be the boss, take control and make the event a good experience for everyone.  Don’t let idiots steal the show.  

There’s a right way and a wrong way to cut it off - see Congressman Barney Frank’s embarassing shout-off at a recent town hall meeting.  No matter how emotional you feel there is no excuse for humiliating people - take the high road and you’ll look like a hero.  Note to congressional leaders who haven’t yet canceled your town hall meetings: take a deep breath and remember who elected you.

For more tips on Q & A I have a whole chapter with more tips in Speak Like a CEO, Secrets for Commanding Attention and Getting Results (McGraw Hill 2005).  I welcome your comments on this especially if you have additional tips on handling Q & A that we can pass along to our readers.  Just click on comment below.

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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.   

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I’m often asked, “what are the biggest mistakes people make in a business presentation?”  I’ve seen speakers trip up on all of these, and the pain is also personal - I’ve made every one of these mistakes myself.

Here are 5 mistakes to avoid at all costs:

Mistake #1:  Failing to get important information about your audience.  This is not just a rookie mistake.  Experienced speakers do it, usually when they get lazy and make assumptions.  The more you speak, the more you kid yourself that you know enough to get by.  If you want to hear a story about how I blew it by making assumptions about an audience, listen to my new podcast, “How to Make Your Audience Love You,” which will be posted on I Tunes next week.

The simplest way to avoid this is to pick up the phone and talk to the meeting planner or person in charge. They know the audience.  If they don’t, they’ll probably be happy to set you up to interview one or two people who will be there.  Get on the phone, find out what’s on their minds, and craft your speech with them in mind.

Mistake #2: Failing to open with a bang.  You have to grab them.  Audiences size you up in about 30 seconds.  If they’re generous they’ll give you a minute or two.  Attention spans are shorter than ever and we live in a culture of entertainment.  You don’t have to be Letterman, but you should make an effort.

So, engage them from the start.  Tell a story that makes a powerful point and takes your audience to the heart of the issue.  And please, please, don’t ever say, “Good morning,” and wait for the audience to respond.  Think about how you feel when it happens.  Audiences want to drink their coffee and be engaged in the first few minutes.  Don’t make them fake a cheery attitude.

Mistake #3:  Depending too much on your slides.  Aren’t you sick of hearing this?  But 98.7 percent of all presentations are driven by PowerPoint and are deadly, deadly, deadly.

You’re going to have to depend on your slides if you start slamming the presentation together the night before you give it.  How can you be creative, find interesting visuals, or come up with stories and examples that make the presentation memorable?   If you start the night before you’ll have to read the bullet points because you don’t know your presentation.  The bottom line - don’t procrastinate!

Mistake #4:  Failing to find time to practice.  And this is an absolute.  You must practice.  Sometimes people tell me they are afraid that they will come across as too rehearsed.

That’s absurd!

I’ve never, ever seen a speaker who isn’t better when they practice.  Practice has many purposes; you try out your comments and edit out loud; you hear how it will sound to your audience; you internalize the messages; your synapses start firing and you create pathways of recollection that will be handy when you get up in front of the group.  As one of my mentors Patricia Fripp often says, practice is the work, performance is the relaxation.

Mistake #5:  Failing to connect with the audience while you’re on stage.  I mean, really connecting with them.  Looking them in the eye and seeing them.  Enjoying the opportunity to be there.  Having fun.  Making it an experience.

One of the most important keys to connecting is to know your material very well.  If you don’t, all you can think about is what you want to say.  You won’t even know the audience is there if you’re busy trying to figure out what’s on the next slide.

Make it a point to practice and know your material.  Then, when you step to the front of the room, look around, meet people eye to eye; gauge their reaction as you speak; ask them questions, make observations; in other words, be in the moment with your audience.  You don’t have to be perfect or polished as long as you are with them.

I welcome your comments on the “biggest mistakes” especially if you would like to add to this list.  I’m always looking for new ideas.  Just click on comments at the end of this article.

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Tory Johnson interviewed me about the importance of “Motivating like a CEO” in today’s economy.  Watch our interview here: http://abcnews.go.com/video/playerIndex?id=8209974

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Just like many of you I’m in a second career.  I really enjoy speaking about that transition. The greatest challenge was this - gaining visibility and credibility in a new marketplace.  Over the years I tried everything, kept what worked, got rid of what didn’t.  Eventually I had national media calling me, I was getting invitations to speak at large conferences, and my book was bringing in Fortune 1,000 clients to our firm.

It worked so well, that I decided to write down a few things I had learned.  From there I developed a program called “Make a Name in Business.”  Tonight I’ll be giving that talk to realtors in Massachusetts.  There is no group that needs a boost right now.

The principles of the program work for everyone - no matter what business.  You can pick and choose from the ten strategies for success.  Today it’s even easier than it was when I started 8 or 9 years ago; as technology has brought us Facebooks, You Tube, Twitter, Linked In and other social networking and media.   Now, I tell my audiences is there is no excuse.  It easy today to get known in your field and build a local, national or international reputation.  It works for entrepreneurs, business owners, sales people, and corporate executives who want to be known as thought leaders in their industry.

Right now on Twitter I’m running a series of Make a Name in Business Tips: www.twitter.com/ceocoachbates … if you’re already following me, thanks, and let me know what you think of the series.

Here are three of the tips that have already gone out on Twitter:

• Stop networking with the same old crowd.  Go where your clients go.
• Set a goal to become one of the best, most talked about speaker in your field.
• List five places where you would like to speak.  Call them and pitch a topic.  

If you’re a self-starter and you want a program you can follow that will help you raise your visibility, build credibility in your marketplace, and accelerate progress toward your goals, two recommendations.

Make a Name in Business Program (workbook, CDs) to help you develop your own, customized visibility program: www.bates-communications.com/onlinestore/

And my friend -publishing guru Ken Lizotte has a phenomenal service to help you get published, he also has a great book on thought leadership: www.emersonconsulting.com

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The Wall Street Journal reports this morning that a growing number of corporations are tracking social media such as Facebook and Twitter to gauge public sentiment and avert potential public relations disasters.  Ford Motor Company, PepsiCo and Southwest Airlines are among the companies deploying software and assigning employees to monitor internet postings and blogs.

What does this mean to your company?

Whether you’re a large corporation or a small business, this is the time to get into the virtual conversation.  If you don’t have a strategy to incorporate social media you’re falling behind.  Consider this: Twitter, Facebook and YouTube are rapidly becoming mainstream business communication tools.   See my earlier post.  You may not “get it” yet, but your clients and customers do. 

Monitoring the conversation about your company is a monumental task.  A cottage industry is already springing up around managing the virtual conversation.  You either have to hire employees or find outside firms to stay on top of it and help you create positive online buzz.  Yes, there is tracking software that will identify posts about your company, but let’s face it, you have to have human beings do the rest. 

What’s interesting is that while the mode of communciation has changed, the principles of of communication are the same.  This is especially true if people start saying crummy things about you, true or not.   Crisis communication rules are in effect.  That’s why you absolutely have to know what’s going on out there.  You need to anticipate what issues could become a crisis and undermine your reputation.  

If you’ve been through crisis media training, you already know that when you ignore an issue, that can trigger a ”secondary” crisis far worse than the original.  The longer you ignore it, even if it is baseless rumor or the grumblings of disgruntled customers and employees, the greater the risk.  So online, just as with traditional media, you have to get the facts out there.  Be honest.  Apologize if you mess up.  The only difference is you have to be faster than ever before.  

Click Here to download a complimentary article: CEO Survival, Crisis Communications: Media Interviews which applies to any and all types of media.

Follow me on twitter now: http://twitter.com/CEOCoachBates
 

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