Perfection causes stress. Stress is toxic. For that reason alone, trying to attain perfection in your presentation is self-defeating from the outset. Let go of it now. 

The human ability to sense another’s nervous discomfort is not only exceedingly keen–it is contagious and stretches an audience’s tension level like a stretched rubber band.

If no perfection, what do people look for  during a “presentation?”

Connection and  engagement that allows them to experience the meaning useful information. The first two require humanity, which includes a degree of imperfection and vulnerability that prompts listeners to think, “Hey, (s)he’s kind of like me!”

We want real people because we’ve come to understand that emotionless, perfection-emitting talking heads aren’t connected  with our reality. When we sit through a flawless data dump of any sort–financial, research, engineering–we wonder why the speaker didn’t simply send us a White Paper and call it a day.

Where Does The Perfection Thing Come From?

Let’s be fair. If you are educated in the sciences, finance, or engineering, your college grades and professional performance appraisals relate directly to your ability to be precise. In fact, you are valued and rewarded  for precision. Discovery research, accounting and financial projections, aerospace engineering and quality control of all sorts contribute to the growth, safety, and stability of every aspect of life. 

So, it’s only natural for many to extend that kind of well-rewarded precision and analysis to the  speaking platform. The problem? Lengthy, detailed, here’s-everything-I-know-about-this-topic presentations that bore instead of score. 

But perfection isn’t limited to the precise. It extends to an entire range of psyches seeking to avoid embarrassment, be seen as “the best”, or believing that anything less than perfect will be punished. The causes for that kind of thinking are numerous and varied but the results are the same: unhealthy stress that touches everyone involved. 

OK, Steve, What’s the Solution?

Find out what the person or audience wants to know about your topic.  Make a few phone calls, drop into a cubicle or two, and say: “I’ve been charged with talking about The Widget Launch. What do you need to know?”

1. Your audience will give you the content.

2. You’ll feel confident about being on target because you’ll know you are fulfilling an already-expressed need.

3. The “presentation” will feel like the continuation of a conversation instead of a stand-up routine.

4. Those in the room will start off on your side because you’ve already developed a relationship with them. 

5. “Perfect” loses its power when “meeting needs” replaces “knowing it all.”

Let me know how it goes. . .

Source: Steve Roesler

I was standing at the meat counter at the local market last week and watched a leadership principle unfold before me: Nobody Follows a Tentative Person.

Normally, they have little slips of paper with numbers that make the process run smoothly: take your number and wait for it to be called. But they ran out of numbers. Which meant we had to figure out for ourselves who was next.

The nice part: people were concerned about not “butting” ahead.

The bad part: as a result, when the butcher yelled, “Next”, there was a lot of shuffling, faux self-deprecation, and confusion. No meat was moving out of the display case.

Finally, someone said strongly, “I believe I am next” and, at the same time. stepped forward right in front of the butcher. Following her move, there was a similar response at the ensuing, “Next!”

The “Aw, Shucks Shuffle”

This struck me as being similar to what we often see in meetings and presentations. In an effort to not want to stand out or seem “pushy”, speakers do the “Aw, Shucks Shuffle”.  The result: people in the room wait forever–and uncomfortably–to get to the topical meat counter.

It’s popular to want to seem like “one of the guys” and do the “we’re all equal” thing.

We’re not. When you are in front of a room you’ve been given the responsibility to lead the rest of the group. And no one follows a tentative person.

Dan McCarthy has a terrific set of tips when it comes to bumping up your Executive Presence. Give it a read.

Source: Steve Roesler

We have a home in Florida where it is currently 65F and sunny. The home is rented right now to a couple who are lathering themselves in SPF15.

I, on the other hand, am in New Jersey whining. Why?

1. I live in New Jersey.

2. I still have 300 feet to go.

Have a nice day.

Source: Steve Roesler

If you’ve ever made one, you know the answer.

We are all, naturally, “creatures of our cultures. ” When it comes to communicating in global business we often find:

1. Different expectations about how information is delivered and discussed (or not).

2. Different expectations about and reactions to energy level, formality, and informality.

3. The issue of literal vs. figurative interpretations of phrases one someone has to do the mental translation.

4. A certain sensitivity on the part of the speaker:  “Am I really making myself understood?”

When I started out many years ago, the bulk of my coaching and training work was with U.S.-based companies who were doing  work internationally. I had lived and worked in Europe, Africa and the Middle East for a number of years so the engagements were a good match and rewarding. That kind of expertise has continued to keep me outside of the U.S. for 30% or so of each year.

Now, the dynamic has shifted somewhat. Organizations outside of the U.S. are finding that communicating with U.S. teams carries its own set of challenges:

    ▪    While U.S. companies genuinely promote teams and teamwork, there is still an underlying
element of individuality that is not present in many other cultures. This can become confusing during the decision and discussion phases of a presentation or meeting.

    ▪    There is a much higher tolerance for uncertainty and ambiguity amongst Americans. While planning and procedures are valued, “options and alternatives” are seen as good things.  Other cultures can experience such uncertainty differently and  choose to avoid it. Rules, structure, and hierarchy are seen as valuable ways to reduce the discomfort that comes from ambiguity.

    ▪    Acceptance of power and hierarchy. Presenting one’s ideas and arguing one’s  point regardless of organizational title  is usually a valued sign of assertiveness in American companies.  However, earlier this year  I received a mobile call from a client who was cooling her heels outside of the office of a CEO in Portugal. It seems that she was two levels below him in her organization and he was unwilling to see her alone even though the meeting had been arranged. The solution? We got a friendly local CEO known to us to physically intervene, make the proper introduction, hang around the proper amount of time, and then ride off into the sunset when he sensed all was well.

The world is, indeed, getting smaller. And from my experience, most people want to reach out and help their global colleagues. Often they don’t know how because they don’t know why a certain dynamic is in play.

Learning about these kinds of connections–and becoming comfortable with them–is, and will be, a highly-valued attribute within successful global companies.

Source: Steve Roesler

Beware the lure of always and never when it comes to ‘expert’ advice. Unless you are involved in procedures to secure a nuclear facility or pack a parachute, such advice is suspect.

I’ve seen the following ‘business advice’ dished out recently regarding presentations and communication:

1. When you are making a presentation, never hold anything in your hand.

2. Pick one person in the room and maintain eye contact.

3. Be sure to  make eye contact with every person in the room.

4. People will be insulted if you repeat your main point too often.

5. People won’t remember what you said unless you refer to it often enough.

Principles vs. Rules

From the folks at Merriam-Webster:

Principle: an underlying faculty or endowment

Rule: a prescribed guide for conduct or action

We humans are situational beings. Although we seek guidance and direction, we sooner or later realize that there is little that works the same way in every situation every time. Which is why, when it comes to addressing people and their needs, you are better off learning about underlying principles rather than one-size-fits-all rules. This may be especially true with communication and interactions.

In the spirit of the title, here are two principles with which to pursue this discussion. These have held me in good stead in my communication and presentation work over the years:

1. What the “audience” needs is more important than everything you think you need to say. Find out what they need and why they need it. Then, deliver it. 

2. Interruptions with questions and discussion are often the best indicators of engagement.  If the “audience” remains silent, hope that you are delivering a eulogy.

More to follow…

Bonus: Alleged “rules for how leaders ought to be” are dangerous as well. See Jim Stroup’s Leadership Footprint for a glimpse at how that can happen.

Source: Steve Roesler

David Ogilvy wrote the
book on modern advertising methods. The impact of his pioneering work
still
registers more than 50 years after he began helping his clients become
household names. (How embedded in your mind is Dove Soap, IBM, American Express, Nestle, Liquid Paper…?)

A core principle for great advertising is what Ogilvy called the
“Big Idea” and it fits perfectly for meetings and presentations, too. This is why I’m always buzzed to guide my clients through a sequence that will
take them there.

How to Get to Your Big Idea

1. Wade through the facts, figures and
themes of a topic until you can distill it to the point where it can be
expressed in fewer than 10 words.

2. Shape your message around those 10 words.

3. When your audience hears your presentation, what is it you want them to remember above all else? Tell them the name of your Big Idea and that that is what you want them to remember.

It Helps You, Too

Why is this useful? For starters, it’s the core of your
presentation and the reason you’re speaking in the first place. All of your remarks will focus on The Big Idea. Did you ever wonder how to tie in all of that supporting data your boss insists upon seeing? Simply relate each bit, explicitly, to The Big Idea.

Audiences typically remember as little as 10 percent of a
presentation if they are only exposed to the information once. Recall increases with repetition of key words; in this case, The Big Idea.

Think about this: You stand a chance of achieving more of what you want by saying it in 10 words or less.

Synthesize. Your audience will be happy to analyze for you.

Source: Steve Roesler

So, you’ve got a sense of the culture in your organization? Good.

Then it’s time to go one level deeper and begin to see clearly the norms that come together to create that culture. If norms influence the culture, then you need to be aware of how to influence the norms.

Norms are rules that a group uses to define its appropriate and inappropriate values, beliefs, attitudes and behaviors. The catch: Those rules may be explicit or implicit. And those unspoken norms will bite you every time if you don’t find out what they are.

Norms are so important that a failure to stick to the rules can result in severe punishment, the most feared of which is exclusion from the group. A common rule is that some norms must frequently be displayed; neutrality is seldom an option. Think about what “business casual” means in your company. Khakis and a golf shirt? Logo shirt? Jacket without a tie?

Your Norm Checklist

To help you and your colleagues identify norms, here are five very specific categories:

1. Explicit Norms are written or spoken openly.

2. Personal Norms: Standards we hold regarding our own actions.

3. Injunctive Norms: Behaviors perceived as being approved of by other people.

4. Subjective Norms: Expectations that “valued others” hold as to how we will behave.

5. Implicit Norms: Not stated openly; however, you’ll find out quickly when you break one!

Norms can be conveyed  by non-verbal behavior such as silence or ‘dirty looks’ in response to an unspoken norm having been broken. They may also be passed along through stories, rituals and role-model behavior. In Japan, new employees are assigned a mentor who, over time, passes along the company’s norms by sharing stories about people, situations, and the outcomes. No employee manual needed here; simply the storytelling of a more experienced employee.

What to Do

• Identify the rules you put on other people  as a condition for being in your group. Are these productive or convenient?

• What rules have the group put on you? Are they productive or convenient? Are there any which are particularly bothersome and unproductive?

What would happen if you made the implicit explicit?

Source: Steve Roesler

Rachel Esterline, blogging gurette at A Step Ahead, picked up on the like-ability factor in Are You Focused on The Right Thing? 

Rachel notes that she catches flak from some people who just don’t “get” the time she spends blogging. Yet, her blog has opened doors to her and she loves to write and connect in this way.

Does that mean that she should do something differently to silence her critics?

I hope not.

Like-ability, Integrity, and Relational Longevity

The idea of expecting everyone to like you is unreasonable, somewhat narcissistic, and will cause you to make yourself into something you are not. It’s sort of like “Who do I have to be at this moment so ____will find me likeable?” That’s pretty darned ingenuine and would, therefore, make one totally
unlikeable once people catch on to the scam.

The issue is this: We all enjoy connecting with people who listen to us, acknowledge us, and honor the fact that our viewpoint on a given issue may be different. Those who can hold fast to their values without dragging someone else into the mud in order to “make their point” appear to achieve two things:

1. A wide range of friendships and connections

2. Longevity with those in #1

Note: I didn’t consider my writing and speaking successful until people starting arguing vehemently and asking me to substantiate my position. When I factually or experientially substantiate my position, I do it and let the chips fall where they may. Anything less lacks integrity on my part, puts me in Wuss-land, and diminishes my professional stature. Likewise, if I find that I’m wrong in some way, it’s equally important to acknowledge the error as well as the contribution of the “adversary”.

Punchline: My observation is that intelligent, emotionally stable people simply want honesty. I may not like what I hear but I will certainly respect the person who delivers the truth.

Do you want to be flattered by a liar or told the truth by a person of integrity?

Perhaps genuine like-ability also has a time and truth equation included. Which is why we should beware the inclination to fawn over charismatic figures in all areas of life whose only real attribute seems to create a good “feeling”  in the moment.

Source: Steve Roesler

More knowledge, more certifications, more degrees, more credentials.

Technical wizards, scientists, and other professionals seem to believe that more skill leads to successful careers. The goal: become an expert in your chosen field. 

While education and expertise are important, research studies show that people respond positively to
those they like. The highest levels of achievement and recognition come to those who mix expertise with like-ability. People prefer to do business with and buy products from people they like.  Mitch Anthony, author of Selling with Emotional Intelligence, says straight out: “Like-ability is as important as ability.” 

While you may not be in sales, your like-ability impacts your credibility and your credibility impacts how influential you become.  

Think on these:

• Accept the fact that developing like-ability is an important success strategy.

• Take time to discover and mention–without expecting anything in return–the connections and similarities you may have with others.

• Initiate small courtesies and expressions of appreciation regardless of the other person’s organiztional status.     
  

• Keep gossip and unkind remarks unsaid.

A Quick and Simple Like-ability Inventory

Let’s leave the Deltas and statistical probabilities out of this. Your answers to these can give you a darned good idea of where you may be in your like-ability journey:

• Do you like people?
• Do people like you?
• Are you a good listener?
• Do people confide in you?
• Do you compliment others easily?
• Do you smile often?
• Do others seem genuinely happy to see you?
• Do you look on the bright side of things?
• Are you happy with yourself?

Whether you are getting ready for a presentation, a job interview, or a sales call, these diagnostic questions will provide personal insight and remind you where to increase your focus.

Source: Steve Roesler

Smart managers and employees know that influence involves knowing one’s self and understanding how to navigate the “how to” of the organization. That means paying attention to the corporate culture and learning how to get things done according to the often-unspoken rules.

I try to practice what we preach in our consulting work by offering as many ways as possible to look at–and learn about–a certain dynamic. Influence and Culture Part I showed one useful cultural model; here’s another model that I hope will add to your understanding.

Charles Handy’s Take on Culture

Charles Handy has created a typology of organizational cultures
with respect to their priorities and modes of operation. Here is his contribution:

Power Culture:  ‘Zeus‘ (could be likened to a spider web)

There is only one source of power and influence (a group of leaders)
striving to maintain absolute control over the organization along threads diverging from the center to the outside of the organization.
The horizontal “rings” in the web reflect other relations (functional, social) but they are not as

 strong as the central threads. Related decisions are made under the influence of the leaders’
priorities vs. procedures. Individuals
from the heart of the web have information and control. This type
of organizational culture is suitable for an unstable environment needing  quick response times. Problem: the quality of the
actions depends chiefly on the leaders’ competence. Power culture seems to work best in small organizations. Too much growth may break down the
culture. In fact, loss of the leader may even signal the end of the organization.

Role Culture: ‘Apollo’ is reminiscent of an ancient Greek temple. This culture’s strength lies in
its specialization. Every pillar is almost an independent department
or project (think “Greek silos); the specialists and their functions may also be pillars.
Each pillar’s operation and cooperation among them is coordinated by
the senior leadership council/procedural overseers, who could be viewed as the temple’s roof.

These tend to be bureaucratic organizations. Cooperation among
the pillars is based upon
procedures and job descriptions. In this
culture, effectiveness depends on rational goal setting and allocating
financial means to the pillars. Power depends on the formal position in
the organization’s structure rather than sheer performance.

The employee’s role is more important than the person assuming this
role. This type of culture is suitable for a stable environment when
the goals don’t change much and specialized teams can be
established for each goal. Problems arise when a sudden change takes
place in the environment and one of the “pillars” is no longer needed.
The organization may actually fall apart when the “roof” is gone.

Task Culture: ‘Athena’

This culture may be portrayed as a
net with some ropes thicker and stronger than others. In this
culture, emphasis is placed on getting the job, task, or project done. Power stems from knowledge and experience in tackling this type
of task. Task culture is targeted at teamwork and a group achieving a
common goal.

This culture’s chief advantage lies in its flexibility and
ability to adjust to changing conditions. Work groups are created to
handle specific tasks and are dissolved when the task is over. The same
individuals  create new teams tailored to the latest needs.

Task culture is capable of rapid actions. It is managed by experts
rather than  positions. Control is very difficult to exert; it is
actually possible only when resorting to milestones or by monitoring
the key individuals’ work. Effectiveness is ensured by quickly moving
around resources from individuals to projects and back. Problems may
arise when access to information and resources is limited. With
long-term projects and a stable environment, task culture may transform
into role culture.

Person Culture: ‘Dionysus’

In this scenario the organization is all about the individuals in it. These companies
exist to satisfy the requirements of the particular individual(s)
involved in the organization. The company’s role is reduced to
organizing a comfortable workplace. They typically exist among lawyers,
accountants,
architects and consultants: specialists often practicing what might be called the “liberal” professions. An individual may leave the company
but the company often exercises  no right to make decisions about the employee.

Note: Changing economic circumstances have also brought changes to the cultural norms in these organizations. What was once a collegial assembly of professionals can now be managed as closely as any of the other cultures.

Influence over the course of a career means organizational understanding of what’s happening, how, and why. A good way to practice using your cultural antennae is to start with Jackie Cameron’s suggestion to sense the mood in the room.

Source: Steve Roesler