“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.

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In Chinese philosophy the concept of Yin Yang, often referred to in the West as Yin and Yang, is used to describe how seeming disjunct or opposing forces are interconnected and interdependent, giving rise to each other in turn. Dark and light; male and female; low and high are all manifestations of yin and yang.

In leadership one of the yin and yang principals that I see at work are confidence and humility.  As I’ve said in past articles, great leaders have both.  More accurately, the best have a perfect balance of both. 

Last night a CEO approached me after my speech to a Chief Executives Club.  He’s been through a tough year and is feeling beaten up.  He has lost his passion for the work, isn’t connecting with his customers, and his business is faltering.  His confidence has taken a beating.  Just a guess - he probably had good balance to start.  He seemed sincere, authentic, and thoughtful.  But without the confidence he appeared tired and depressed.  It is taking a heavy toll on his personal and professional life.  

The pendulum can swing the other way - sometimes we can become full of ourselves when confidence rears ahead.  We’ve all met people who start to “believe their own press releases” and think they deserve all the credit for their own success.  We stand on the shoulders of our colleagues, teams and mentors as well as the leaders who came before us.  If we forget to praise, thank and reward people eventually it will catch up to us and have the same destructive effect.

How’s your balance of confidence and humility?  With confidence, you are able to make decisions, take risks, move ahead, deal with setbacks, and tip the balance in your favor.  With humility you’re able to open up to learning, see where you can improve, learn from your mistakes, appreciate others and keep perspective on success.

Given all that’s happened in business, it wouldn’t be surprising if many of us have fallen out of balance.   But an improving economy won’t cure that.  We have to rely on our inner resources.  Geting the balance right, finding the yin and yang of confidence and humility will make us better leaders.  How will you balance these two traits in your professional life?  

I welcome your comments as always and also wonder whether this is a topic worth exploring further in a Teleseminar or Webcast.  Let me know about other topics that interest you, too.  Click on “leave a reply” below or email me at info@bates-communications.com  

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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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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

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CEO reputations are still taking a beating.  The media are looking at balance sheets, then looking at executive compensation packages, and doing a double take.     

A recent report from the Associated Press found that yes; CEOs are taking a hit from the recession — less total compensation, smaller bonuses, and some nearly worthless stock options — however their companies are already making adjustments that could mean their compensation bounces back in the near future.  

This is not sitting well with the media.  In journalism they call this a story with “legs.”  It won’t go away.  It provides constant fodder for the television and radio pundits, as well as the print and online media and the bloggers.

And here’s what’s really interesting.  They don’t differentiate between companies or CEOs.  A CEO can be doing the right thing, reducing pay and perks significantly, and he or she will still get lumped in with every other executive.

Long range, I don’t know how much CEOs are concerned about this.   It is worth considering the impact this will have on the individual CEOs ability to bring a company through the recession, drive change and take advantage of market opportunities.  A leader has to have the ultimate respect and admiration of employees, stockholders, and the media drives perceptions.

Here’s the thing.  When the average American sees that a company is profitable, hiring people, and strengthening the U.S. and global economy, they really don’t care.  And the media usually doesn’t mention it except when they put together the highest paid CEO lists.   

But when times are tough this feeds the drumbeat of negativity about CEOs in the media.

Here are the facts.

·         The median pay package for CEOs of companies in the Standard & Poor’s 500 Index fell 7 percent to $7.6 million in 2008.

·         The potential hit to their pocketbooks could be even larger if stock prices don’t rebound.

·         One clue: 90 percent of the $1.2 billion in CEO stock options granted last year are “under water,” meaning the current stock price is too low to yield a profit, the AP analysis shows.

·         However, boards are trying to cushion the blow. The AP found that some have changed the rules to make it easier for executives to qualify for bonuses. Others are doling out more stock options, which give executives the right to buy shares in the future at prices locked in today.

·         Four of every five CEOs took home a cash bonus in spite of the fact that the stock prices of the companies in the survey fell by an average 36 percent and profits fell 31 percent. 

·         And the survey found companies remain largely generous with perks.  As the AP reported, these are unfathomable to the average American worker, chauffeured cars, body guards, club memberships, financial planning services and free travel in company jets.

If you’d like to read more, click here for WCVB TV’s Project Economy.

Also don’t forget our special offer until May 15^th.  Read on to the next blog entry for details.  This is a fantastic way for you to easily to get a copy of both books for the price of one.  Just remember to copy and paste your confirmation number from Amazon.com and send it to mconnor@bates-communications.com with all of your info: name, address, title, company, phone and email so we can send it to you and reach you if we have any questions!

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Motivate Like a CEO was published just as many Wall Street CEOs were being outed for their excesses.  The last few months have been dominated by news of executives taking big bonuses, in spite of of the fact that their companies have lost billions.  They have flown in their private jets to Washington D.C. to beg for government bailouts, and they’ve laid off people who had trusted them to make good decisions. 

I’ve been asked more than once, quite legitimately, ”How relevant is a book on how CEOs motivate people, when many CEOs are hardly acting in the best interest of their companies?” 

Of course, there is an answer and its a good one.  Thousands of CEOs are out there right now, doing the right thing, setting an example, sacrificing everything, and looking out for their people.  

The latest case in point: Paul Levy, who runs Beth Israel Deaconess Medical Center in Boston.

Levy was wrestling like every CEO with how to cut costs.  He walked around his hospital and saw  technicians, secretaries, administrators, therapists, nurses, the people who are the heart and soul of any hospital.  It looked like keeping all of them with the economy in freefall was going to be impossible.  

As Kevin Cullen reported in the Boston Globe, Paul Levy made a last minute decision based on his gut.  He got up infront of the entire staff and said, “I want to run an idea by you that I think is important, and I’d like to get your reaction to it.”  He went on to explain that he wanted to protect the lower-wage earners - the transporters, the housekeepers, the food service people.  But he explained it would mean the rest of the hospital employees would have to make a bigger sacrifice.   ”It means that others will have to give up more of their salary or benefits.”

Cullen reports Levy had barely gotten the words out of his mouth when Sherman Auditorium erupted in applause. Thunderous, heartfelt, sustained applause.  I’ll let his article take it from here:

“Paul Levy stood there and felt the sheer power of it all rush over him, like a wave. His eyes welled and his throat tightened so much that he didn’t think he could go on.

When the applause subsided, he did go on, telling the workers at Beth Israel, the people who make a hospital go, that he wanted their ideas.

The lump had barely left his throat when Paul Levy started getting e-mails.

The consensus was that the workers don’t want anyone to get laid off and are willing to give up pay and benefits to make sure no one does. A nurse said her floor voted unanimously to forgo a 3 percent raise. A guy in finance who got laid off from his last job at a hospital in Rhode Island suggested working one less day a week. Another nurse said she was willing to give up some vacation and sick time. A respiratory therapist suggested eliminating bonuses.”

Levy reports he was getting about a hundred messages per hour. That’s what happens when you do the right thing.  People recognize it for what it is - genuine concern about the people who make the place run. 

I’m not suggesting that many companies didn’t have to make layoffs, or that downsizing for some was not a good decision. No CEO can ignore the economic realities that confront us.  Every CEO has to make the tough calls.  But what was extraordinary here is that everyone was willing to make some sacrifices, when presented the option by a CEO who not only cares, but is looking for creative solutions that won’t damage the fabric of the organization.

How motivated do you think those employees who might have lost their jobs will be now?  They aren’t just grateful to Paul Levy, they’re grateful to their colleagues who are making sacrifices too.  The lesson on motivation is when you set something in motion, and people know its right, they’ll get behind you 1,000 percent.

Click here to read the full test of Kevin Cullen’s article about Paul Levy on Boston.com

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It isn’t a stretch to compare what business leaders face right now with a metaphoric ”bird strike” - a catastrophic event -sudden economic meltdown -causing immediate and loss of altitude that for some could spell doom. Like U.S. Air’s heroic captain Chesley Sullenberger, we never expected it to happen.  Now, we have to think fast, evaluate the options and find a safe landing spot - where there is no traditional runway in sight. 

Captain Sullenberger, 58, has told his compelling story to the major networks, capturing the imagination of a weary nation, longing for good news.  The account is riveting:  the loud thump of birds hitting the plane, sweeping through the air system; he never saw it coming.   We can relate.  Even as the news unfolded, we didn’t expect it to be this bad.  By no fault of our own, we find ourselves in a rapid descent.  What went through Sullenberger’s mind? He told Katie Couric, ”My initial reaction was one of disbelief. This doesn’t happen to me.’”

Like Sully, we are coming to grips with the seriousness of our situation–so what can we learn from his heroism.  How can we make a safe landing in the Hudson?  What can we take away from the story of this leader with such skill and presence of mind?   

Lesson 1: Assess the Situation from your Vantage Point

When the tower recommended Sully land at Teterboro, he quickly realized it wasn’t going to happen.  “Unable” was his response.  He quickly assessed the situation, rejected the option presented based on immediate evidence in front of him, and came up with a plan he could execute.  As a leader, you have to accept the situation in front of you and make the call. There is no other way to lead when rapidly changing market events are pummeling your aircraft.  

Lesson 2: Control your Emotions

Like the captain of the damaged aircraft, many of us are experiencing emotions we haven’t felt in business before - and there is a physiological component to it.  Sullenberger said, “I had to force myself to use my training and - and force calm on the situation,” he said. 

Like the pilot in the cockpit, as a leader you must get in control of your emotions and focus on what matters.  By doing this you also have a tremendous impact on the psychology and functioning of those around you.  Survival experts say that survivors commonly are able to remain calm, believe in themselves, and focus on the future.  When doubt and worry to creep in, reject them immediately; don’t allow those emotions to impair you vision.   

Lesson 3: Visualize a successful outcome

Sullenberger credited his lifetime of experience as a pilot with preparing him to see the terrifying accident’s successful outcome.  He had spent thousands of hours in the cockpit, and more hours in a simulator, preparing for such a day.  And to the credit of the airlines, they never stopped providing this type of leadership/skill training.  Note to CEOs and organizations: don’t stop preparing and training leaders - because they need to know how to react in a crisis.

Lesson 4: Don’t look for perfect solutions.

Sullenberger said after the flashbacks and sleep trouble as he grappled to “forgive myself for not having done something else. Something better. Something more complete. I don’t know.” But as we all know, in times like these are no perfect answers.  We did not see the bird strike, we can only react and use our training, stay focused, and land the plane. 

Lesson 5: Communicate Clearly, Concisely and Accurately 

The last communication to air traffic controllers from the pilot of US Airways 1549 was direct and to the point.  “We’re gonna be in the Hudson,” he says to controllers.  He never wasted words, but he told people exactly what would happen.  “Brace for impact,” he told the passengers, a signal that also prepared the flight crew to fall back on their training, remain calm, and get passengers safely off the plane.

Lesson 6:  Balance Confidence and Humility

Anyone in Sully’s position could be forgiven if they were overwhelmed by national media attention, as well as the heartfelt letters, emails and well wishes that poured into their homes in buckets. Sully is a reluctant but gracious hero.  “I don’t feel comfortable embracing it, but I don’t want to deny it. I don’t want to diminish their thankful feeling toward me by telling them that they’re wrong. I’m beginning to understand why they might feel that way,” he said.

Peter Gibbon, author of A Call to Heroism: Renewing America’s Vision of Greatness, told CBS’s Katie Couric there are three components that make a hero: extraordinary achievement; bravery and courage; and “greatness of soul”. Sullenberger’s humility stirs the public admiration, Gibbon said.

The miserable economy may help stoke the fascination with all things “Sully,” but the pilot would be heralded regardless, said “We want our heroes to be modest. One of the appealing things about the captain is he’s everyman. He’s a reluctant hero. He’s the Gary Cooper type, and he also gives credit to the team,” said Gibbon, a senior research scholar at Boston University.

Lesson 7: Give People Hope

Something about this episode has captured people’s imagination, said Sullenberger.  “I think they want good news. I think they want to feel hopeful again. And if I can help in that way, I will.”  Likewise, as a leader, recognize that your employees are looking for reason to hope, too.  Motivating and inspiring people, telling them you believe in them and giving them hope for the future - that’s what leaders do.  Now, more than any time in our history, it’s time not just for management, but for leadership.  

In my new book, Motivate Like a CEO, I provide concrete approaches to providing hope and inspiration to your employees.  These are practical, everyday actions you can take, to communicate the right message and be in the right frame of mind.  If you contact Shellie Dunlap sdunlap@bates-communications.com I will send you our article excerpt from the book: The Eight Principles for Motivating Others Through Communication.  If you would like to be on our mailing list and receive monthly articles on leadership and communication, go to www.bates-communications.com and click on newsletter.  We’ll immediately add you to our community and send you updates on events, books and tools you can use to develop your leadership communication skills.

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The first big stumble of the Obama administration is about ethics and double standards.  The American Public still made it clear they won’t tolerate that. Former Sen. Tom Daschle was forced to withdraw from consideration for secretary of Health and Human Services after a mounting debate over his back taxes.  Nancy Killefer, earlier in the day withdrew her name from consideration as Chief Performance Officer – also over tax issues.

What’s distressing is that President Obama “got it” only after the public outcry.  “I’m here on television saying I screwed up …ultimately it’s important …to send a message that there aren’t two sets of rules. You know, one for prominent people and one for ordinary folks who have to pay their taxes.” 

It’s hard to imagine that this President didn’t anticipate how angry people would be.  Whether its arrogance or expediency Tim Geithner’s appointment as Treasury Secretary was rammed through and then the White House folks started believing they could massage these other flawed appointments, too.  Getting away with it once allowed Obama to fool himself that it didn’t matter, really. 

Harvard Business Review reports this month that when asked what they look for and admire in a leader and in a colleague, people put honesty at #1.  People can accept mistakes, poor judgment or missteps but they simply won’t consider you a good leader if you aren’t honest with them.  In the President’s case, I think there is a question here of intellectual honesty - did he really believe that it was okay to give powerful people a different set of rules to live by than every day Americans, who have to prepare their taxes, pay them on time, or suffer penalties if they don’t? 

This is a leadership lesson - not just about double standards, but about intellectual honesty.  When you are honest you have to make difficult choices - you have to walk your talk.  In Motivate Like a CEO, this is one of the eight principles of motivational leadership.  When you walk the talk, people believe in you and your organization.  Acting in a way that is consistent with your words is essential to your success as a leader.  A leader who acts with integrity generates confidence and enthusiasm, and ultimately builds a motivated workforce that gets things done.  When people see you mean what you say and that they can count on you to act in concert with your principles, they believe in you and they also behave in the same way.  You win their trust, and you can trust them.  You cannot have a motivated workforce or a successful company if there isn’t a reasonable high level of trust and integrity between management and employees.

If you would like a copy of the Eight Principles of Motivating Like a CEO, please email info@bates-communications.com 

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What do the world’s business leaders need now, in the midst of economic gloom and doom?  At Davos, those attending the World Economic Forum are trying to revive their enthusiasm and passion.  They are heading out in droves to a seminar where they stand on the chairs and sing at the top of their voices.  

The program is delivered by Benjamin Zander, the famous conductor of the Boston Philharmonic, who knows the power of music to lift the mood and reignite passion.   “There is even more need for music in times of trouble,” he said before delivering a speech on an artist’s approach to managing complexity.

Purpose and passion are vital to building and sustaining a business.  It is virtually impossible to succeed without it.  In times like these, we need workforces that are engaged, excited, and passionate about what they are doing. I wrote Motivate Like a CEO , Communicate Your Strategic Vision and Inspire People to Act! to provide people with practical, simple steps to discovering their passion and communicating it to others.  

Your passion attracts like-minded people who enjoy throwing themselves into a project - surveys show that employees long to be connected to a powerful purpose — something greater than themselves.  Work is where we discover our talents and passions.  Leaders who are in touch with their own purpose and passion connect others, who can then do great things.  Passion and energy are needed now to ignite the creativity and resourcefulness that will allow us to overcome the business challenges we face.

As a leader, you have to feel the passion - and then learn to communicate it to others in a powerful way.  When you think about it, this is really the highest definition of leadership.  If you believe your organization has lost its passion, I’d like to share an analytical tool from Chapter 7 of the book: Create Momentum and Keep it Going.  This tool is a 5-point Questionnaire that will ignite a conversation among your leadership team, and your larger organization, and help you to rediscover why you do what you do. 

The power of this tool is in part, to help you articulate the story of your organization.  Through storytelling we discover why we do what we do, and why it matters; we also discover how we’ve overcome obstacles in the past; and what makes us truly successful.  Once you find these stories you use them to help others connect with mission and purpose.   The tool also helps asks you to examine what’s caused you to lose a connection to purpose.  These are essential  questions right now, while we are rebuilding our organizations, and our economy.

If you would like a complimentary copy of the Story of Your Organization Questionnaire, which is from my new book, Motivate Like a CEO, please contact Shellie Dunlap: sdunlap@bates-communications.com

Click here to listen to a brief interview with Benjamin Zander by Evan Davis of the BBC.  When you get to the page, scroll down to number 0824.

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Yesterday, household names such as Caterpillar, Home Depot and Sprint Nextel announced they are laying off a combined 35,000 workers.  This only reinforces the severity of the worldwide recession.  More job cuts are likely as consumer and business spending keeps falling.   Some economists say the worst job losses are still ahead of us.

If you’re looking for a management job right now, the going is tough.  Just landing an interview is a challenge.  More likely you’re going to be meeting at first with friends and acquaintances who can help you along the way.  And, once you do have the opportunity to interview for a management position, you have to make the most of it.  There is little room to “fail” when competition is fierce.

If you are seeking a management position, you may feel concerned that the companies “failures” will reflect on you.  There will likely be questions about what happened, decisions that were made, your knowledge and involvement in those decisions.  You need to be prepared for these questions, and also be ready to redirect the conversation to highlight your leadership qualities.

If you prepare effectively for an interview, you can handle tough questions and position yourself as an outstanding leader.  It may have been some time since you’ve interviewed.  Be sure that you write down all the tough questions  in advance, and then write down your answers – you don’t want to be “making it up” on the spot.

Here are five steps to preparing for an interview for a management position in a tough economy.

Step One: Take Stock of Your Career

Employers are looking for not just experience, but leadership qualities – decision making, analytical skills, people skills, as well as the right combination of personal qualities, such as a balance of humility and confidence.  Before you even go on an informational interview with a friend, spend some time taking stock of your career.  What challenges have you faced?  What have you learned?  How have you used those lessons to become a better leader?  Get some personal perspective on the road you’ve taken, so that you are able to articulate your value to a future employer.

Step Two:  Write Down Stories That Highlight Your Leadership  

A job interview is an opportunity to tell the story of your management career.  This is not something you do “on the fly.”  It’s best to write down these stories, and discover the point of the stories, so that you can effectively and briefly share the highlights in a job interview.  Time is precious and your story needs to tell well, and make a powerful point.  You don’t want to be searching for the point of your story while you’re speaking to the interviewer, or wandering aimlessly to get to the end.  Write down these stories and practice out loud so that when you go to the interview, you know it cold.

Step Three:  Emphasize Qualities That Differentiate You  

Among the qualities that differentiate great leaders is the ability to communicate, motivate and inspire their teams.  In writing my new book, Motivate Like a CEO, I learned that many business people rise to the top because of their business and technical skill; however they often plateau because they lack the ability to communicate, influence and motivate others.  Your stories should emphasize these skills.  Have you brought together a group of individuals that worked tirelessly on a project because they were so engaged?  What was the outcome?  Why were they so inspired? Can you point to instances where employees were excited about what they were doing? These are the stories that a future employer will remember when considering you against other candidates.

Step Four:  Don’t Wait to Be Asked

You have the ability to manage the interview –find ways to share these stories no matter what you are asked.  For example, let’s say the interviewer asks, “What are your strengths?”  Instead of ticking off a laundry list of skills, share one of the stories that highlights a leadership quality.  Brag about your team, brag about results, not about yourself.  The message that comes through will be that you care about your teams, care about the companies you work for, and care about results.  Don’t wait for the perfect question – many interviewers are not skilled interviews– even at the senior levels.  Look for the opening to share those highlights.  Take responsibility for making it a great interview.

Step Five:  Make it a Conversation – Ask Your Future Employer to Share Stories, too

The best job interviews are really conversations where there is a meeting of the minds.  At the end you want to have created a feeling, an impression, that this would work.  People want to work with people they like and respect.  When you connect with people by asking them to tell their story, they remember you and are impressed by your curiosity.  Their stories also give you a chance to size up whether the organization is a good fit for you.  People love to share their stories and appreciate someone who is interested in them.  Make it a conversation you’ll make a far emotional stronger connection to a prospective employer – and this will make you a standout candidate in a crowded field.

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