Want to Lead? #4 of 7. It's Time to Ask and Answer a Difficult Question

compass

Note: the Seven Key Questions for Ambitious, Aspiring Leaders, are presented in the book, Practical Lessons in Leadership by Art Petty and Rich Petro.  I’ll explore each question here at Building Better Leaders through individual “Leadership Tip of the Day” posts, offering ideas for investigation and discussion.

The first three questions in this series challenged you to think through issues that are both philosophical and powerfully practical:

  • Why do you want to lead?
  • Do you understand the true role of a leader?
  • Do you understand that the skills that made you successful as an individual contributor are not the skills that will carry you forward?

The next question in the series builds on #3 by asking you to consider whether you are truly willing to let go of some of that expertise as part of your transformation as a leader.

#4:  Are you prepared to give up domain expertise as your foundation for results?

Consider the cases of the brilliant surgeon that takes on the role as Chief of Staff, or, the skilled tradesperson that becomes a superintendent.  Add in the successful teacher that becomes a school principal and the successful law enforcement officer that is promoted to ride a desk.  While  prior experience and  long-developed skills will prove valuable in the new pursuits, a very different set of skills are required for success.

The new skills focus more on supporting and serving others through teaching, mentoring and guiding.  Instead of being the expert, the newly minted leader is now in charge of helping others develop expertise. For many moving from the role of individual contributor or knowledge worker to the role of leader, this loss of sense of self and the need to reinvent prove traumatic.

For good or bad, we tend to identify not only with our jobs but with the work and skills that others acknowledge us for in our daily lives.  Thoroughly investigating and forming answers for questions 1-3 is a critical first step.  Once you’ve progressed through those important questions, it’s time to stare in the mirror and ask and answer  question #4. If you conclude that you cannot let go…that your skills are who you are, then say no.  If you are OK with the notion of reinventing yourself, then keep moving forward.

The only mistake is to not ask and answer these questions honestly.

Want to Lead? #3 of 7-Your Individual Contributor Skills No Longer Count!

compassNote: the Seven Key Questions for Ambitious, Aspiring Leaders, are presented in the book, Practical Lessons in Leadership by Art Petty and Rich Petro.  I’ll explore each question here at Building Better Leaders through individual “Leadership Tip of the Day” posts, offering ideas for investigation and discussion.

The prior questions challenged you to ask and answer, “Why do you want to lead?”  and “Do You Understand the Role of a Leader?” The third question focuses on the issue of skill sets.  For too many early career leaders, it comes as a shock that the skills that brought them to the dance are not the skills that will help them win the contest.

Question number 3. Do you understand that the skills that make you successful as an individual contributor are not the  skills you need to succeed as a leader?

I’ve noticed that new leaders on technical teams (software development, engineering, IT), often struggle with this issue. In part, the dilemma is created when senior leaders promote the best technicians into leadership roles, and then fail to provide the proper mentoring for the new role. This freshly minted leader is used to surviving and prospering on their technical prowess, and without proper context for their new priorities, they emphasize the technical topics over the issues of motivating, leading and guiding others.

One senior manager observing this repeated pattern, offered, “give a technical professional a choice between a technical or a people issue, and I guarantee which way they will go.”

While technical competence is important in many roles, the demands of leadership require that you shift your focus to priorities that emphasize forging an effective working environment and facilitating the development, coaching and achievement of others.  Your job is to help create other technically adept team members, and to use your skills as a tool to cross-check on key decisions and encourage broader and bigger thinking.

Your value as an expert is now worth less than your value as someone that is responsible for creating experts. It’s critical that you focus on internalizing your new role and shift your focus to the people and teams in your environment.

Leadership Caffeine: Prepare Your Mind to Conquer Presentation Anxiety

A Cup of Leadership CaffeineFew phrases are capable of sending shivers down a person’s spine, like,  “Bob or Mary, why don’t you present your ideas at our next meeting.”  Except perhaps, “Bob or Mary,” why don’t you present your ideas at our next Board of Directors meeting.

For some people, this seemingly golden opportunity to show and share is akin to receiving a prison sentence with no hope for parole.

Speaking as Cruel and Unusual Punishment?!

While never seeking to engage in cruelty by invitation to present, I’ve had people tell me (after the fact) that they basically shut down from the time they were “invited” to present until it was over.

One individual volunteered that during the weeks leading up to the board presentation, he suffered from a number of symptoms, including sleeplessness, grinding of teeth, loss of appetite, disengagement from family, feelings of excessive stress and finally, a rolling wave of panic attacks.  While he did a great job, that’s not a desirable or sustainable process for anyone to have to deal with when it comes to preparing to present.

Most everyone would agree that the extreme fear of speaking in front of a group is not rational, yet, for those so afflicted, the fear is every bit as real as if the judge was handing down the sentence and offering the choice between execution and delivering the speech. Many people would hesitate on making that call. “Hmmm, if I choose the former, I can skip the presentation.”

While part of me wants to say, “man up,” or some other gender appropriate, much more politically correct phrase for “grow some,” (oops), I can’t.  I consistently spend 10 hours per week and often 20 in front of groups ranging from workshops to keynotes to classes, and my journey from something resembling the individual above to someone that truly loves and seeks out opportunities to engage an audience, is all too fresh in my mind.

No amount of cajoling will help someone overcome his or her fear of speaking. This is an intensely personal foe that is difficult to wrestle to the ground and pin. While there is some oft-repeated and worthwhile advice, ranging from hiring a coach to joining organizations such as Toastmasters, I’ve observed that a good number of people have learned to manage their anxiety by focusing on preparing their minds.

6 Starter Ideas for Coping With and Even Conquering Presentation Anxiety:

1. Learn from Ben Franklin.  Draw a line down the center of a blank piece of paper and label the left “positives” and the right “negatives.”  Over the course of the next few days, jot down all of the good things that will accrue to you from developing your skills as a presenter as well as all of the negatives.  Return to the list daily, add new ideas and cross off those that have no basis in reality.  For example, “I’ll be fired immediately” for whiffing on the presentation is not going to happen.  Neither will you be bound, have an apple stuffed in your mouth and roasted over an open spit.  And I’ve yet to fall through a trap door on a stage.  The positive list will be much longer…much more rational and this is where you should focus your mind.

2. Turn your thinking around. Develop a fear of not overcoming this bogeyman.  On another sheet of paper, create a list of all of the potentially negative things that will happen if you don’t develop comfort in front of an audience.  Think about an endless cycle of the horrible symptoms described above.  Throw in career derailment, reduced earnings potential and an artificial cap on your ability to succeed.  There are some really great reasons for developing as a speaker and some truly significant implications of shrinking from or shirking this developmental area.

3. Turn your thinking around, part 2. Reorient your perspective to turn developing as an effective and confident speaker into your mountain to climb. You’ve already established the negatives of not succeeding and the positives that accrue from conquering this Mt. Everest.  It’s time to turn this into an all-consuming goal.  Whether you take your inspiration from watching “The Biggest Loser,” (hey, nothing intended here.) or Wimbledon or the Tour De France, make this your event to pursue.

4. Start with some easy practice runs to build confidence.  There are nearly countless opportunities to start practicing in front of groups in your workplace or in your personal life.  Each practice run is an important part of your conditioning.  Set a goal on achieving one opportunity per week in fairly friendly surroundings.  Focus initially on content that you know well or topics that you are passionate about.

5. Learn to plan your message.  I never speak without having first created my message map on a single sheet of paper.  Place your core message at the center, your supporting messages hang off the core and each supporting message is backed by evidence.  Build your update from that template and you will be amazed how much easier this processes becomes.  The preparation of a good message map means that you are not only ready to present your compact in a clear and concise manner, you are also ready to field questions.  The message map is absolutely my best speaking friend.

6. Say it with a smile. As part of your climb up Mt. Everest, learn to manage your emotions.  A simple technique that will help you immediately and that will warm your audience, is to smile while you talk.  Don’t grin like an idiot, but show your warmth and emphasize the smile.

The Bottom-Line for Now:

My intent in this post is to offer hope…and some lifelines for everyone that suffers from Pre-Speaking Traumatic Stress Syndrome.  This is real, and you can shrink from it, shirk it or find a way to shine.  And while there’s a lot more to do than what I outlined in this post, remember, these are lifelines to help you rein in and focus your emotions.  Now enjoy the training and start climbing.  The benefits to you in your career are priceless.

Summer Shorts for June 25, 2010 from Management Excellence

Friday ShortsWith a father and sons weekend in the offing, I’ll keep the shorts short (bad combination of words!) and offer you encouragement to get out and enjoy the all too fast-moving weekends of summer.  Here in the Midwest, we feel good about cracking 2-digits on the number of weekends that make up our available summer, so, there is no time to waste.

Some quick-thoughts and fast links:

-The Rolling Stone and a Presidential Leadership Dilemma

It seems as if I may be the only person in America that thought that General McChrystal should not have been fired for some ill-advised name calling.  I had the good fortune to poll Veterans old and new as well as anyone else that would opine.  The Veterans in particular were unanimous in support of the decision.  While some agonized over the loss of a good man and the destruction of a career, all that I spoke with agreed the line had been crossed.

As an aside, I never tire of listening to those that have served.  They offer inspiration and education in every conversation.

Leadership Tip of the Day and The “I Want to Lead” Series of posts at Building Better Leaders

When Rich and I wrote Practical Lessons in Leadership, one of my early chapters included a segment on “The 7 Questions for Ambitious, Aspiring Leaders.” This was intended to prompt some appropriate investigation on the part of aspiring leaders and offer experienced managers a tool to leverage when responding to the “Hey, I think I’m ready to lead,” pronouncements of their team members.

I am running a blog series featuring each question and some supporting suggestions as part of my Leadership Tip of the Day program at Building Better Leaders. This week, I wrote on the first two questions:

#1 “Why do you want to lead?”

#2 “Do you understand the true role of a leader?”

Along with:

Innovation is for Everyone

And

“7 Signs Your Leadership Approach is Working

Enjoy your weekends!  I’ll be back Monday with a fresh cup of Iced Leadership Caffeine!

Want to Lead? Answer These Questions! #2 of 7

compassNote: the Seven Key Questions for Ambitious, Aspiring Leaders, are presented in the book, Practical Lessons in Leadership by Art Petty and Rich Petro.  I’ll explore each question here at Building Better Leaders through individual “Leadership Tip of the Day” posts, offering ideas for investigation and discussion.

The prior question challenged you to ask and answer, “Why do you want to lead?”  This question focused on motivation, while our question today goes to understanding of the role of a leader. Clear answers for both are essential for making an informed decision on whether a role as a leader is proper for you.

The Second Question: “What do you think the true role of a leader is?

This is a good open-ended question that can ferret out whether the ambitious professional has proper context for the role and purpose of a leader or whether he is preoccupied with advancement and perceives this as the best and fastest way.

I encourage people to talk to experienced leaders that seem to enjoy their work.  Let them know that you are interested in pursuing a leadership role. Ask them the following questions:

  • How would you describe your role as a leader?
  • How has your view on this role changed over your career?
  • Last and not least, what are your leadership priorities?

I have a sneaking suspicion that you will very quickly hear words and phrases like: developing others; coaching, providing feedback, clearing a path by knocking down obstacles and helping set goals.

Take good notes and think long and hard about whether the priority tasks described by experienced leaders fit well with your interest in leading. If yes, you’re on your way to building a solid foundation for your leadership career.

Oh, and for my two-cents worth on the role of a leader, check out my post at Management Excellence, “Leader, What’s Your Charter?”