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İçerik Greg Story and Dr. Greg Story tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Greg Story and Dr. Greg Story veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.
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Leader Charisma

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İçerik Greg Story and Dr. Greg Story tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Greg Story and Dr. Greg Story veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.

There is an abundance of definitions on what is charismatic leadership? The definition proffered during a recent webinar was uncontroversial and acceptable: emotional and intellectual engagement, inspiration to go the extra mile – all quite reasonable elements. Somehow that left me feeling vaguely unfulfilled.

Reflecting on charismatic leaders, what was it about them that made them so attractive? Of course they were highly skilled, experienced and professional. Yet their technical knowledge wasn’t the distinguishing feature, because hosts of uncharismatic leaders are equally skilled. Great communicators, they capture the key points, are concise, insightful, engaging. No shortage of would-be charismatic leaders with this resume but no cigar. Optimistic, positive, high energy, fast paced, dynamic – yes all good points, but there was still something missing.

I think the missing piece of the puzzle here is the way charismatic leaders make us feel when we are with them. I have heard that in his prime Bill Clinton would speak with you and make you feel like you were the only person in the room, despite being one person in a massive crowd.

What are some relevant behaviours we can adopt to make us more charismatic?

Begin with praise and honest appreciation. This must be genuine and linked to actual behavior, not vagaries. There isn’t a lot of praise and appreciation floating around in the business everyday, because a lot of leaders are Driver personality styles, who prioritise task completion over building people. We can be different – we can look for the good, the strengths in our people and play to those rather than lurking around the cubicles with our super fault-finder nuclear harpoon at the ready. If we find fault, call attention to it indirectly. We should also use encouragement and make the fault seem easy to correct. Let them save face, don’t create a barrier by lambasting them. Give the other person a fine reputation to live up to. This means seeing people at their best and treating them that way rather than the opposite.

We can ask questions, instead of giving direct orders. Socrates was on to the power of this approach centuries ago, but the typical boss today is still an order dispensing machine. When we tell, we own the task - when we ask, our people own it. We all own the world we help to create, so be the boss who gets help creating that world. Make them feel happy about doing the thing you suggest.

Is this easy – no, but if our behavior is the driver then we need to persistently and permanently change our approach.

  continue reading

266 bölüm

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iconPaylaş
 
Manage episode 448936460 series 2553835
İçerik Greg Story and Dr. Greg Story tarafından sağlanmıştır. Bölümler, grafikler ve podcast açıklamaları dahil tüm podcast içeriği doğrudan Greg Story and Dr. Greg Story veya podcast platform ortağı tarafından yüklenir ve sağlanır. Birinin telif hakkıyla korunan çalışmanızı izniniz olmadan kullandığını düşünüyorsanız burada https://tr.player.fm/legal özetlenen süreci takip edebilirsiniz.

There is an abundance of definitions on what is charismatic leadership? The definition proffered during a recent webinar was uncontroversial and acceptable: emotional and intellectual engagement, inspiration to go the extra mile – all quite reasonable elements. Somehow that left me feeling vaguely unfulfilled.

Reflecting on charismatic leaders, what was it about them that made them so attractive? Of course they were highly skilled, experienced and professional. Yet their technical knowledge wasn’t the distinguishing feature, because hosts of uncharismatic leaders are equally skilled. Great communicators, they capture the key points, are concise, insightful, engaging. No shortage of would-be charismatic leaders with this resume but no cigar. Optimistic, positive, high energy, fast paced, dynamic – yes all good points, but there was still something missing.

I think the missing piece of the puzzle here is the way charismatic leaders make us feel when we are with them. I have heard that in his prime Bill Clinton would speak with you and make you feel like you were the only person in the room, despite being one person in a massive crowd.

What are some relevant behaviours we can adopt to make us more charismatic?

Begin with praise and honest appreciation. This must be genuine and linked to actual behavior, not vagaries. There isn’t a lot of praise and appreciation floating around in the business everyday, because a lot of leaders are Driver personality styles, who prioritise task completion over building people. We can be different – we can look for the good, the strengths in our people and play to those rather than lurking around the cubicles with our super fault-finder nuclear harpoon at the ready. If we find fault, call attention to it indirectly. We should also use encouragement and make the fault seem easy to correct. Let them save face, don’t create a barrier by lambasting them. Give the other person a fine reputation to live up to. This means seeing people at their best and treating them that way rather than the opposite.

We can ask questions, instead of giving direct orders. Socrates was on to the power of this approach centuries ago, but the typical boss today is still an order dispensing machine. When we tell, we own the task - when we ask, our people own it. We all own the world we help to create, so be the boss who gets help creating that world. Make them feel happy about doing the thing you suggest.

Is this easy – no, but if our behavior is the driver then we need to persistently and permanently change our approach.

  continue reading

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Presenters get this wrong. Avoid creating a barrier between yourself and the audience. Presenters are often elevated on a stage or positioned at the front of the room, surrounded by podiums, slides, lighting, and microphones, all of which can inadvertently distance them from their audience. In Japan, standing above a seated audience requires an apology at the start of the speech, as such positioning implies superiority in a hierarchy-conscious society. Similarly, using a commanding voice or overly formal demeanour can create unnecessary separations. Instead, focus on building rapport and connection. To persuade your audience effectively, remove as many barriers as possible. Speak conversationally, as though addressing close friends with whom trust and familiarity have already been established. This approach creates an atmosphere of shared confidences, making the audience feel they are privy to special insights and data. Transition from speaking at your audience to speaking with them. One practical technique is to engage with your audience before the presentation. Arrive early, converse with attendees, and ask about their reasons for attending. Incorporate these interactions into your talk. Mention names and comments from the audience to create a sense of inclusion and intimacy. For example: “Suzuki-san mentioned an interesting point earlier,” or, “Obayashi-san shared new data during our chat before lunch.” Recognizing individuals publicly not only builds connection but also enhances their sense of value. Adjust your tone to be more inclusive and conversational. Speak as though you’re chatting over a backyard fence rather than addressing a formal audience. Use gestures to draw people in, such as extending your arm with an open palm or miming an embrace of the entire audience. Maintain eye contact for about six seconds per person to ensure inclusivity without discomfort. Self-disparaging humour can also break down hierarchy. Boris Johnson, for example, uses humour to appear more relatable, despite his elite background. While you shouldn’t take yourself too seriously, avoid overdoing it, as excessive self-deprecation can seem insincere or manipulative. To foster connection, shift your mindset to a friendly, informal setting. Include your audience in your presentation, adopt a conversational tone, and use gestures and humour to build rapport. These strategies make your delivery engaging, memorable, and effective.…
 
Salespeople often hope for straightforward buyers who buy without hesitation. However, reality is rarely so simple, and objections are actually critical to the sales process. When buyers hesitate, it signals interest, as it means they are considering potential issues. If buyers show no interest and raise no questions, that’s a warning sign—they’re not truly engaged. Objections suggest a mental commitment to the purchase, as buyers are naturally cautious and want to resolve potential risks before moving forward. In sales, objections reveal an intent to purchase and can guide us in addressing any reservations the buyer may have. When a buyer has no objections and doesn’t ask questions, they’re likely not invested in the product or solution, which could mean a failed sale. This is especially true in cases of high-cost or complex products; questions and objections indicate the buyer is working through a mental checklist and seriously evaluating the purchase. Addressing these concerns builds trust and moves the buyer closer to a decision. In Japan, decision-making is often done collectively, through a process called the ringi system, where various stakeholders in the company must approve the purchase. The individual in the sales meeting may be gathering information for others, not the final decision-maker. Consequently, they may raise fewer objections, not because they lack interest but because they’re not the end-user or the final decision authority. This can be misleading for the salesperson, who may not realize they still need to engage other decision-makers. A recent sales example illustrates this point: during a pitch to a financial institution with a scope ten times larger than they anticipated, the representatives raised few objections. This lack of questions signaled that they were likely not the decision-makers. This highlights the need to address the real stakeholders and make sure objections are raised and answered to progress the sale. No objections can indicate that the salesperson hasn’t demonstrated enough value or urgency. The true objective isn’t just a one-time sale; it’s to build a long-term partnership and ensure reorders. To achieve this, buyers need to feel confident they’re making the best choice for their business, requiring the salesperson to prove the product’s value and address any concerns that could prevent future purchases. Key Points Objections show genuine buyer interest and intent. No questions mean the buyer likely isn’t engaged or ready. In Japan, decisions often require broad approval, meaning the salesperson may not meet all stakeholders. Addressing objections builds trust and confidence, essential for long-term partnerships.…
 
Is speed expensive? Constant hustling can lead to large and small errors of judgment. We get so caught up in living 24/7 lifestyles that we start missing big pieces of the success puzzle. People are the key to most businesses, but look at how we treat them. We hit the panic button on a piece of work and make everyone jump through hoops to make sure the deadline is met. We either end the sentence for the person we are speaking with or we cut them off and lunge in with our own preferred words and ideas. Doing more, faster with less, we are constantly hustling to gain time. The process becomes addictive. The unrelenting daily email tsunami pushes us to gain extra time - all the time. Our “contemplative self” is subsumed by the “mad rush us”, leaping around like a lunatic. Imagine if every interaction you have with others, where you are focused on hustling for your personal gain, came back to haunt you. How would this change your behavior? You would definitely take more care about the people around you, how you spoke with others and your general interactions with humanity. You would be more considerate of others. The slow food movement was a reaction to the impersonalisation of the food service industry. We need a slow business movement to do the same thing in the way we run our businesses. Contemplation is vaporizing as we constantly hustle. Who we really are and what we actually stand for in our value system is getting bent out of shape. So if you find yourself hustling like mad, stop and ask yourself, what is the cost of all this speed? What am I actually doing with all of these contraband minutes? Unleash the contemplative you instead and practice tuning yourself into other people. This is the universal, timeless, key business success skill – our ability to do well in our engagement with others and we are in danger of losing it…
 
The beauty, weight loss, fashion, and entertainment industries project fantasies of success, often leaving people feeling inadequate. Comparing ourselves to wealthy actors, sports stars, or CEOs can amplify dissatisfaction with our own lives, making us wish we’d been born with better resources, opportunities, or advantages. However, dwelling on these thoughts isn’t productive; we aren’t going to be dealt a different hand in life. While past mistakes, poor choices, or unfavorable circumstances may weigh us down, it’s essential to stop focusing on what we cannot change. Instead, shifting our energy toward what lies ahead helps us progress. Many get caught up in revisiting past errors, but to move forward, it’s crucial to leave those burdens behind and focus on present strengths and opportunities. Moving forward means becoming our own "first responder." When disaster strikes, first responders act quickly to save lives. Similarly, no one will swoop in to rescue us, so we must act on our own behalf, developing a rescue plan to overcome mental barriers that limit us. While we can’t forget our past, we can stop letting it incapacitate us today. Worrying about past events doesn’t alter them. Instead, mentally “compartmentalize” these memories, so they don’t spill over into our present. With the past contained, the next step is to focus on our strengths. One of the most significant assets anyone has is time. Whether spent productively or otherwise, time is ours to use, and how we spend it determines our future. By viewing time as a key resource, we can direct it toward building the life we want. To use time effectively, set a clear vision for where you want to be. From there, identify specific, realistic goals and action steps. Progress may feel incremental, but with every action step, momentum builds, moving you closer to your vision. This process requires only a small amount of your most valuable asset—time—and yields a future crafted by your own efforts.…
 
"The good is the enemy of the great" reminds us that competent speakers often fall short of their full potential, delivering presentations that are solid but forgettable. Many presenters lack that extra energy—the metaphorical "ten degrees of heat"—needed to elevate their talk from adequate to impactful. An intelligent, prepared presenter can cover content, address questions, and complete their talk. Yet, without that added intensity, the presentation fades from the audience's memory almost instantly. The issue is usually a lackluster opening. When speakers start speaking at the same level as their pre-talk chatter, they fail to signal a shift to something meaningful, making it easy for the audience to remain passive. Audiences arrive distracted, their minds already full, so the first words must forcefully capture attention. The beginning of a presentation should demand focus, with language that grabs listeners and prepares them to engage. Opening with a vivid story, an intriguing statistic, or a compelling quote can draw people in. These "hooks" are essential in creating a memorable experience. This attention-grabbing start should also include physical tools like eye contact, voice modulation, and gestures. Using a strong voice and adding gesture strengthens the overall impact, forcing people to focus. Eye contact is essential, even with large audiences, as it creates a sense of connection and accountability. Directing focus to individuals for about six seconds at a time gives a sense of shared attention and purpose. Physical positioning is another tool. Moving closer to the audience or adjusting posture to convey authority and warmth can amplify the connection. For example, standing over a seated crowd can add power to the speaker’s presence. These non-verbal cues, combined with vocal dynamics, engage the audience effectively. Once a speaker has captivated the audience, the next task is maintaining that energy. Vocal variety, pauses for effect, and energy level must be sustained to prevent the talk from slipping into a monotone that loses attention. Pauses build anticipation and emphasize key points, making the talk more memorable. A good start sets the tone for a powerful presentation. Sadly, many speakers start flat, stay flat, and finish flat, leaving audiences unimpressed and unengaged. Don’t let that be your presentation. Action Steps Recognize that audiences are often inattentive at first. Understand you’re competing with short attention spans and various distractions. Use a strong opening to grab attention. Leverage voice, eye contact, body language, and positioning for impact. A powerful beginning makes it easier to sustain energy throughout.…
 
Hearing “no” isn’t easy, especially in sales. It’s a rejection we often react to emotionally, pushing harder in hopes of reversing the answer. However, immediately countering objections is usually ineffective, as this response is driven more by impulse than by strategy. A better approach is to use a “cushion”—a neutral statement that buys a few seconds to regroup and keeps the conversation calm. For example, if a client says, “it’s too expensive,” respond with, “It’s important to have good budget management,” instead of jumping into a justification. This brief pause lets you refocus and prompts you to ask “why” instead, uncovering the real reasons behind the client’s objection. Hearing a reason like “it’s too expensive” is often just a headline—surface-level feedback that may mask underlying concerns. Much like retail shoppers who claim they dislike a color to avoid revealing they can’t afford the item, buyers may deflect to avoid discussing their true reservations. Digging deeper is essential. Asking “Why is that a problem?” and probing further helps reveal their actual issues, and asking, “Are there other reasons?” ensures you’ve gathered all potential objections. Once the main reason is identified, determine if it’s based on fact or misconception. False information may require a firm rebuttal backed by evidence. If the objection is legitimate—like delivery time issues tied to quality standards—acknowledge it, explain, and see if there’s a workaround. In cases where finances are the concern, reframing your product as a solution to help improve their business can be effective. The key is addressing objections only after fully understanding the client’s perspective. Without this understanding, you risk wasting time on objections that don’t address their real concerns. Ultimately, by pausing, asking strategic questions, and prioritizing key objections, you can either resolve the issue or determine that it’s best to move on to another client who can benefit from your offer.…
 
Visionary leaders are often seen as motivators and guides, but to lead effectively, they must first have a clear vision for themselves. Many people offer sound advice to others while neglecting to apply it in their own lives, which can undermine their credibility as leaders. To be a visionary, one must back their vision with specific goals. Living an “intentional life” is a good starting point; it means choosing to accumulate meaningful experiences instead of drifting aimlessly through life. Before focusing on a corporate vision, individuals should concentrate on their personal vision. If one’s life is disorganized, it’s difficult to inspire order in an organization. A future vision should reflect the life one desires: where to live, who to be with, and what fulfills and entertains them. In the corporate world, significant resources are dedicated to defining a brand’s direction. Individuals should apply the same rigor to their personal branding. This involves envisioning the ideal location and style of one’s future home, including details about its color, design, and surroundings. By creating a vision book with images and words, one makes this vision more tangible. To live intentionally, it’s essential to visualize objectives in detailed, concrete terms. This includes contemplating the person one aspires to become, relationships with others, travel experiences, preferred styles, and even choice of vehicle. Crafting a detailed picture of the desired future state helps solidify goals. Once the vision is established, it’s crucial to set goals that align with this vision. Goal-setting is most effective when roles in life are considered. People often focus solely on professional objectives, neglecting their multifaceted nature. Each person plays various roles—spouse, parent, friend, etc.—and should establish corresponding goals in areas like finance, health, and personal development. These goals must connect back to the personal vision. While the vision serves as the destination, goals are the vehicles that facilitate progress. Establishing a timeline for achieving the vision necessitates creating milestones for the goals to ensure accountability. Zig Ziglar once said, “You can have everything in life you want if you will just help other people get what they want.” To be a visionary leader, one must assist others in realizing their goals. The first step is to get one’s own life in order. This focus will establish the leader’s credibility and capability to support their team’s ambitions. When leaders successfully help their teams achieve their goals, they foster cooperation and become true visionary leaders.…
 
The saying goes that there are "lies, damn lies, and statistics," and in the world of presenting, an often misquoted statistic claims that 55% of audience impressions are based on appearance. While this stems from Professor Mehrabian's research at UCLA, it's crucial to understand the context: this percentage applies when the content and delivery of a presentation are incongruent. When a speaker's words don’t match their presentation style, audiences can become distracted, especially in today’s world filled with distractions like smartphones. As speakers, it’s our responsibility to maintain audience engagement. High-energy presentations, which I strive to deliver, can generate heat, making clothing choices critical. For instance, I avoid wearing light blue shirts, as sweat can create a distracting two-tone effect. Instead, I prefer white shirts and always wear a jacket to maintain a professional appearance. The sight of a speaker with sweaty armpits is unappealing and distracting. Proper fit is also essential. An ill-fitting suit can disrupt the audience's focus. I recommend avoiding bright jackets during presentations; they draw attention away from your message. Instead, keep the focus on your words. When presenting on a panel, be mindful of your posture, especially with leg crossing. It can lead to awkward views of hairy legs or ankles. To avoid this, I wear long socks. While I enjoy bright ties, I choose muted options for presentations to prevent competing for attention with my face. One of my pet peeves is when men allow gaps between the tie knot and shirt collar. This oversight can be distracting. I also shorten my tie length slightly so that it doesn’t peek out from under the jacket, which helps maintain a polished appearance. Attention to footwear is also crucial. Shoes should be spotless and well-maintained; scuffed shoes convey a lack of professionalism. Ensure that your belt matches your shoes—brown with brown and black with black. Mismatched accessories can undermine your credibility. Nametags, often made of distracting plastic, should not be worn while presenting. Instead, place them on the table or lectern to avoid visual distractions. While this discussion primarily addresses men’s attire, similar principles apply to women. The key is to prioritize facial visibility over fashion, ensuring that nothing detracts from the power of your message.…
 
Salespeople often fall into a rhythm of easing off as the year-end approaches, especially in Japan, where the fiscal year ends in March. This period, leading up to the holiday break, can see a decline in productivity that equates to 8% of the year. To maximize sales, it’s essential to maintain focus and activity through December. One effective strategy is to reach out to existing customers. Even if they are currently utilizing some of our solutions, there are often additional products or services they may not yet have considered. To identify these opportunities, create an Opportunity Matrix, listing available solutions at the top and clients on the side. Use check marks to denote what clients are currently purchasing and mark potential sales chances as A, B, or C for follow-up discussions. December is also an ideal time for prospecting, particularly by reconnecting with “orphans”—clients with whom you previously had a relationship but have since lost contact. Various factors, such as changes in personnel or economic conditions, may have caused these clients to drift away. Use this time to reach out, even if meetings may not occur until January. Another crucial action is to identify look-alike targets—companies in the same industry as current clients that would likely have similar needs. Instead of random calls, conduct targeted outreach to these potential clients, leveraging existing industry knowledge to craft compelling opening conversations. Finding the right decision-makers can be challenging, particularly in Japan, where information is not always readily available. Annual reports can provide insights into key personnel, while social media platforms like LinkedIn might also help, though penetration in Japan is relatively low. Utilize your network for referrals, and if necessary, refine your credibility statement to get past gatekeepers and reach decision-makers directly. When communicating with potential clients, emphasize your experience with their competitors to strengthen your credibility. Present a general statement about your services, back it up with evidence of successful collaborations with similar companies, and assert your authority to command a direct connection to the decision-maker. Ultimately, the goal is to expand the sales pipeline and maintain momentum through December, setting up meetings for the new year. In Japan, December, known as "shiwasu," signifies a busy time when teachers are on the move. Similarly, salespeople should stay active and focused as the year closes, ensuring a strong finish and a robust start to the new year.…
 
Leaders often rely on “automatic trust,” stemming from their authority, to gain compliance from team members. However, achieving genuine, “earned trust” is crucial for fostering motivation and commitment within a team. Unlike automatic trust, earned trust develops through consistent, authentic interactions where leaders show integrity in both “talking the talk” and “walking the walk.” Without earned trust, delegation becomes risky, as leaders may feel their team won’t reliably handle tasks, which hampers time management and the team’s growth. Conversely, when trust is high, team members willingly give discretionary effort, displaying greater creativity, dedication, and initiative. Building and maintaining earned trust requires time and steady effort. Leaders may inadvertently undermine trust by losing their temper, rejecting ideas without consideration, or failing to follow through on promises. Moreover, insufficient communication—where leaders focus on issuing orders instead of explaining, listening, or seeking input—can erode trust. Effective communication involves explaining the purpose of tasks, listening to team concerns, and fostering mutual understanding. A significant challenge in cultivating trust is finding the time for these trust-building interactions amidst a busy schedule. Leaders who don’t delegate effectively often have less time to engage meaningfully with their team, leading to a vicious cycle of mistrust and lack of delegation. To break this loop, leaders must prioritize one-on-one time with team members, understanding their motivations, interests, fears, and goals. These personal insights allow leaders to align delegated tasks with individual career paths and developmental needs, building a sense of purpose and accountability within the team. For successful delegation, it’s essential that leaders approach each task with their team member’s growth in mind, involving them in planning and monitoring progress. This process demands dedicated time, which may be easily deprioritized due to competing obligations, but committing to these conversations ultimately pays off by strengthening trust. In sum, building trust is an ongoing process that requires leaders to change their mindset, habits, and time allocation. Rather than repeating the same experience annually, leaders must continually work to strengthen relationships with their team. Earned trust not only requires effort but is invaluable in elevating team cohesion, individual motivation, and collective success. Consistent attention to these trust-building efforts results in a lasting foundation of trust within the team. Action Steps: Recognize the difference between position-based and earned trust. Develop delegation skills that foster growth. Reflect on whether genuine communication is occurring. Dedicate time to knowing your team deeply.…
 
There is an abundance of definitions on what is charismatic leadership? The definition proffered during a recent webinar was uncontroversial and acceptable: emotional and intellectual engagement, inspiration to go the extra mile – all quite reasonable elements. Somehow that left me feeling vaguely unfulfilled. Reflecting on charismatic leaders, what was it about them that made them so attractive? Of course they were highly skilled, experienced and professional. Yet their technical knowledge wasn’t the distinguishing feature, because hosts of uncharismatic leaders are equally skilled. Great communicators, they capture the key points, are concise, insightful, engaging. No shortage of would-be charismatic leaders with this resume but no cigar. Optimistic, positive, high energy, fast paced, dynamic – yes all good points, but there was still something missing. I think the missing piece of the puzzle here is the way charismatic leaders make us feel when we are with them. I have heard that in his prime Bill Clinton would speak with you and make you feel like you were the only person in the room, despite being one person in a massive crowd. What are some relevant behaviours we can adopt to make us more charismatic? Begin with praise and honest appreciation. This must be genuine and linked to actual behavior, not vagaries. There isn’t a lot of praise and appreciation floating around in the business everyday, because a lot of leaders are Driver personality styles, who prioritise task completion over building people. We can be different – we can look for the good, the strengths in our people and play to those rather than lurking around the cubicles with our super fault-finder nuclear harpoon at the ready. If we find fault, call attention to it indirectly. We should also use encouragement and make the fault seem easy to correct. Let them save face, don’t create a barrier by lambasting them. Give the other person a fine reputation to live up to. This means seeing people at their best and treating them that way rather than the opposite. We can ask questions, instead of giving direct orders. Socrates was on to the power of this approach centuries ago, but the typical boss today is still an order dispensing machine. When we tell, we own the task - when we ask, our people own it. We all own the world we help to create, so be the boss who gets help creating that world. Make them feel happy about doing the thing you suggest. Is this easy – no, but if our behavior is the driver then we need to persistently and permanently change our approach.…
 
Many people ask us at Dale Carnegie, what should I do with preparing my slide deck for my key note presentation? What’s too much? What’s too little? What’s the best way to make this work for me? That is what we will explore in this week’s show. Here’s some guidelines for using visuals. Less is definitely best. On a screen try to avoid paragraphs and sentences. If you can, use single words, and bullet points. Single words can be very very powerful. Just one word or even just one number can be very very powerful and then you can talk to the number, or you can talk to that word. Or just a photograph or a simple visual and you talk to the visual. You don’t have to crowd the screen with stuff that we can read ourselves. What you really want is the audience to be focused on you, the presenter and not what’s on the screen. This is very critical. We don’t want the screen competing with us so the less you have up there the better, because people look at it two seconds, they’ve got it and then they come back to you. Which is where you want them. And I mention that two seconds because I believe that the two second rule is a key rule. If you are putting something up on screen and an audience cannot see that and understand it within two seconds, it’s probably too complicated. Generally the six by six rule means that less is best. Six words on a line and six lines maximum on a screen is good. With fonts, try to make fonts easy to read. You might use for the title 44 font size, and for the text a 32. In terms of font types, sans serif fonts like Arial are very easy to read. For visibility, be careful about the using underline and bold. Italics are also not easy to read. Pictures are great. Pictures have a lot of visual appeal and as we say, a picture is worth a thousand words. In two seconds they’ve got it. Now they’re ready for your words to talk about the relevancy of this visual image. Colors are tricky, you rarely see people using them. Colors like black, blue, green - they work very well on a screen. Stay away from oranges, greys and red. Black and blue work together well as a contrast, as does green and black.…
 
We get lazy. We start cutting corners. We get off our game. We chill, cruise and take the foot off the pedal. Sales is demanding and a life of constant pressure. The temptation is when we get to a certain level of success we think well, we have done enough. We can justify that coffee break, that longer lunch, coming in late after the first mid-morning appointment and heading home early after the last early afternoon appointment. This is not how the pro thinks. We should be getting our hustle on, getting our motivation going, setting out sights high. We have to have a showdown with “average is good enough” self talk. We need to make sure we are doing the basics like a demon on fire. The pipeline tells no lies. It is either looking good or it is looking bad. That pipeline will determine the amount of business we can do in any given quarter and in any year. We need good basics in play to stuff that pipeline full of qualified clients. There are basics in sales we quickly try to short circuit. We are fooling ourselves. We need to have time allocation every day for prospecting. In the process of doing that, we should be polishing our pitch until it is tight and has a massive hook attached to it. We need to be parsimonious with the words to explain all of that. We need to be eloquent with the explanation of the hook, as to why the person answering the phone should bother to connect us with the line manager we wish to speak with. Every industry needs a specific hook, based on the pain points of that business. The pitch is canned and not canned at the same time. It has some common elements which are the best composed explanation of who we are, etc. The why you should care part, needs to be specific to that industry, the sector, the market, the firm in question at this point in time. We need to treat every lead coming in from our website, be it from an SEO enquiry or a paid click though from our ads like it was on fire. If we don’t get in touch with that potential buyer right now, the lead will combust further and become a burnt, unrecognisable cinder. Soon it will be too cold and too feeble to sustain the follow up call required. We have to fight complacency. The enemy of great is good. So no being satisfied with good is allowed! Don’t forget our sale’s pro basics need constant work, permanent polishing, endless eagerness.…
 
Before Shinya Katanozaka became President of ANA Holdings he came up with a genius idea. Allow the passengers to order breakfast, lunch and dinner whenever they pleased. Passenger surveys showed the clients were in full agreement. What the boss had not anticipated was that passengers would order the meals immediately on take-off, making it impossible to deliver on the promise. The plan was soon scrapped. The point here is not about being willing and unafraid to try new things, in order to differentiate ourselves from the hoi polloi of the competition. That courage and motivation is exemplary. The real issue is that no one inside the ANA organisation told him the “Emperor Has No Clothes”. When you have dynamic leaders, you often get the “success at all costs no matter what” dynamism, that comes as part of their personality package. They are mentally strong, persuasive, disciplined, hard working, intolerant of weakness, tough, masterful and basically a handful for everyone around them. As leaders in Japan, one of our biggest fears is ignorance. We may come up with a genius idea that is actually rubbish. The age, stage and power hierarchy here ensures no one wants to stand out by “speaking truth to power”. Subordinates learn quickly that taking personal responsibility for anything is a risky business. You become a powerful advocate for your own opinion, you are ace at debate, you can wrangle with the best of them to get your way. Hasn’t that been your formula for your massive success so far? Why change what is working? If the people around us don’t feel the trust to speak up, without being decimated by our forceful personalities, then we will keep on building our ladder higher and higher, better and better up against the wrong wall Listening to others is a new skill for most bosses, so it will take time to bed it down. The key is to slooooow down. To give our 100% concentration to the person in front of us. To really listen to them for a change. We have built up a reputation of not listening, of being the bulldozer, of pushing through regardless and of being oblivious to dissenting opinions. This will not get turned around in a day. This is the work of months of effort. This must become the new behaviour change we need to install, if we want to draw on the full power of all the opinions at our disposal. Here is the real crunch point – we have to become more humble about the validity of our own judgment and experience. Got it boss?…
 
Whenever I am in the USA, I love watching the different television preachers in action. I noticed they are master storytellers, usually using Bible incidents to make a point in the here and now. The parables in the Bible are all mini-episodes, which teach a point about success. They are definitely on to something with their storytelling expertise. As speakers, we have a topic to address, a key message we want communicate and the platform to do so. How can we add memorable, interesting stories to our talk which will bolster the point we are making? The best stories are the ones people can see in their mind’s eye. It is a bit like reading a novel, after you have seen the video series or the movie based on the book. You can easily picture the scenes, the situation, the characters, the backdrops, etc. when you read the text. This is what we should be looking to create. Short descriptions of incidents that inform a certain course of action. There should be people involved, preferably people they know already. We want locations they can see or imagine. We weave our point into these stories and draw conclusions for the audience on what course they should take. So, plan the talk well and paint a picture of the season, the location interiors, the people involved. We want the listeners to be able to see all of this in their mind’s eye. Combining storytelling, with a bit of showmanship, is a powerful move. Being energized will help us get our message through all the competing noise in a busy life. We need to use showmanship in moderation though or it can quickly feel manipulative. It will however lift the energy in the audience and grab their attention, as you download your key points. Try adding some excellent, illustrative stories into your next presentation and also see where you can add in some showmanship, to engage with the audience members. Let’s use storytelling to become much more memorable as presenters, but in a good way!!!…
 
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