It’s Your Career—Resolve to Conquer Your Fear of Speaking

Graphic image with the words, It's Your Career and other related professional development wordsThe “It’s Your Career” series at Management Excellence is dedicated to offering ideas and guidance on strengthening your performance and supporting your development as a professional. Use the ideas in great career health!

A frighteningly few number of people genuinely relish the idea of getting up in front of an audience at work and talking.That’s too bad, because there are few skills that will take you further and help you more in your career than developing your speaking skills.

4 Big Benefits in the Workplace of Conquering Your Fear of Speaking:

1. You separate yourself from the herd. Your willingness to stand and engage coupled with the competence developed through practice puts you in a smaller group and helps you stand out to your senior managers, peers and colleagues across your organization. Of course, people are looking for more than hot air! Message quality, authenticity and supporting actions are essential!

2. You develop a platform for your ideas. In a culture where ideas to improve, fix, or do something new are potentially worth their weight in gold, you need influence and a platform to ensure your ideas are heard, explored and acted upon. There are few better ways to support developing influence and cultivating interest in our ideas, than being able to describe and advocate for them comfortably and competently in large group settings.

3. You are increasingly perceived as a leader. While there’s no connection between extroversion and effective leadership that I am aware of, people PERCEIVE that you have leadership qualities if you can confidently articulate your views. It’s OK to leverage this perception. And remember, there’s a reality in the workplace that you have to understand how you are perceived and manage this appropriately, developing comfort and confidence in your speaking skills will aid this cause. Again the health warning that no one loves a pontificating blowhard, so message quality and authenticity count!

4. You develop self-confidence that leads to strengthened self-esteem. And when that unexpected but much coveted invitation to present at the board meeting or executive offsite occurs, this self-confidence will be one of your best assets in surviving and succeeding in this new setting.

It’s time to confront your fear of speaking and make this critical skill a valuable part of who you are as a professional.

6 Tips for Cultivating Competence and Confidence in Your Speaking Skills:

1. Practice! Seek out some easy opportunities to practice. Departmental or team updates can be fairly non-threatening.  Alternatives include community events, classroom visits, or school committees. I teach a number of graduate management courses every year. Nothing forces one to up the game more than being accountable to an intelligent group of professionals for quality content delivery and facilitation.

2. Seek feedback. Ask your boss and peers for specific feedback on your speaking performance and effectiveness.  What should you do more of?  Where do you need to improve.  Don’t settle for, “that was great!”  No one gets better by being told they were great. Ask: What worked? What didn’t? How could that presentation been more effective?

3. Seek help. Search on “Toastmasters” and find a local chapter and join! These remarkable groups of professionals all understand the benefits that accrue from strengthening speaking skills and will become your best feedback and support network. In the rare chance you end up in a chapter that doesn’t work for you, don’t give up…just switch to another one. I’ve pushed more team members than I can count into Toastmasters and almost to a person they have prospered in part because of their growth in self-confidence.

4. Reference a good book or great blogs. My favorites: “The Exceptional Presenter” by Timothy Koegel or the blog (Public Words) and books of Dr. Nick Morgan.

5. Engage a Coach. People use coaches for great reasons. They view us objectively and clinically and can offer the critical input we need to eliminate weaknesses, close gaps, and enhance strengths. Ask your manager if there’s an opportunity for your firm to bear the cost. If not, don’t let that slow you down. The cost is small when factored over the course of a career and evaluated against the potential benefits.

6. Volunteer. Yep, you heard me. After a lifetime of sitting in the back row dodging the teacher’s eyes, it’s time to stand up and assert your great ideas. Once you recover from the out-of-body experience from raising your hand for a speaking opportunity, you’ll find it exhilarating.

The Bottom-Line for Now

Don’t let a common and irrational fear of speaking in large groups stand in the way of your success. Developing the confidence to stand, deliver and engage is liberating and professionally profitable.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Art of Managing—In Searching for Talent, Emphasize Potential

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

The article, “21st Century Talent Spotting—Why potential now trumps brains, experience, and competencies,” in the June, 2014 issue of HBR by Claudio Fernandez-Araz, is must reading for every manager concerned about putting the right management and leadership talent in place to grow his/her organization. (And yes, every manager should be concerned about this significant challenge.)

The author builds a case for shifting away from the competency model (core skills and experiences) that has dominated hiring practices for the recent past, to one that emphasizes assessing a candidate’s potential in the form of, “the ability to adapt to ever-changing business environments and grow into challenging new roles.”

Raised Eyebrows and Victories:

I’ve long been a fan of build versus buy or, hire the best athletes when it comes to talent acquisition, although admittedly, my selections have raised some eyebrows in the more traditional HR environments. One hire to help build out a new initiative had no experience whatsoever in the function I was hiring her for, yet she brought a deep understanding of the customers we were pursuing. In this case, the HR executive who not so politely wondered whether I had lost my mind, was professional enough to loop back after I invited him to the interview process, to offer, “Now I get it.” The outcome was excellent, as she quickly provided much needed customer context for our strategy work, while learning the ins and outs of a new discipline.

Another hire that proved to be remarkably valuable was the recruit from the retail world for a technology sales role. There’s not a hiring model in existence that would have led anyone to this individual, however, the attributes he displayed in winning for his firm, team and store in his retail role were so powerful, I had to give him a shot in my world. He is now a Senior Director in one of the world’s largest and most successful software firms.

The Big Five Indicators (Plus Some):

The focus of the author’s model is on assessing five key indicators: the right motivation, curiosity, insight, engagement and determination. (He also appropriately highlights need to gauge intelligence, values and leadership abilities as part of the process.) The emphasis on the five indicators shifts the weighting away from prior experience in the job and places a tremendous emphasis on the ability of the individual to both learn and adapt. The oft-cited assessment philosophy of, the best predictor of future success is prior performance, is significantly diluted in this approach.

Of Risk and Return:

In addition to a number of noteworthy successes in my own too ad-hoc approach to this style of talent assessment, I’ve also misfired on several occasions. In one case, I failed to recognize the true complexities of quickly learning the new role, and the individual struggled to win the confidence and respect of his colleagues. In another, the individual failed to gravitate to the new role at all, preferring to avoid situations where her expertise was less important than her ability to execute on her core position responsibilities. Both were frustrating situations for all parties, and I learned to avoid future gaffes (like these) through better pre-hiring dialogue over a longer time frame and significantly increased exposure to the demands of the very new role for the candidates.

Invest in Potential and Then Push to Stretch:

Fernandes-Araz concludes the article with an emphasis on “Stretch Development” for the high potential hires. In his words, “When it comes to developing executives for future leadership assignments, we’re constantly striving to find the optimal level of discomfort in the next role or project, because that’s where the most learning happens.” The stretch work is also where you find out whether your initial assessment of potential was on or off the mark.

The Bottom-Line for Now:

Talent is the difference-maker in this world, and identifying, securing and developing the right talent is arguably the most important task of managers in the enterprise. You don’t fulfill on mission, effectively serve customers or appropriately reward stakeholders without the right people on board…all learning, growing and adapting to market  conditions. If shifting your viewpoint and recruiting approaches off of the like-kind prior experience model will give you a potential boost, it’s worth the risk. Your batting average on hires that stick might slip a bit, but the upside is worth the cost of the experimentation.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Art of Managing—When People Develop at Their Pace, Not Yours

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

I’ve encountered more than a few managers who have expressed frustration over the pace of development of someone they have marked for future advancement and increased contribution. For many of these managers, it’s a vexing dilemma with no clear solution.

One manager offered: Mary is a talented individual, and I believe she can do more for us. However, she seems to run in the opposite direction from new opportunities and challenges, preferring to stay closer to what she knows.

Another shared: Jason was great as a new employee, and we moved him along quickly by adding new responsibilities and more money. Recently however, it seems like he cannot get out of his own way. The mistakes are piling up and his colleagues are beginning to question his capabilities.

Everyone has a capacity to learn and grow, however, some individuals self-limit their pace based on insecurities and fears. While there are many reasons why otherwise talented individuals resist new opportunities, a few of the most common include: concern about sustaining a high level of performance in an unfamiliar role, discomfort over dealing with people outside of their core area of expertise or, reticence over changing a mission that they’ve long internalized. As a result, it’s possible for people with remarkable skills and potential to become stuck on a personal performance plateau, leaving otherwise conscientious managers flummoxed over what to do. There are no easy or magical answers, however, here are 4 ideas to help support you in this situation.

4 Ideas to Help People Move Beyond Personal Performance Plateaus:

1. First, assess whether your expectations for the individual are realistic. Get some objective input from an outside observer to help ask and answer some important questions. Are your expectations for this individual’s growth realistic? Are you imposing your belief in their abilities on the individual when he/she doesn’t share this same belief? Have you moved the person along too fast and not allowed appropriate acclimation or mastery time? Have you reached a point where additional growth must be supported by additional training, education or coaching?

2. Start a dialog rich in expectation setting and ripe with feedback. Talk openly with the individual about your belief in their potential and share examples. If your high potential is suddenly struggling in a new role, share specific and timely behavioral feedback and work together to find a way to strengthen performance. (It may be training and education, it may be clarification of objectives, and it may just be lack of confidence in tackling the new role.)

For many managers, it’s awkward to start a constructive dialog on performance challenges with someone who has been on the receiving end of nothing but gold stars and praise. It’s important to get beyond this discomfort. There’s never a substitute for honesty and transparency, and this honest and behavioral focused dialog is the foundation for future development efforts.

3. Change your approach to the individual’s development and advancement. Design assignments, not positions to help people acclimate to new challenges. The formality of a potential promotion to responsibilities outside the experience or comfort zones of an individual can trigger a fear and flight response. Mitigate this by exposing high potentials to informal experiences in the new areas. Ask them to contribute to a project team. Assign them to engage people in other functions on an improvement initiative. Create a scenario to shadow managers and other contributors in different areas. And don’t forget about lateral job rotation assignments as a means of exposing someone to new people and experiences before promoting them to the next level. (Note: it often seems like assignment rotation is a lost approach. We don’t practice it enough in most of our organizations, yet it is the best way I know to build well rounded team members. Give it a shot even if it is not widely practiced in your organization.)

4. Recognize that some people just want to perfect their craft, and refocus their development to support the pursuit of mastery in their current vocation. Your belief in a person’s ability to do more is secondary to their core interests. Accept that sometimes it’s not fear or insecurity that holds people in place, but rather a deep interest in what they are doing. At the end of the day, the individual always reserves the right to stay close to a vocation or role they identify with and want to master.

While I encourage you to pursue all of the above, have an honest debate yourself about whether you should reset your expectations. It’s OK to have narrow contributors who are high performers in their preferred domain. Not everyone is interested in leading or even in doing more. In this situation, shift your support to helping them become the best performer they can be in their chosen area and move your sights to someone else for broader leadership and management tasks.

The Bottom-Line for Now:

Kudos on your concern for the development and growth of your team members. The worlds needs more of you. Nonetheless, people don’t always respond as you might expect and at the pace you might perceive is appropriate. Handled poorly, you risk derailing a high potential and damaging your management credibility. The best managers learn to adjust and adapt to suit the individual.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Just One Thing—How to Ace Your Next Executive Presentation

Just One ThingThe “Just One Thing” Series at Management Excellence is intended to provoke ideas and actions around topics relevant to our success and professional growth. Use them in good health and great performance!

While some people view an invitation to present to executives as a prison sentence (or worse), this truly can be a career enhancing opportunity. However, like any challenging situation, preparation and attitude are keys to success.

I’ve worked with dozens of professionals faced with this opportunity for the first time, and every encounter reminds me of my own early emotions as I prepared for and dreaded my first senior management presentation.

It’s not worth the churn, dread and sleeplessness folks, especially if you prepare properly and thoroughly.

7 Ideas to Help You Prepare for and Nail Your Executive Presentation:

1. Start early and prepare your mind. Unless you are presiding over a disaster of monumental proportions and have been summoned to explain yourself in front of the firing squad, this is a positive invitation. It’s an honor to be invited and it is an opportunity to establish an impression with the people who can choose you to be successful. Prepare like it’s the next most important job interview of your career.

2. Know who invited you and why. Since someone had to champion getting your name placed on the agenda, it’s important for you to tune into why you were invited and precisely what they are expecting from your time on the agenda. Your inviting sponsor in this case has a stake in your success and typically will do whatever it takes to help you prepare for your presentation. Leverage this resource liberally.

3. Know your audience. This one can be difficult for individuals who have had very little or no prior contact with members of the senior management team. Your sponsor or your boss may have some insights, and of course, it’s reasonable to err on the side of assuming that the group is comprised of successful, smart people interested in facts, well-developed ideas, clear plans and how all of this will help the firm achieve its strategic and financial goals.

4. Plan your message. Whatever your topic is, you’re in front of the executive team for just a few brief moments. Use this time with the skill of an entrepreneur asking for an investment in an idea. Your message must be crisp, your key points or recommendations defensible and your defense supportable.

While most of us tend to launch powerpoint and think in serial fashion when preparing for a presentation, start by planning and tuning a message map before you build your first slide. (Note: it’s OK to skip the slides…see point #6.)  The message mapping process forces you to lock in a clear central theme and then defend this theme with key points and supporting evidence. A properly developed message map offers you the ultimate support for answering the expected difficult questions from your executives. Also, everyone will appreciate a crisp, well-developed message delivered with clarity and confidence. (For more on the technique, check out my post: The Career Enhancing Benefits of Message Mapping.)

5. Bring your confidence and back it with transparency. Executives smell “lack of confidence” immediately, and they know when someone is attempting to obfuscate the issues. Confidence and transparency are two critical components that must be present when you present to this group. A perceived lack of confidence will destroy your credibility in the moment and any attempt to mask risks with sunshine or offer visions of results that cannot be supported will result in you effectively inviting an air strike of questions that you will not recover from in this setting. Alternatively, clearly describing risks and highlighting assumptions while offering a way forward will earn you serious credibility stripes. It goes without saying that having your message down cold (thanks to your message map) and ample practice, will help you build confidence.

6. Focus on the message and keep the materials clean and simple. If you suck at building clear, crisp, bullet-light and text limited slides or handouts, get some help. Call in a favor from a colleague or go into favor debt, but ask for help. Leave the eye-charts, clip-art and complex animation builds for some other setting. The visuals and supporting materials must never fight the messaging and thanks to our mostly sloppy use of the presentation tools such as Powerpoint, they often do just that.

7. Admit it if you don’t know it. Said another way, never, ever make stuff up. While this piece of advice might seem preposterous, the pressure of the event has overwhelmed many an accomplished professional’s common sense, especially in the face of tough questioning.  You are much better off admitting you don’t know something than attempting to bluff your way through the answer. The best response in this situation: “That’s a great question and instead of hazarding a guess, I will get back to you today.” And then do it!

The Bottom-Line for Now:

Last and not least, remember that the prevailing attitude of the executives before you open your mouth is one of interest and hope. You wouldn’t have made the agenda if they weren’t interested in hearing and learning from you, and you can bet that good executive members are always excited to have intelligent and confident new voices join the discussion in planning the way forward for the firm. Make a great impression and you will be back. Perhaps in a new and improved capacity!

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Congratulations on the MBA! Now What? Some Key Do’s and Don’ts

what is next?Note from Art: It’s graduation season again in the U.S. and for most newly minted MBA graduates, it’s time for a reality check. Here’s my annual (updated) note offering some hard-won words of wisdom on how to navigate the steps immediately following your graduation.

All over the U.S., there’s a fresh new crop of MBA candidates preparing to say goodbye to their classmates as they wrap up what will be for many, the final phase of their academic careers. A key question on their minds is, “What’s next?”

For the graduates, there’s an expectation that the degree will reasonably and quickly translate into new opportunities, fresh promotions and improved earning power. While those who graduate from the top-tier schools may find themselves on a fast or at least faster track towards opportunities and increased earnings, many (read: most) MBA graduates face a reality that looks an awful lot like more of the same, albeit, with a bit more free time.

There will be ceremonies and speeches and parties, and rounds of drinks offered up by coworkers at local watering holes.  Bosses will congratulate the new graduates, and then June will melt into July, and in many cases, not much will change for the now former students.

For those who find themselves facing a post-school return to corporate or professional normalcy, without the hoped-for “pop” from the degree, here are some thoughts on coping and capitalizing:

10 Key Do’s and Don’ts for Newly Minted MBAs:

1. Do accept that your boss views you the same on the Monday after graduation as she did last Friday. Nothing has fundamentally changed about you in her mind. Sorry, but there’s no immediate mantle of legitimacy or wisdom bestowed upon you as you shake hands and grab the diploma. You’re a work-in-process, just like the rest of us.

2. Do congratulate yourself for having the intestinal fortitude it takes to complete your degree while working, balancing family responsibilities and all of the other challenges of life. Believe it or not, your current and many future bosses will view your accomplishment not so much as remarkable or rare, but rather as a sign of your tenacity and ability to stay-the-course.

3. Do make the effort to connect with as many of your fellow students as possible on LinkedIn. You share a lifetime bond with your MBA classmates and if properly cultivated, this portion of your network will be there to refer, hire, recruit or support your efforts for your entire career. Of course, you are there to support your classmates as well.

4. Don’t expect a promotion just because of the degree. It happens, but it’s not as common as you might have anticipated. The almost immediate post-MBA promotions are most often an outcome of a development program already in-place coupled with the recognition that the timing is right to task you with more. Every boss knows that tGraphic image with the words, It's Your Career and other related professional development wordshe new MBA will toy with the idea of moving to greener ($) pastures, however, if you weren’t on the high-potential or fast-tack list prior to the degree, the sheepskin won’t make much of a difference in the current environment. Translation, you’ll have to navigate your own way up or out.

5. Do use the milestone as an opportunity to work with your boss and refresh your professional development plan.  It’s a great time to sit down with your boss and update or create a professional development plan. There’s every reason for you to assert that you can and want to do more for the firm, and every civilized boss will recognize the need to start feeding this fresh appetite or risk losing you.

6. Don’t even remotely hint that unless you are promoted you are gone. It’s time to show what you can do, not show that after 3 years and $150,000, you’ve grown arrogant.

7. Do accept that the completion of your MBA is the beginning of your next apprenticeship as a leader and a professional. Grad school doesn’t teach you how to lead, nor does it turn you into a great strategist, a future CEO or a management innovator.  You’ve apprenticed on the tools…mostly the science of management and you’ve got a license to begin applying them.  The real work of learning to lead and learning how to create value for your stakeholders has just begun.

8. Do recognize that your primary task is how to make yourself more valuable to everyone around you. Now that you are no longer distracted by school, it’s time to answer, “What have you done for us lately?” Accomplishments are the currency of the realm, not degrees!

9. Do take responsibility for developing your own professional brand. In a world where we all own our own brand, take responsibility to cultivate and manage your brand by using the tools readily available to all of us. Start a professional blog. Contribute to articles. Seek out leadership opportunities at work and in your private life and use tools like LinkedIn, your own personal website and others that emerge over time to showcase your professional value.

10. Don’t shirk your responsibility to continue learning. Too many professionals complete the degree and then go decades without investing in their on-going development. Keep reading. Start writing. Pursue training and development around leadership, strategy or in your chosen discipline. Sign-on to teach as a means of giving back. Just don’t let the gray matter rest for too long. It needs to be stimulated and fed.

The Bottom-Line for Now:

Congratulations! I’ll buy the first round and then tomorrow, we’ve got to figure out how to thump competitors and survive and thrive in this incredibly complex and fast-moving world. Sure hope you paid attention. Now show me what you’ve learned!

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.