Developing your Executive Presence Student Manual...Factor Five: Teeth Your teeth need to be clean....

DevelopingyourExecutivePresenceStudentGuide

TABLE OF CONTENTS

Session One: Course Overview ............................................................................................... 1

Session Two: Managing Your First Impression ......................................................................... 2

BeingConfident....................................................................................................................................2DressingforSuccess..............................................................................................................................7TheProfessionalHandshake.................................................................................................................9RememberingNames.........................................................................................................................11BuildingTrustandCredibility..............................................................................................................14

Session Three: Interpersonal Communication Skills ................................................................ 16

ActiveListeningSkills..........................................................................................................................17AskingOpenandClosedQuestions....................................................................................................19ProbingTechniques............................................................................................................................21ManagingYourBodyLanguage...........................................................................................................23

Session Four: Speaking with Impact ..................................................................................... 24

What’sYourSound?...........................................................................................................................24RedesigningYourselfforStrength......................................................................................................26FivePointsforAnyPresentation.........................................................................................................28

Session Five: Maintaining Your Impression ............................................................................ 30

AWordAboutBusinessEtiquette.......................................................................................................30MakingConnections...........................................................................................................................31NetworkingTipsandTricks.................................................................................................................32

Session Six: Three Leadership Skills to Start Mastering Right Now ........................................... 33

DeliveringEffectiveFeedback.............................................................................................................33MotivationalTechniques....................................................................................................................35CoachingOtherstoSuccess................................................................................................................38

Session Seven: Pre-Assignment Review ................................................................................. 40

Personal Action Plan ............................................................................................................ 43

Recommended Reading List ................................................................................................. 44

Course Evaluation ................................................................................................................ 45

©©2006-2015,EtonInstitute.

Session One: Course Overview

Course Overview

Somepeopleimmediatelycommandattentionandrespectwhentheywalkintoaroom.Doyouhavethatkindofpresence?Ifnot,isitsomethingthatyouwouldliketodevelop?Thisone-dayworkshopwillhelpyoudojustthatbybuildingyourcredibility,improvingyourpersonalappearance,honingyournetworkingskills,andenhancingyourabilitytocommunicateeffectively.Youwillalsoreceiveanintroductiontocoreleadershipskills.

Learning Objectives

Attheendofthisworkshop,youwillbeableto:o Identifytheelementsofastrongexecutivepresenceo Buildtrustandcredibilitywithotherso Communicateeffectivelyusingverbalandnon-verbaltechniqueso Createastrong,positivefirstimpressionandmaintainthatimpressionasyoubuilda

relationshipwithotherso Developkeyleadershipskills,includingtechniquesforcoaching,motivating,and

deliveringfeedbackPersonalObjectives


Session Two: Managing Your First Impression

Being Confident

Amajorpartofprojectingyourexecutiveimageisconfidence.Confidenceisnotjustabouthowyoufeel;itaffectshowyoulook.Luckily,wehaveseveraltechniquesthatyoucanapplyinordertogainconfidence.

Pretend You’re Confident

Imagineyourselftobeaconfidentperson.Getthatimageinyourmindandactitout.Standupstraight,dressbetter,andtrytoplaythepart.Ifyouvisualizeyourselfasconfidentandsuccessful,thatwillhelpyoutodothingsconfidentlyandprojectapowerfulimage.Whenyoufeelyourconfidenceslipping,visualizeandusepositivewordstobuildyourselfup.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

When Your Positive Self-Talk Doesn’t Listen

Sometimeswecanbesohardonourselvesthatwewillactuallyarguewiththatvoiceinourheadandthereforecan’tgetthepositivemessagetracktoenterourconsciousness.Onehelpfulwayofbreakingthispatternistointerferewithit.Whenyoucatchyourselflisteningtonegativeself-talk,playmusicthatinspiresyouandsingorhumalong.Itismuchmoredifficultforthosenegativemessagestopersistthroughmusic.Themusiccanalsobethepositivemessagethatyouneedatthattime.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.


Make Eye Contact

Confidentpeoplelookpeopleintheeye;peoplewhoaren’tconfidentdon’t,unlessitisaculturalrestriction.Don’tstareormakepeopleuncomfortable;findthatcomfortablelevelofengagingineyecontact.(Insomeculturesitcanbeconsideredrudetolookpeopledirectlyintheeye.Makesurethatyouknowyouraudience.)Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

Dance

Whilethisonemightgetyougasping(forconfidenceandair!),dancingisagreatwaytobuildyourselfup.First,weknowthatthebenefitsofphysicalexercisearegreat,butdidyoueverthinktoletyourselfgowithinaclassofotherlikemindedpeoplewhoarealllearningatthesametime?Often,youcantakeaclassortwobeforeyouhavetopaythefee.Thenyoucandecidewhetheryouaremoreofasalsa,flamenco,orballroomkindofperson.Ifyoudon’thaveapartner,don’tworrybecauselotsoftimesthereareotherdancersthereontheirown.Or,youcantakeaclassinlinedancing.Whicheveryoudecide,dance(orevenyogaorguitarlessons)willforceyoutofocusonsomethingthatyoucanenjoy.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.


Know Your Stuff

Yourconfidencecan’tbeallafront.Whileyouarelookingpeopledirectlyintheeyes,standingstraight,andotherwiseactingasiftheworldwereyouroyster,youalsohavetoknowwhatyouaredoing.Ifyouarepreparedandsureofyourfacts,you’vegotabetterchanceofprojectingconfidence.Lateroninthiscourse,we’lltalkabouteffectivepresentationskillsandeffectiveleadershipskills.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

Rehearse

Rehearsingcanbeassimpleaswritingoutaspeechoryourintendedconversationwithsomeoneandpracticingitinfrontofthemirror.Forexample,youcoulddoarole-playwithatrustedfriendorcolleagueastheinterviewerbeforeyouinterviewforanewposition.Totackleyourunderlyingfearoffailure,includeimagerywithyourrehearsal:imagineyourselfsucceeding.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

Pep Talks Work

Ratherthandwellonthethingsthatdidn’tworkorthethingsthatdidn’tgowell,focusonwhatyoudidaccomplish.Giveyourselfamentalpeptalkatthebeginningortheendofeveryday.Remindyourselfthatyouhavedonesomethingswell.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.


Read Inspiring Biographies and Autobiographies

Buildafileofstoriesthatinspireyoumost.Rememberthatourcapacityfarexceedsourusuallevelofperformance.Acceptthefactyouwillhaveupsanddownsjustlikeeveryoneelse.Experiencingthemthroughreadingwillhelpreinforcethatconcept.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

Be Thankful

Nomatterhowbadyourcircumstances,thereisprobablysomebodyworseoffthanyou.Aswell,buildexcellentsupportaroundyou.Therearealotoftremendouspeopleouttheretospendyourvaluabletimewith.However,relationshipsarefragile.Youmustbepreparedtodevotesometimetothem.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.

Push Yourself to Accomplish Short-Term Goals

Thereisnogreaterwaytobuildconfidencethantogetthingsdone.Pushyourselftogetatleastthreethingsaccomplishedeachweekthatmoveyouclosertoyourgoals.Developahabitofgettingthingsdoneandbeingproductive.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.


Do Something for Yourself Every Week

Youdeserveit.Findawaytocelebratewhatyouhaveaccomplishedorovercome.Giveyourselfsomekindoftangiblerewardforyourefforts.Considerhowtoimplementthistechniqueinordertobreakawayfromoldhabitsandestablishproductivepatterns.


Dressing for Success

Introduction

Thewayyoulookiswhatpeopleseefirst.Yourappearance,aswellasyourlevelofconfidencewhenyouwalkintoaroom,arethebasisfortheiropinionaboutyoubeforeyouevenhavethechancetospeak.Nomatterwhattypeofworkyoudo,yourimageneedstosupportthat,notcontradictit.Sincethe1980’s,andparticularlyinNorthAmerica,therehasbeenanacceptanceofwearingbluejeansaspartofthecorporateuniform.Fridaysinparticularbecame“casualday”whenallemployeescouldwearbluejeansorcasualwear.Thispushforcasualwearhaschangedthewaymanyworkplaceslooktoday.CEOsdressinsuitsandtiesinsomecompanies,andinT-shirtsandsandalsinothers.Nomatterwhatclothingyouselecttohelpyoucreateanimpactwhenyouenteraroomormeetsomeonenew,thereareafewrules.WerefertotheseasSevenFactorsforSuccess.

Factor One: Iron

Clothingneedstobecleanandfreeofwrinkles.Getridofthatrumpledcollegeor“justrolledoutofbed”look.Learnhowtouseanironanduseitregularly.

Factor Two: Grab a Needle and Thread

Buttons,zippers,andotherfastenersneedtobeproperlyattachedtoyourclothingtogiveyouapolishedlook.

Factor Three: Footwear

Peoplenoticewhatyourfeetarewearing,too.Yourshoesneedtobecleanandingoodcondition.Learnhowtoapplyshoepolishandpurchasegoodqualityfootwear.Youcanlessenyourcredibilitysignificantlywithaniceoutfitandapoorlookingpairofshoes.

Factor Four: Hair

Yourhairneedstobeclean(evenifthestyleofyourmopisamessyone).Noonewantstobearoundthesmellofdirtyhair,andsomestylesreallytrapsmell.


Factor Five: Teeth

Yourteethneedtobeclean.Youdon’thavetofollowthetrendofwhiteningandbracesforadults,butyoursmileisfoundedonyourteeth,andtheyneedtobewelllookedafterinordertosupportyourimage.Gettingyourteethcleanedregularlyalsohelpstokeepyourbreathfresh.

Factor Six: Dressing Up

Dressforthepositionthatyouwantandtherespectyouareafter.Ifeveryonearoundyouwearsbaggyshortsandskatershoesbecauseyousellskateboards,that’sonething.Ifyouworkinadesigncompany,anartgallery,orajewelrymanufacturer,youwillprobablydressdifferentlythanmembersofalawfirm.Ifyouwanttohaveanimpact,youstillneedtodresswellwhereveryouare.Lookcarefullythroughyourwardrobeandselectclothesthatwillserveyou.

Factor Seven: Glasses and Accessories

Long-timeglasseswearershaveagiftforbeingabletolookthroughapairofsmudgedordirtylenses,butotherswillnoticethatlayerofgrime.Keepamicrofiberclothhandytokeepyourglassesclean.Payattentiontowatches,cufflinks,andjewelrywiththesameattentiontodetail.

Making Connections

Whatkindofimagedoyouwishtocreate(orhaveyoualreadycreated)tosupportyourexecutivepresence?Whatchangesareyoupreparedtomake?


The Professional Handshake

The Importance of a Handshake

Onceyou’vemadeapositivefirstimpression,it’simportanttofollowitthrough.Duringtheimportantfirstfewminutesofanewrelationship,ahandshakeisusuallytheonlybodycontactbetweentwopeople.Itcancommunicatewarmth,agenuineconcernfortheotherperson,andanimageofeitherstrengthorgentleness.Itcanalsocommunicateindifferenceandweakness.Developingaprofessionalhandshakeisperhapsoneofthemostvaluablebusinessskillsyoucanevercultivate.

Five Factors

Themessageyoucommunicatewithyourhandshakeisdeterminedbyfivefactors.DegreeofFirmnessYourgripshouldbefirm,ratherthanweak.However,youdon’twantyourhandshaketobepainfultotheotherperson.Considerationisappreciated.Beespeciallyconsiderateifyouareshakinghandswithsomeoneinareceivinglinewhohasmanymorehandstoshake,someonewhoiswearingalotofrings,orsomeonewhoisobviouslyelderlyandperhapsfragile.DrynessofHandWeallprefertoshakeahandthatisdry.Whileyoutypicallydon’twanttoobviouslydryyourhandsbeforegreetingsomeone,thisisperfectlyacceptableifyouhavebeenholdingacoldglass.DepthofGripAhandshakeispalmtopalm.Generallyyouwillplaceyourhandsothatthewebbetweenyourthumbandforefingermeetstheweboftheotherperson’shand,briefly.Yourhandremainsperpendicular.Ifyourpalmisfacingup,thismaybeconstruedasasignofsubmissiveness.Similarly,ifyourpalmisontop,itcanbeseenasasignofaggressiveness.DurationofGripTheperfecthandshakeisaboutthreeseconds.Youcangentlypumponceortwicebutthisisnotnecessary.Thenpullbackyourhand,evenifyouarestilltalking.


EyeContactWhilethiswillvaryfromculturetoculture,inNorthAmericaweexpectthepersonshakingourhandtomakeeyecontactwithus.

Tips for Success

Havesomethingtosayasyoushakehands,ifpossible.Itdoesn’trequireanythingwitty.Itmayevenbetheoldstand-by,“Pleasedtomeetyou.”However,thesefewwordssetthestageforsomesmalltalkandareagreatstarttobuildingtrust.Graspingthetopoftheotherperson’shandwithyourotherhand,sothattheirhandisenvelopedinyours,mayverywellsignalwarmthandaffection.However,thismaybeseenaspatronizingandtoofamiliarforanintroductoryhandshake.Savethishandshakeforameetingwithanoldfriend.


Remembering Names

Why Name Recall is an Important Skill

Thereareseveraltechniquesforrememberingpeople’snames,andthekeyistousewhateverworksforyou.Youmayfindthataparticulartechniqueworksinsomeinstances(likewhenyoualsogetabusinesscard)butnotinothers(especiallyifyouareinmorecasualsurroundings).Mostpeoplelovetoheartheirownname,andwhensomeonenewtousremembersourname,itmakesuspayattention.Avoidthetemptationtosaythatyouarehorribleatrememberingnames.Thiscangiveofftwonot-so-subtlemessages:

o Youarenotimportant,andthereforeIwon’tmakeanefforttorememberyourname.

o Idon’tcareifIevermeetyouagainornot.Instead,makeaconsciousdecisiontogetgoodatlearningnames.Ifyoudonothaveagreattrackrecordforrememberingnames,letthatchangenow.Stoptellingpeople(andyourself!)thatyouneverremembernames.Planttheideainyoursubconsciousthatyouarefantasticatrememberingnamesandyourememberpeopleallthetime!

Repeat Their Name

Whenyoumeetsomeonenew,repeattheirnameoutloud,andlookintotheireyesasyoudosotoconnectthemtotheirname.Ifyoucanrepeatthename,thelikelihoodofrememberingitincreasestremendously.Tryquestionslike:

o “DidIpronounceitcorrectly?”o “Couldyourepeatyournameforme?”o “Howdoyouspellyourname?”

Sometimeswearetalkingwithpeoplebutverydistractedandwearen’teventryingtoremembertheirname.Instead,focusonthepersonorpeopleyouarespeakingwith,andthenrepeattheirnamewithintheconversation.Forexample:“Susan,it’snicetomeetyou.Whatdoyouthinkofthissubject?”WhenSusananswers,usehernameinyourreply,likethis:“It’sgreattohearwhatotherpeoplearethinkingaboutthat,Susan.I’mcurioustohearwhatyouthinkisthemostchallengingpartofthistopic.”


Besuretousetheirnameattheendofyourconversation.Forexample,“Susan,itwasapleasuretomeetyoutoday.“

Write It Down

Thisisagreattechniqueusedbysalespeople,andit’savailablefortherestofustoo!Whenyoumeetsomeone,writetheirnamedownassoonasyoucan,alongwithatriggertohelpremindyouwhotheyare.Youcandothisinapaperorelectronicnotebook.Keepalistofnewpeoplethatyoumeetandthenreviewitfromtimetotime.Thisisreallyhelpfulwhenyoustartanewjobandaremeetinglotsofpeople,moveintoanewneighborhood,orwhenyouareconsciouslynetworking.Aswell,trytotiethenametosomethingmemorable.Herearesomeexamples:

o “Sandra,makesherownjewelry,alwayswearsatleasttwopieces.”o “Maryanne,fashionconsultant,wearsvariousshadesofpurple(clothesandhair).”o “Thomas,avidnumismatist,lookingfora1982Canadianpenny.”o “Gabriel,horserancherandentrepreneur.PromisedthatIwouldsendhimphotoof

ourracinghorse.”Whenyouareatameetingorconferenceandmeetinglotsofpeople,haveapagesetuptorecordnames.Whenyoumeetsomeonenew,addthemtoyourlistonthatpagealongwithyourdescription.Attheendoftheday,reviewthelistandrecalleachperson’sfacesothatyouarematchingthemtogetherinyourmemory.

Spell It Out

Playingwiththespellingofsomeone’snameisagoodwaytohelpitstickinyourmemory.Havethemspelltheirnameforyou,simplybyasking,“Howdoyouspellyourname?”Thisgivesyoutimetoregistertheirnameagain,andthenoncemoreasyourepeatthelettersbacktothem.Don’tworryifthisfeelsabitawkwardorsilly.Ifyougenuinelywanttolearnsomeone’sname,theytypicallyappreciateit.Asyouwritedownorspeakeachletter,imagineitmovingjustalittle.Itmightbounceorshakeabit,butwhatevermoveyouhaveitdowillhelpitclickintoyourmemory.Youcouldalsopictureyourselfwritingitonanoldfashionedblackboard,orpaintingitonabillboardabovetheirphoto.


Word Play

Usemnemonicdevicestoconnectpeopletotheirnames.Thingslike“Charlesfromchurch”or“NeilfromNewark”canbeveryhelpful.

Confess!

Ifyourecognizesomeoneandhaveforgottentheirname,admitit.Wehavealotofstimulusaroundusallthetime.Aswell,someeventsareterriblefornoiseanddistractions.Avoidbeingembarrassedandjustbehonestandsay,“It’sbeengreattotalkwithyou.Ican’tbelieveit,butIhaveforgottenyourname.”Theknowledgethatyouaremakingtheefforttoconnectusuallymakesthisonlyaminorproblem.Arethereothertechniquesyouwouldliketoaddtothislist?


Building Trust and Credibility

We’veprobablyallworkedwithpeople(includingleadersandexecutives)thatwedidnotrespect.Nomatterhowlongweworkedwiththem,andnomatterhowgreatourresultswere,therewassomethingaboutthemwhichstoppedusfromtrustingthem.Thislackofrespectleadstodysfunctionalteams,wherepeopleareafraidofrepercussions.Whenpeopleworkwellwithoneanother,andrespectoneanother,trustisbuilt.Factorsthatimpactyourcredibilityandyourabilitytobuildthistrustincludesmallthings(likerememberingtothinkofpeopleandsendathankyounote)andbigthings(likebeingpunctual).Credibilityandtrustarereinforcedwhenpeoplespeakaboutyouinamannerthatreflectstheregardtheyholdyouin.Earlier,wediscussedwaystostartbuildingtrustandcredibilityassoonasyouwalkintoaroom.Herearesomeadditionaltechniquesthatyoucanusetofurtherdeveloptrustingrelationships.

If you say you’ll do it, then get on and do it.

Somepeoplearegoodatplanningandsettingthingsup,butnotsogoodwhenitcomestothefollowthrough.Atsomepoint,youhavetostoptalkingandstartdoing.Ifdetailsarenotreallyyourstrongsuit,thenmakesurethatyouhavepeopleyoucandelegatetosothatthethingsyousayyouwilldogetdone.Ifyoubreakpromises,anytrustthatpeoplehaveinyouwillbeswiftlyeroded.

If you mess it up, own it.

Weallmakemistakes,andit’sawaytolearnhowtoimprove.Insteadofpointingthefingeratsomeoneelse(especiallymembersofyourteam),makesuretheblamefallswhereitbelongs–onyou.Leadersandpeoplewhowanttohaveimpactlearnthatacceptingresponsibilityforthegoodandthebadbuildstrustandcredibility.

Be there for people.

Ifpeoplefeelmicro-managed,theyfeelthatyoudonottrustthemtodotheirownwork.Strongleadersallowpeopletoexperiment,takerisks,andtolearnfromfailureaswellastheirownchoices.Remembertoalsoseewhattheirstrengthsareandtocelebratewhentheydothingswell.Don’ttrytotakecreditwhenthewholeteamiscontributingtosuccess.Aswell,makesurethatyouareavailablewhentheyneedyoursupport.


Be assertive.

Althoughthisissomethingthatvariesculturallyandevenwithinindustries,you’vegottobepreparedtostandupforthethingsyoubelievein.Youmustalsodeveloptoolstomanageconflictandtosolveproblems.Ifeveryonethatyouworkwithseemsacceptingofeverythingyoudoandsay,chancesarethattheyareafraidoftellingyouthetruthabouthowtheyreallyfeel.Encouragesharingofopinions,debate,anddiscussionasawayforeveryonetolearnandgrow.

Be yourself.

Developingapowerfulpresenceandhavingapersonalimpactonthethingsthatyoudodoesnotmeanthatyoubecomesomeoneelseinpublic.Beacceptingofwhoyouare(includingyourstrengthsandweaknesses)andcommittoongoingdevelopmentsothatyoucanbethebestpersonyoucanbe.Arethereotherthingsyouwouldliketoaddtothislist?


Session Three: Interpersonal Communication Skills

Making Connections

Writedownthenamesofthreepeoplethatyouconsidergoodlisteners.Didyouwritedownthenameofapersonthatyoudonotlike?Doanyofthethreepeoplefitintooneofthesecategories?

o Someoneyoulikeo Someoneyouloveo Someoneyourespect

Ifyouwishtobeliked,loved,orrespected,howisitthatyouneedtobehave?


Active Listening Skills

Activelisteningmeansthatwetrytounderstandthingsfromthespeaker’spointofview.Itincludeslettingthespeakerknowthatwearelisteningandthatwehaveunderstoodwhatwassaid.Thisisnotthesameashearing,whichisaphysicalprocess,wheresoundenterstheeardrumandmessagesarepassedtothebrain.Activelisteningcanbedescribedasanattitudethatleadstolisteningforsharedunderstanding.Whenwemakeadecisiontolistenfortotalmeaning,welistenforthecontentofwhatisbeingsaidaswellastheattitudebehindwhatisbeingsaid.Isthespeakerhappy,angry,excited,sad…orsomethingelseentirely?

Responding to Feelings

Thecontent(thewordsspoken)isonething,butthewaythatpeoplefeelreallygivesfullvaluetothemessage.Respondingtothespeaker’sfeelingsaddsanextradimensionoflistening.Aretheydisgustedandangryorinloveandexcited?Perhapstheyareambivalent!Theseareallfeelingsthatyoucanreplytoinyourpartoftheconversation.

Reading Cues

Reallylisteningmeansthatwearealsoveryconsciousofthenon-verbalaspectsoftheconversation.

o Whatarethespeaker’sfacialexpressions,handgestures,andposturetellingus?o Istheirvoiceloudorshaky?o Aretheystressingcertainpoints?o Aretheymumblingorhavingdifficultyfindingthewordstheywanttosay?

Demonstration Cues

Whenyouarelisteningtosomeone,thesetechniqueswillshowaspeakerthatyouarepayingattention,providingyouaregenuineinusingthem.Physicalindicatorsincludemakingeyecontact,noddingyourheadfromtimetotime,andleaningintotheconversation.Youcanalsogiveverbalcuesorusephrasessuchas“Uh-huh,”“Goon,”“Really!”and,“Thenwhat?”


Youcanusequestionsforclarificationorsummarizingstatements.Examples:o “Doyoumeantheywerecharging$4.00forjustacupofcoffee?”o “Soafteryougotacab,gottothestore,andfoundtherightsalesclerk,what

happenedthen?”

Tips for Becoming a Better Listener

o Makeadecisiontolisten.Closeyourmindtoclutterandnoiseandlookatthepersonspeakingwithyou.Givethemyourundividedattention.

o Don’tinterruptpeople.Makeitahabittoletthemfinishwhattheyaresaying.Respectthattheyhavethoughtstheyareprocessingandspeakingabout,andwaittoaskquestionsormakecommentsuntiltheyhavefinished.

o Keepyoureyesfocusedonthespeakerandyourearstunedtotheirvoice.Don’tletyoureyeswanderaroundtheroom,justincaseyourattentiondoestoo.

o Carryanotebookorstartaconversationfileonyourcomputer.Writedownallthediscussionsthatyouhaveinaday.Capturethesubject,whospokemore(wereyoulisteningordoingalotofthetalking?),whatyoulearnedinthediscussion,aswellasthewho,what,when,where,why,andhowaspectsofit.Onceyouhaveconductedthisexercise8-10times,youwillbeabletoseewhatlevelyourlisteningskillsarecurrentlyat.

o Askafewquestionsthroughouttheconversation.Whenyouask,peoplewillknowthatyouarelisteningtothen,andthatyouareinterestedinwhattheyhavetosay.Yourabilitytosummarizeandparaphrasewillalsodemonstratethatyouheardthem.

o Whenyoudemonstrategoodlisteningskills,theytendtobeinfectious.Ifyouwantpeopletocommunicatewellatwork,youhavetosetahighexample.


Asking Open and Closed Questions

Effectivecommunicationmeansthatweshouldbespendingalotofourtimeaskingquestionsandprovidinganswers.Whenitcomestoasking,however,weoftenaren’tawareofourtechnique.Openquestionsinparticularoftengiveusdifficulty,whichisunfortunatesincetheyarethemostimportantonesforustobecomeskilledatusing.Ifyouarehavingtroublewithopenquestions,itcanbehelpfultogetmorecomfortablewithsmalltalkandeasingyourselfintotheconversationathand.

Open Questions

Thesearebroad,generalquestionsthatrequireyourconversationpartnertoprovidemorethanjusta“yes”or“no”answer.Theyalsopermittheotherpersontodecidehowmuchinformationtogive.Openquestionscandothefollowing:

o Giveusmoreinformationo Encourageyourconversationpartnertospeakopenlyo Encouragepeopletoshareopinionsandideaso Helpusdetermineifpeoplehaveinterpretedwhatwesayaccurately

Closed Questions

Closedquestionscanbeansweredwithasinglewordortwo,suchasasimpleyesorno.Theycanbegintheclosingprocessinaconversation,orprovideconfirmationofadetail,buttheydon’tusuallyleadtoaricherconversationorgatheringmoreinformation.Theadvantageofclosedquestionsisthattheygiveyoucontroloverthequestionsandthetypeofanswersyoureceive.Closedquestionsareeasytointerpretandmorequestionscanbeansweredinlesstime.However,closedquestionsdon’tallowfordetailedexplanationsorfortheotherpersontosharehowtheyfeelaboutaparticularcircumstance.Ifyouwishtoencouragearicherresponseortoencourageafrustratedpersontotalkfreely,thenyouneedtoavoidaskingclosedquestions.


Making Connections

Rephrasethefollowingquestionssothattheyareopeninsteadofclosed.

ClosedQuestion OpenQuestion

Didyouliketoday’sconference?

Don’tyouthinkMark’ssuitisugly?

WereyouangryatSamanthayesterday?

Areyouahappyperson?

DoyouandTaragetalong?


Probing Techniques

Whenwedonotgetenoughinformationbyusingopen-endedquestions,wecanuseprobestoexpandtheconversation.Hereareafewprobingtechniquesthatyoucanusetogetmoreinformationfrompeopleandbuildrelationships.

Verbal and Nonverbal Probes

Aprobewillencourageyourconversationpartnertoaddtotheirpreviousresponse.Verbalprobesareoftenasinglewordorshortphrase.Someexamplesare:

o “Tellmemoreaboutthat.”o “That’sinteresting.Tellmemore.”o “Really?”o “Why?”o “Canyougivemeaspecificexampleofwhatyoumean?”

Non-verbalprobesrelyonyourbodylanguageandgesturestogetthesameresultsasaverbalprobe.Someexamplesare:

o Raisingtheeyebrowsasifyouaresurprisedo Noddingo Frowningo Pursingthelips

Probing Techniques

Therearemanywaysthatyoucanuseprobinginyourconversations.We’veprovidedsometechniquesforyoubelow.Askanopenquestion.Somegoodquestionsinclude:

o “Canyoudescribethatmoreclearly?”o “Wouldyougivemeaspecificexampleofwhatyoumean?”o “Whatdoyouthinkweshoulddo?”

You’llsoonrecognizethatifyouasktoomanyofthesequestions,yourconversationpartnerwillfeelliketheyareunderinterrogation,sousethemcarefully.


Pause.Manyofusfeeluncomfortablewhensilenceovertakesaconversation,andwewillfillthesilencebyexpandingonwhatwassaidpreviously.Usereflectiveormirroringquestions.Forexample,iftheemployeesays“Ijustdon’tfeelchallengedbymyworkanymore,”youmayrespondbyjustreflectingbacktothem,“Challenged?”Thenpause.Usually,theotherpersonwillprovideyouwithanexpandedanswerwithoutyouaskingmorequestionsorinterrogating.Thesekindsofstatementsalsoservetofocusorclarifyandsummarizewithoutinterruptingtheflowoftheconversation.Theydemonstrateyourintenttounderstandthespeaker’sthoughtsandfeelings.Paraphrase.Reflectwhathasjustbeensaidinyourownwords.“SoifIunderstandyoucorrectly,you…”Thistechniqueshowsthatyouwanttounderstandyourconversationpartnerandthatyouwanttobeaccurate.Italsoallowsthesendertohearbackwhattheyhavesaidfromsomeoneelse’spointofview.Usesummaryquestions.Summaryquestionsareahelpfulwayofprobingandwindinguptheconversationatthesametime.“Youhavespokentoyourcolleagueabouthisfoullanguageintheoffice,youhavetriedtoignoreit,andyouremainconcernedabouttheimpacthisswearinghasonourvisitorsandstaff.Noneofthesetechniqueshaveworkedtoreducetheamountofswearingandnowyouareaskingmetointervene.HaveIgotitright?”Hereisanotherexample:whenweaskedanemployeewhyitwouldtakeuntilnextweektofinishtheproject,oneofherreasonswaslackofcooperationfromtheproductiondepartment.Ratherthancomebackwithyetanotherquestion,youmightjustsay“Cooperation…”inareflectivetoneofvoice,andpauseagain.Usually,theotherpersonwillrecognizethatreflectionasacluetoexpandorprovideyouwithadditionalinformation.Summarystatementsorparaphrasessumupwhathasbeensaid,andwillshowthatyouhavelistenedandabsorbedwhat’sbeingsaid.Don’tusethemtotakeoverthedialogue.Thesummaryisthestrongercuethattheconversationiswindingdownonthattopic.However,ifnecessaryorappropriate,youcanfollowthisupwithafact-findingquestion(usuallyaclosedquestion),suchas,“Didyouwanttosaymoreabouttheissue?”,or,“Doyouhaveanyothersuggestions?”


Managing Your Body Language

Ourbodies,especiallyourfaces,doalotofthetalkingforus.Whenyouarehavingconversations,it’simportantthatyoupayattentiontowhatyourbodyissayingandensurethatitiscongruentwithyourwords.Whenspeakingwithothers,doyouleanforwardslightlytoindicatethatyouarelisteningtothem?Doyouavoidthetemptationtorollyoureyes,evenifyoudon’tbelievewhatyouarehearing?CommunicationexpertMarkBowdenremindsusthatweneedtospeakinawaythatpeoplewillperceiveastrustworthy.Thisincludeskeepinggesturesclosetothebody,asopposedtowildlygesticulating,andtokeepyourgesturesinlinewithwhatBowdencallsthe“truthplane.”Thismeansthatgesturesaresymmetricalandkeptinfrontoftheabdomen,notupatthechestorblockingyourface.

Making Connections

Listsomeexamplesofpositivebodylanguage.Listsomeexamplesofnegativebodylanguage.


Session Four: Speaking with Impact

What’s Your Sound?

Doyouhavea“phonevoice?”Thisisthevoiceyoualwaysusewhenyouanswerthephone;therecanbetotalchaosaroundyou,butwhenyoupickupthephoneandsay,“Goodmorning,”thecallerhearscalmprofessionalism.Incontrastisthevoiceweuseonthestreetoratthemarket.Someofushavegrownupusingwhatwemightcall“streetlanguage,”orlanguagethatiscommonlyspokenwithfriendsoutsideoftheworkplace.Inbusiness,however,wewanttobeclearlyunderstoodandsoweapplyaveneerorpolishtoourlanguage.Sometimesavocalorimagecoachwillteachyoutodropyourstreetlanguagesothatitstopscreepingintoyourbusinessconversationsandsothatwearemoreeasilyunderstood.Whenitcomestohowyousound,youhavetomakeadecisionbasedonwhat’simportanttoyouandtheimageyouwanttoproject.Doesyouraccentcreateabarrierinsomeway?Ifnot,thereisnoneedtochangeit.Butifyouraccentpreventspeoplefromunderstandingyou,orifyourstreetlanguageishavinganegativeimpactonyourcommunicationskills,thenitmaybeworthdoingsomethingabout.Doyouhaveanyexamplesofpeopleusingdifferentspeechindifferentvenues?Doesithasanimpactontheirdesiredpresence?


Things to Consider

Herearesomethingstoconsiderwhenevaluatingyourbusinessvoice:o What’syourspeechlike?o Doyouhaveapositionofauthorityandaverysoftspeakingvoice?Isithelpingyou?o Or,doyouworkwithalotofsoft-spokenpeopleandspeaktotheminabooming,

directvoice?o Dopeoplelistentoyou?o Dotheyrespectyou?o Howisyourvoicesupportingtheimagethatyouwishtoproject?


Redesigning Yourself for Strength

Canyouimaginewhatitmustbelikeinbroadcastingschool?Whataboutbeingavoiceforcartoonsorreadingaudiobooks?Thesespeakershavelearnedhowtocontroltheirvoicesinordertocapturetheattentionofalistener.Bypayingcloseattentiontothefollowingelementsofvoice,youwillseethepotentialformakingchangestoyourownvoiceandbecomingastronger,moreconfidentspeaker.

Tone

Tonereferstothewaythatyoudistinguishorinflectyourwords.Weusetonetoexpressemotion,emphasis,contrast,andotherfeaturesofourspeech.Yourtonetellsyouraudiencehowyouarefeelingaboutthewordsyousay.Goodintonationletsothersseeyourattitudeandyourenthusiasmforyoursubject,anddemonstratesthattheyareconsistent.Whichdoyouprefer:monotonousormelodious?Doyourwordscomeoutpleasantandenergetic,orlifelessandwooden?Thinkintermsoffriendlinessandadesiretocommunicatewithothersanddevelopthebestintonationthatyoucantocaptivatelistenerstowhatyouhavetosay.

Pitch

Thisreferstohowhighorlowyourvoiceis.Inmostcasesalow-pitchedvoiceisconsideredanasset.Menandwomenwhohavelowervoicesareconsideredmoreexciting,morecredible,moresociable,andmorerelaxed.Theyarealsogenerallyeasiertohear.Ifyouhaveahigh-pitchedvoice,beawareofitandconsiderhowyoucanbestdeliveryourmessage.Ifyouhaveahighvoiceandwillspeakfrequently,workingwithavocalcoachcanbeanexcellentidea.

Pacing

Doyoutrudgelikeaturtleorracelikearabbitwhenyouspeak?Ifpeoplecannotfollowwhatyouaresaying,you’llneedtoslowdown.Speaktooslowly,however,andyourcredibilitycansuffer.Fortunately,wecantrainourselvestopauseafteraparticularlydramaticstatement,orafteraquestionwewantotherstorespondto.Wecanlearnhowtopickupthepacetocreateenergyandtoslowitdownforheightenedemphasis.


Emphasis

Emphasischangesthemeaningofourwords.o IwasborninBoston.(You,ontheotherhand,werebornsomewhereelse.)o IwasborninBoston!(Howdareyousuggestotherwise!)o IwasborninBoston.(Iwasn’tbornnearby.)o IwasborninBoston.(Iwasn’tborninSydneyorLondonorBangor.)

Facial Expressions

Thefaceconveysmoremessagestothelistenerthatanyotherpartofourbody.Positiveaspectsincludeasmile,eyecontact,relaxedfacialmuscles,andanalertexpression.Negativeaspectsincluderollingyoureyes,frowning,glaring,smirking,orlookingtense.Ifyouarecuriousaboutwhatyourfaceisrevealing,videotapeyourselfwhilespeakingandhaveagoodlook.

Posture

Thewaywestandconveysalotaboutourlevelofconfidence.Agoodposture(headup,shouldersback,bothfeetonthefloor)saysweareconfident.Watchthatyoudon’tsway,rock,orpacewhenyouarespeakingtoothers.Movingaroundcanshowhowcomfortableyouarespeaking,butifyoupacebackandforthacrosstheroom,youprobablylooknervousandyourconstantmovementcanbedistracting.


Five Points for Any Presentation

Itcanbehardtoremembertocoverallofthebaseswhileyou’respeaking,particularlyifyou’reputonthespot.ThefiveSapproachwillworkforanysizepresentation.Ifyou’reaskedaquestionduringanevent,youcanusethisapproachtoprovideaquick,completeanswer.Ifyou’reputtingonalargepresentationataconference,youcanusethisapproachasaframework.Eitherway,itwillensurethatyoutelltheaudiencewhattheywanttoknowandwhattheyneedtoknow.Theframeworklookslikethis:

Example

Iwasdrowninginclutter:toomanyclothesinmycloset,toomanybooksonmybookshelves,andtoomanypiecesoffurnitureinmyhouse.Ididn’thavetimeforayardsale.Besides,weliveonaprettyquietstreetwithoutmuchtraffic.However,IneededtogetridofthingsandIcouldn’tbringmyselftothrowthemout.SoIbaggedandboxedalltheitemsInolongerwantedandIcalledalocalcharity.Theycamebywithatruckandtookeverythingaway.Theymademoney,Ifeltgood,andmyhousewasde-cluttered.Ifyourpossessionsarestartingtotakeoveryourlife,IrecommendcallingThisCharityat000-0000.


Making Connections

Writedownashort,two-paragraphspeechaboutyourselforsomethingthatinterestsyou.Now,getsomefeedbackonyourpresentation.


Session Five: Maintaining Your Impression

A Word About Business Etiquette

Havinggoodmannersdoesn’tjustmeanyoumakeapositiveimpression;theyarealsogoodforbusiness.Nomatterhowformalorinformalyouwantyourpresencetobe,peoplestillcareaboutsocialskillsandmanners(eveniftheydon’tcomeoutandsayso).Rulesaboutwhichforktouseforthesalad,ornottalkingwithfoodinyourmouth,areexamplesofgoodmanners.Etiquette,however,takesthediscussionaboutmannerstoahigherlevel.EmilyPost,famousforherapproachtoetiquette,manners,andethics,definedetiquettelikethis:“Whenevertwopeoplecometogetherandtheirbehavioraffectsoneanother,youhaveetiquette.Etiquetteisnotsomerigidcodeofmanners;it’ssimplyhowpersons’livestouchoneanother.”Whenyouapplyyourawarenessofetiquetteindifferentsituations,youdemonstratethatyouwanttobetakenseriously.Youbecomeanambassadorforwhatyoudoandwhoyouworkwith.Doyouknowhowtoconductyourselfinarestaurant?Whataboutinaworkshopwherefoodisserved?Inaconferenceroom?Doyouknowhowtoofferyourbusinesscardtopeopleinyourownindustry?Whatabouttopeoplefromothercultures?(Therearedifferentrulesaroundtheworld,andyourabilitytoapplyyourunderstandingwillhelptobolsteryourimage.)Whatareyouwillingtolearn,andwhatchangesareyouwillingtomake,inordertobecomeproficientinetiquette?


Making Connections

Whatareyourtopfivenetworkingtips?


Networking Tips and Tricks

Networkingisaneffectivewayforyoutobuildyourimageandreputation.However,buildinganetworkcanbeadifficultthingforalotofpeople.Ifyouareinhibitedatall,theideaofintroducingyourselftopeoplecanbedaunting.Ifyouareoutgoing,peoplemayhavetheimpressionthatyoujustwanttomeetthemtofurtheryourcareerorgrowyourbusiness.Therealpurposeofnetworking,however,isthatyoubringsomethingthatishelpfultothem(notyouspecifically)withoutexpectingsomethingdirectlyinreturn.Forexample,ifyouknowsomeonewhoneedstheirhousepainted,andyouknowapainter,youcouldintroducethetwo.Youdonotgaindirectlyfromthereferral,exceptthatnowit’spossiblethatthepersonyoureferandthepainterwillboththinkofyouwhentheyhaveaneedorareferralforyou.Thereareplentyofnetworkinggroupsavailabletohelpyougetoutintoyourcommunityandtogetknown.Buildinganetworktakestimeandpatience.Ifyouarehopingtogetbusinessorrecognitionfromagroup,expectittotakeayearormore.Yourresultswilldependonhowinvolvedyouare.Herearesomeexcellenttipstotryasyoustarttobuildorexpanduponyournetwork:

o Ifyouareastrongwriterorteacher,youcanwriteforavarietyofmedia(suchaslocalnews,websites,andblogs).Justmakesureyourworkisgettingreadandthatit’sworkyouareproudof.

o Ifyouenjoypresentations,thenvolunteertositonapanelorstartlookingforpaidworkshopsandconferencepresentations.

o Getawayfromtimewasters,suchaswatercoolergossip,orpeoplewhosocializeexcessivelyatworkandarenotgettingthingsdone.Youdon’twanttobeassociatedwiththesepeoplebecausetheywillnotbeagoodreflectionofyourvalues.

o Spendtimewithmentorsandcoachesintheworkplacethatyoucanlearnfrom,evenifit’sjustwhilesharingamealorbreaktogethernowandagain.


Session Six: Three Leadership Skills to Start Mastering Right Now

Delivering Effective Feedback

Introduction

Sofar,we’vetalkedabouthowtodevelopagreatpresencethatspeakstopeoplewhenyouwalkintoaroom,andcontinuesspeakingtothemasyounetwork,communicate,andbuildrelationships.However,strongleadersinexecutivepositionsmustbeabletowalkthewalkinadditiontotalkingthetalk.Thismeansidentifyingyourweaknessesandstrengths,andplanningtoaddressandimprovethem.Therearethreekeyareasthatwefeelarecrucialtoanyleader’ssuccess,whichwewillshareinthissession.Let’sstartbylookingattheconceptoffeedback.

The Goal of Effective Feedback

Bydefinition,effectivefeedbackmustcontributetoanimprovementinfutureperformance.Evenwhenitdoesnotleaddirectlytoadesiredlevelofperformance,themeetingitselfprovidestheplatformtodiscussexpectations,results,motivation,andhowtosucceed.Italsoshowsothersthatyoucareandarewillingtohelpthemachievetheirgoals–whichmeansthatyou,inturn,maybeabletorelyontheirsupportoneday.Whenfeedbackisperceivedtobenegative(becauseofourownbehavior,orperhapsbecauseitisnotwelldelivered),peoplewillnaturallytrytoavoidit,oratleastminimizethenegativeeffects.However,weneedtoletpeopleknowthatitcanbeagreattoolforpersonaldevelopment,especiallywhenweincludeinformationonboththeissuesandthepossiblesolutions.


The Characteristics of Effective Feedback

Withthisinmind,herearewhatweconsidertobethesixmostimportantcharacteristicsofeffectivefeedback.

o InPrivate:Feedbackshouldbegiveninprivateifyourcommentscanbeembarrassing.Aformalfeedbackmeetingshouldalwaysbeheldinprivate.

o Balanced:Designyourfeedbacksessionsothat,eventhoughtheremaybeconstructivecriticismrequired,thepersondoesnotfeelattacked,orthatallyouhavetosayabouttheirworkisnegative.

o Relevant:Keeptheconversationfocusedonfeedbackthatisrelevantandjobrelated,andtothingswhichtheemployeehascontrolover.

o Specific:Avoidgeneralstatementswhenyoudeliverfeedback.“Youseemreallyangrylately,”isnotnearlyashelpfulas,“YouyelledatacustomeryesterdayandthismorningyouslammedthedeskdrawershutasSharonwasreachinginside.”

o Documented:Baseyourcommentsondocumentation,facts,andyourownobservation.

o Personal(IntheRightWay):Describethebehaviorthatisunsatisfactory,ratherthanjudgeapersonbecauseofit.Baseitontheiractions,anddon’tmakeapersonalattackontheindividual.

Doesyouhavequestionsabout,orelementstoaddto,thislistofcharacteristics?


Motivational Techniques

Motivationisatrickysubject.Asleaders,weusedtotalkintermsthatsaidtheonlywaytogetapersontodosomethingwastomakethemwanttodoitinordertogetsomethingtheywantoravoidsomethingtheydon'twant.Inotherwords,wewouldpaythemorpunishthem.Thisdiscussionincludedtermsofmanagingpeoplewithawhip,acarrot,andaplant.

The Carrot

Thisrepresentsincentivesandrewards.Thiscouldbetimeoff,paybonuses,orpromotionalgiftslikejackets.Whilethisapproachmayworkinsomeinstances,it’sbeendemonstratedthatofferingcarrotsoftenactuallyreducesproductivity.YoucanseeexcellentdescriptionsofrepeatexperimentsfromarangeofjobtypesinDanielH.Pink’sbookDrive:TheSurprisingTruthAboutWhatMotivatesUs.

The Whip

Thisrepresentsthreatsandconsequences.Althoughsuchtechniquesareoftenperceivednegatively,theydohavetheirplaceforshort-termgoalachievement.Inotherwords,employeesneverrespondpositivelytothismanagementstyle,butifthebosscracksthewhip,theywillgetthingsdone.Consequencesforpoorperformancemayincludesuspensionandtermination,ofcourse,butthosearebigclubsandsometimeswejustneedalittlestick.Smallerreactionsmightincludenorecognition,nopromotions,ordisciplinaryinterviews.However,wemustremembertorecognizepeoplewhentheydosomethinggood(andlet’sagreeonsomethinghere:thereisalotmoregoodworkgoingonthanthereispoorwork).Ifwecontinuetoignorepeopleaftertheirgoodwork,ourconceptofconsequenceswillbackfire.

The Plant

Thisrepresentsapositiveenvironment.Itsuggestsmanythingsaleadershouldstrivefor:employeesknowingtheirworkisimportant,anopenatmosphere,fairdealingswithall,training,goodlinesofcommunication,afeelingofsupportfromcompanyleaders,andafeelingofself-esteem.


What Do You Think?

Youmayhaveheardaboutpeoplewhohaveahobbyandtheyarefantasticatit.Maybetheyliketodocarpentry,paint,write,orsculpt.You’llsay,“Wow,youarereallygoodatthat.Youshoulddoitforaliving.”Andthey’llsaythatdoingwhattheyloveformoneywouldtakeallthefunoutofit.Youmightshakeyourheadatthem,butwhattheysayistrue:oncetheylosethepassionforandactivity,theresultswillchange.InhisbookDrive:TheSurprisingTruthAboutWhatMotivatesUs,DanielPinkexaminesthesuccessofsharingthroughopensourceprojects.Someofthemostsuccessfultoolsaround(suchasMozilla,Linux,andWikipedia)werealldevelopedbypeoplewhoweredoingtheworkwithoutbeingpaid.Healsolooksatpayforperformanceincentivesthatmeasurablylowerresults.Forlinear,predictabletasks,incentivescantemporarilyleadtogreaterproduction.However,whenwearelookingformorecreativeresults,problemsolving,orinnovation,payforperformancetypicallybackfires.Ifwepaypeopletodonateblood,wegetfewerdonations.Whenwerewardalabmonkeytosolvepuzzles,theysolveless.Whenwerewardchildrenfordrawingpictures,theydrawless.Highlevelsofcreativityresultfromtasksthatwefindinteresting,challenging,andcaptivating.Thisincludesthingsthatweoftenaskfromourstaff,likeproblemsolving,planning,thinkingoutofthebox,andcompletingprojects.Ourtaskistocreateaclimatewherestaff’sinternalmotivationwillactivatetheirownperformance.Inordertobesuccessful,supervisorsneedtoknowtheirstaff,whatmotivatesthem,andhowtocreateaclimatethattheyfindstimulating.Thetruthisthatwecan’tmotivateotherpeople.Motivationisintrinsic(meaningitcomesfromwithin).However,whatwecandoisprovidetherightatmosphereforemployeestoidentifytheirownmotivations,linkintothem,andrespond.


Whatdoyouthinkistherightatmosphere?


Coaching Others to Success

What Coaching Is

Coachingisaconversationthathelpspeopledeveloptheirskills,achievesuccess,andreachtheirgoals.Coachingisawayofexpressingthetruth,confrontingtoughissues,andiscenteredaroundlanguagethatinspires.Itisusuallyoneonone,althoughthereisteamcoachinggoingonnowtoo.Coachingskillscanhelpothersseeyouasastrong,successfulexecutiveleader.

The Coaching Formula


The Three Factors

Inordertobesuccessful,therearethreethingsthatweneedtoconsider:o Aptitude:Theknowledge,skills,ability,andtalenttoreachyourobjectives.o Motivation:Theattitude,confidence,focus,anddrivetoreachyourobjectives.o Resources:Havingthesupport(peopleandthings),tools,andtimetoreachyour

objectives.Withthesethreefactorsaddressed,peoplehavetheabilitytobesuccessful.Acoachcanhelpwithalloftheseelementsandtoreachsuccessatanylevel.Thecoachcanalsohelptoshiftfromsmallsuccessestomoderateones,andonwardtohighlevelsofsuccess.


Session Seven: Pre-Assignment Review

Skill Area One

AreaforImprovement:WhatcanIdotoimproveinthisarea?Whataremyfirststeps?(Includeadeadlineforeachstep.)Whowillhelpmebeaccountableandachievemygoals?

Skill Area Two

AreaforImprovement:WhatcanIdotoimproveinthisarea?Whataremyfirststeps?(Includeadeadlineforeachstep.)


Whowillhelpmebeaccountableandachievemygoals?

Skill Area Three


Skill Area Four

AreaforImprovement:WhatcanIdotoimproveinthisarea?


Whataremyfirststeps?(Includeadeadlineforeachstep.)Whowillhelpmebeaccountableandachievemygoals?

Skill Area Five



Personal Action Plan

Iamalreadydoingthesethingswell:Iwanttoimprovetheseareas:Ihavetheseresourcestohelpme:

AsaresultofwhatIhavelearnedinthisworkshop,Iamgoingto…

Mytargetdateis… IwillknowIhavesucceededwhen…

Iwillfollowupwithmyselfon…


Recommended Reading List

Boothman,Nicholas.HowtoMakePeopleLikeYouin90SecondsorLess.WorkmanPublishingCompany,2008.

Guffey,MaryEllen.EssentialsofBusinessCommunication(9thEdition).South-WesternCollegePub,2012.

HarvardBusinessReview.HBR's10MustReadsonLeadership.HarvardBusinessReview,2011.Hewlett,SylviaAnn.ExecutivePresence:TheMissingLinkBetweenMeritAndSuccess.Harper

Business,2014.Kouzes,JamesM.,andBarryZ.Posner.TheLeadershipChallenge:HowtoMakeExtraordinary

ThingsHappeninOrganizations(5thEdition).Jossey-Bass,2012.McGowan,Bill.PitchPerfect:HowToSayItRightTheFirstTime,EveryTime.HarperBusiness,

2014.Morgan,Nick.PowerCues:TheSubtleScienceofLeadingGroups,PersuadingOthers,and

MaximizingYourPersonalImpact.HarvardBusinessReviewPress,2014.Parker,Lisa.ManagingtheMoment:ALeader'sGuidetoBuildingExecutivePresenceOne

InteractionataTime.AdvantageMediaGroup,2013.Pink,Daniel.Drive:TheSurprisingTruthAboutWhatMotivatesUs.RiverheadBooks,2009.


Course Evaluation

DearTrainee,Wehaveaspecialassignmentforyouduringthisworkshop.Wewouldgreatlyappreciateitifyoucouldanswerafewquestionsaboutyourtrainingexperience.Thiswillhelpusmakeyournextexperienceevenbetter!Pleasereturnthisformtoyourtraineraftertheworkshop.Thankyou!YourTrainingTeam

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Ifso,pleaseprovideyourtelephonenumberand/ore-mailaddress.


General Evaluation

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Overall,thetrainingsessionwashighquality.

ThecoursecoveredthematerialIexpected.

Thistrainingwillbebeneficialtomeintheperformanceofmyjob.

IhadplentyofopportunitiestopracticewhatIlearned.

Thecoursegavemespecificideasandtoolstoimplementinmyworkplace.

Thetrainerwasprofessional,well-prepared,andknowledgeableaboutthetopicsathand.

Thetrainingfacilitywaswell-equippedandcomfortable.

Overall,thiscoursewasworthmytimeandmoney.

Final Thoughts

Ifacolleaguewasgoingtotakethisworkshop,whatwouldyoutellthem?Ifyoucouldchangeonethingaboutthiscourse,whatwoulditbe?Whatwasthemostimportantthingthatyoulearnedtoday?Doyouhaveanythingelsetoshare?

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