leadership development
Archived posts from this Category
Leadership Lessons: Confidence and Humility, Yin and Yang
Posted by Suzanne Bates on 09 Oct 2009 | Tagged as: Leadership, economic turnaround, economic upturn, economy, executive, leadership and communication, leadership development, success
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
9 Strategies for Presenting to Your Senior Leaders
Posted by Suzanne Bates on 05 Oct 2009 | Tagged as: Presentations, Speak like a CEO, leadership and communication, leadership development, public speaking, team presentations
I’m just back from an intensive week in which our Bates team coached 23 top leaders of a Fortune 50 company on their strategic recommendations for the organization. There was a lot riding on it for each of them, since the Chairman and CEO of the company and members of the senior leadership team would be evaluating their presentations and providing feedback.
What the SLT was looking for were clear, bold solutions to significant challenges facing the business. They wanted to see how effectively the groups worked together, defined the challenge, analyzed the data, developed strong solutions, and answered tough questions. The final exercise was an outstanding way to see how these leaders think and how they show up as leaders. Here are a few things I learned that I want to pass along to anyone who is presenting to their SLT.
1. Clearly define the problem: If you have not correctly decided what to look at then everything you propose will be for naught. Remember, most senior leaders have already looked at issues you’re raising and they demand and expect precision. Clarify the issue by thinking through the real issues and using precise language.
2. Tell them why it matters: Why is it important right now for the company to address this issue? You must make a compelling case for the company putting its time and attention on the matter at hand. Explain what the market opportunity is, or what is at stake, or what is at risk, if they do not address it, and conversely what the positive results might be if they take action now.
3. Prove it: How do you know what you know? You need rock solid facts and analysis. You data should be impeccable. You also need to be intellectually honest when presenting it; data can be ambiguous and interpreted many ways. There can be flaws in the gathering of it, as well. Senior leaders will see right through any attempt to stack the deck in your favor, and they will consider you junior if you try to do so. They also will insist that you apply rigor to your own process and will pounce if you have not proven your case.
4. What’s the action step: Be prepared to get to the bottom line quickly with a set of proposed next steps that the senior leadership team might take. If you’ve already sold them on the what and why you need to be ready to move on. However, don’t tell them what to do; propose. Avoid phrases such as ”have to” or “must,” and instead use words like, “we strongly recommend,” or “the most prudent action would be,” because trust me they’re going to make the decision. Be bold in what you recommend, just don’t be presumptuous in the way you address the top leaders of the organization.
5. Watch your tone: A good leader balances confidence and humility. Leaders recognize high potential leaders when they do this effectively. Don’t presume that your senior leaders don’t know a lot of what you know; that’s why they have the top jobs. What they are really looking for in you is someone who cares about the company, in fact, loves the company, and wants to add value.
6. Focus on the highest priorities for the business: Business priorities change constantly so you need to be on top of what is most important for your senior leaders and your CEO RIGHT NOW. Understand the business strategy thoroughly before you start proposing new programs, solutions or spending. It may be a great idea but if it isn’t perfectly aligned with what the CEO wants to accomplish right now the SLT will have no bandwidth to listen. And, stay current. Don’t assume what mattered last week matters this week. When crisis arises, everybody focuses on that until its resolved.
7. Look at the challenge from the top down, not the bottom up: Don’t come in with a littany of complaints about how people see a problem or what the naysayers are yapping about. Imagine you’re the CEO and look at the challenge the way he or she would look at it. Solve the business problem first and then worry about how it gets implemented, including how you’ll work with people on culture or change management. Change is difficult but it follows big strategic decisions; get the strategy right and then work on the rest of it.
8. Work as a team and make the presentation as a team: Work out your differences among your team prior to making the presentation. This is hard work but it will pay off when you have a unified front. This isn’t to say that you might not have minor differences in how you would approach the issue but if you look like you’re arguing in front of the CEO, he or she will tell you to go back to the drawing board. CEOs and senior leaders value team work and want to see how you make it happen.
9. Socialize your idea before you present it: Your idea will probably go through several iterations during the process of gathering data, analyzing and developing recommendations. Talk with other senior leaders, influencers and experts to be sure you are on track and answering their questions. Find out whether there are third rail issues you shouldn’t touch until you understand them better. Get feedback and accept feedback from people who are in the know.
I’d like your comments on this article - especially if you have new tips on presenting to senior leaders. Click below to “Leave a reply.”
I’m also interested in knowing whether you’d like to read more articles like this. Let me know and also suggest other article topics.
Top Executives Must Build Trust with Workers/Customers
Posted by Suzanne Bates on 14 Sep 2009 | Tagged as: Communication, Motivate Like a CEO, Speak like a CEO, career advice, communications training for leaders, crisis communications, economic recovery, economic turnaround, economic upturn, employee motivation, employee productivity, employee stress, leadership and communication, leadership development, motivated employees
|
Press Release: To Lead Companies Out of Recession Trust Ranks as Top Development Need |
|
MEDIA CONTACT: “The recession has damaged trust between top-level executives and employees, and between company leaders and customers,” said Bates, president and CEO of Bates Communications (www.bates-communications.com). “Massive layoffs and cutbacks have harmed relationships between employers and remaining employees. Bankruptcies, closures, and failed business strategies have hurt trust between executives and those they do business with. Senior-level executives must work toward rebuilding that trust,” Bates added. The No. 1 way that executives will lead their organizations out of the recession is by meeting with customers and prospects to rebuild trust and win business, according to 77% of survey respondents. Trust-building was also selected as the ability that current executives most need to develop. 76% of survey respondents ranked building trust among employees and customers as the aptitude executives most need to develop. Furthermore, trustworthiness was rated second as the quality executives will need most to guide their companies post-recession, selected by 60% of survey respondents - behind only being visionary, which was chosen by 64%. “Because organizations are leaner due to layoffs and hiring freezes, employees are being asked to work harder with fewer financial incentives. CEOs cannot afford to miss the issue of trust, or they risk damaging the motivation of the very people who are key to the recovery,” said Bates. “Employees are losing steam as the recession drags on, and they continue to do more with less. Top talent is especially at risk. If leaders don’t keep building bridges to them, they will lose them when the economy improves,” Bates added. The least-favored way for executives to move their organizations forward is by developing a higher media profile, which was chosen by only 27% of respondents. Instead, company leaders should direct their efforts toward communicating with, inspiring, motivating, and engaging employees, the survey found. After rebuilding trust, the skills that C-suite executives will need most in order to move their businesses forward are: communicating more effectively about priorities; inspiring people to brainstorm new ideas; serving as Chief Motivating Officers; and engaging employees to take active roles in high-priority projects. However, current business leaders also need to sharpen their motivational and inspirational skills inside their organizations, according to the survey. Behind mending trust, they should perfect aligning their organizations toward a common purpose or vision; articulating a strategic direction; and speaking in a powerful way to motivate and inspire people to act. “This latest research confirms that CEOs need to engage their teams and win their trust. CEOs must provide straight talk about their plans for innovating and building a company that will thrive when the recession is over,” said Bates. “All senior-level leaders must learn to clearly communicate mission and purpose, and do it with passion, so that people are inspired. Leaders who serve as Chief Motivating Officers connect people with the company, the message, and the strategy, and find it far simpler to accomplish their goals. They have an entire organization of people who are working to achieve their own potential, and feel energized by their common purpose. These leaders harness energy and talent, and drive their organizations forward,” said Bates.” SURVEY RESULTS The skills that C-suite executives need most in order to lead their organizations out of the recession are: The skills that current executives most need to develop are: The qualities that leaders need right now to move their organizations forward are: About ‘Motivate Like a CEO’ Suzanne Bates is the author of “Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!,” published by McGraw-Hill in January 2009, which became #1 best-seller in books on communication skills on amazon.com. She is also the author of the business best-seller “Speak Like a CEO, Secrets to Commanding Attention and Getting Results” (McGraw Hill 2005). She is President and CEO of Bates Communications Inc. www.bates-communications.com and blogs at www.thepowerspeakerblog.com
|
Would an Executive Coach Help You Move Ahead?
Posted by Suzanne Bates on 21 May 2009 | Tagged as: Uncategorized, economy, executive, executive coaching, leadership and communication, leadership development
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
Are Leaders Ready for the Economic Turnaround?
Posted by Suzanne Bates on 08 Apr 2009 | Tagged as: CEO, Leadership, economic recovery, economic turnaround, economic upturn, economy, employee motivation, employee productivity, employee stress, leadership and communication, leadership development, motivated employees, motivation, recession
The turnaround is coming. You may already feel it. The phone is starting to ring. Customers are coming out of their caves. They’re talking about new projects and purchases they’ve been putting off, things that they just don’t want to delay any more. Yes, budgets are tight, but you sense things beginning to happen. It’s in the air. And, you may think you’re more than ready– it’s been a long, cold winter. But is your organization ready for the upturn? Are your leaders ready to lead in this new world?
Let me give you an example of where some companies may get tripped up. Let’s say you’ve completed anticipated layoffs but the restructuring is midstream; there is still a lot of confusion within businesses or groups, as people try to figure out roles, responsibilities and priorities. Leaders who are new in their roles are just locking in on strategic objectives and have not yet communicated those to their teams.
A round of musical chairs at the top – with new people in key positions, creates a tremendous amount of uncertainty. If they were promoted from the ranks to take their boss’s place, they may have the raw talent, but lack the preparation and training. Sure you can watch them sink or swim, but you need everybody swimming right now. They have to be effective immediately. This means learning to think and act strategically, and also being able to effectively communicate a plan and get people moving in one direction.
A leader’s role is really not to do the work, but to motivate and inspire others to do the work of the enterprise. And these workers have been through the ringer over the past 12 to 17 months. Many employees are still stressed out. Their spouses may still be unemployed, they’ve taken pay cuts, their former colleagues and friends may still be out of work, and they may not be certain the other shoe isn’t about to drop.
This means your leaders must manage the emotional side of their organizations, create a positive, productive atmosphere. They need to listen well and develop a strong feedback loop so they know what’s really going on deep in their organizations, where the creativity lives. They need to be able to cull the best ideas and energize their teams to innovate and find solutions. This requires a level of communication skill that many leaders have not yet developed. They’re excellent technically and have good business minds, but now they need to communicate as leaders.
In addition, there’s the issue of attracting and retaining the best talent. If your company grew leaner over the last six months, that’s probably a good thing; however, if you had cut with an ax instead of a scalpel, you’ve had some brain drain. This may leaves gaping holes that you need to fill – talent you need to hire. That’s exciting. But also daunting.
One secret to attracting new talent is to have leaders in place who are known for their ability to develop people. Talented young people want to go to work for leaders they admire and respect. Knowledge workers and high potentials are looking for a boss who appreciates them, engages them and understands their value. So getting ready for the upturn is something your organization needs to take seriously. In the new world, leaders have to be very good at connecting top talent to the organization and creating a strong culture.
We’re not there yet. We’re poised for the return of the buyer. The Business Roundtable First Quarter 2009 CEO Economic Outlook Survey found CEOs actually expect a decrease in sales, capital expenditures and employment. However, it’s coming soon. Harold McGraw Hill III, Chairman of the group, as well as Chairman, President and CEO Of the McGraw-Hill Companies, said, “Fortunately, both U.S. and foreign governments have recognized this need (for economic stimulus) and taken significant steps to spark demand. And while recently implemented Administration policies will take time to have an impact, they already have begun to restore confidence in our markets, which is a critical first step.”
Six months is no time…in business … everybody knows you need to be ahead of the curve. That means preparing your leaders to lead. There is nothing more valuable than the ramp up time you have right now to develop their talents and skills. When business returns, the companies that invested in their leaders will be the ones poised to seize the day.
Captain Sully’s Heroic Lesson for Business Leaders
Posted by Suzanne Bates on 10 Feb 2009 | Tagged as: Communication, Leadership, communications training for leaders, economic crisis, economy, executive, hero, leadership development, leadership style, motivation, success
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.
How to Help Leaders Become Good Communicators
Posted by Suzanne Bates on 21 Jan 2009 | Tagged as: CEO, Communication, Motivate Like a CEO, chief learning officer, communications training for leaders, leadership development, learning
Just want to alert you to an article just published in the January 09 issue of Chief Learning Officer Magazine. Reporter Lindsay Edmonds had some some great questions about why it is so challenging to help leaders become better communicators, and how you can address this need in your own organization.
Here’s a short excerpt:
“Many leaders tackle organizational problems behind closed doors, separating themselves from employees and perpetuating uncertainty. Instead, leaders should open those doors and communicate, motivate and inspire their employees.
“There’s this malaise in many organizations because people are confused. They don’t know what to do [because] they’re not getting direction from their leaders,” said Suzanne Bates, author of Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act! “[So] motivation is more important than ever, [and] leaders need to ramp up their communication and connect to people with the purpose and mission of the organization.”
To read the full article, click here to go to Chief Learning Officer Magazine
Lindsay Edmonds Wickman is an associate editor for Chief Learning Officer magazine. She can be reached at editor@clomedia.com.
For information about how to design a high level communications training program for senior executives that teaches skills such as motivating and aligning your organization, contact me directly:
Check Out the New Book!!!!! Our First Copies are IN!!
Posted by Suzanne Bates on 16 Dec 2008 | Tagged as: CEO, Communication, Marketing, author, leadership development, motivating employees
I just wanted to share a photo of Meredith O’Connor, our Marketing Director, and me, holding the first two copies of Motivate Like a CEO! They’re shipping the book to bookstores in the next couple of weeks so they should be available, especially on amazon.com, around January 9th.
On Your Way to the TOP: How to Get a Promotion
Posted by Suzanne Bates on 27 Aug 2008 | Tagged as: CEO, Communication, leadership development, leadership style, management style, promotion, succession plan
The other day I was talking to the head of leadership development for a global company. “What does it really take, when you have 30,000 employees and only 350 senior positions?” I asked.
“The differentiation is around leadership behaviors,” she replied.
“What does that mean to you?” I asked.
“It’s the everyday things you do that demonstrate you have it, beyond your technical abilities,” she said. “Like your management style, your leadership style, and if people trust you- if you’re well respected. And all of those things come down to your ability to communicate.”
Too often, executives focus on how to make a big impression; the big project, the big deal, the big customer, the big whatever. It’s not that those aren’t important. But the people who are making the decisions about your future are watching how you communicate every single day.
Just something to keep in mind - on your way to the top.