by Carley Sime, Forbes Magazine, 4/30/19.
by Carley Sime, Forbes Magazine, 4/30/19.
by Paloma Cantero-Gomez, Forbes Magazine, 5/9/19.
“…there are two types of speakers. Those who get nervous and those who are liars.” (Mark Twain).
However, there are also thousands of different tips that can help you to rock it and even enjoy it.
1. Start with a shocking fact
2. Introduce your project/product by comparing to other more successful projects/products
3. Make it interactive
4. Make the slide visual. Avoid text
5. Ask for questions. Praise people’s questions. Answer questions
6. Take notes of people’s inputs
7. Ask the audience for takeaways
Every excellent presentation ends with a neat list of key takeaways. Engaging speakers do not provide them for free but work together with the audience, so actually, it is the audience who came up with the main findings…
by Carmine Gallo, Forbes Magazine, 2/28/19.
Cognitive scientists have a reasonably good idea of when audiences will stop listening to a presentation. It occurs at the 10-minute mark...Neuroscientists have found that the best way to re-engage a person’s attention when it begins to wane is to change up the format of the content.
There aren’t too many commercially successful one-person plays. Few people can pull it off…. include members of the team. Hand off a portion of the presentation…
If you can’t bring someone else along, do the next big thing and show a video… Apple does this with nearly every keynote when they show a video of chief designer, Jony Ive, describing the features of a particular product…
Steve Jobs was a master at using props. In 1984, Jobs didn’t have to pull the first Macintosh out of a black bag like a magician. But he did. In 2001, Jobs didn’t have to pull the first iPod out of the pocket of his jeans. But he did. In 2008, Jobs didn’t have to pull the first MacBook Air from a manila envelope. But he did. Props are unexpected. They get attention.
Former Apple evangelist and venture capitalist, Guy Kawasaki, says demonstrations should start with “shock and awe.” In other words, don’t build up to a crescendo. Show off the coolest thing about your product in the first sixty seconds…
A presentation shouldn’t be about you. It’s about your audience and how your product or service will improve their lives… Change it up by pausing and inviting questions before you move on to the next section.
Commentary by Dr. Whitesel: When undertaking change the second step is to form a guiding coalition which includes people who are not in favor of the change. This guiding coalition will therefore be able to craft a plan that is amicable to both those pushing for change and those who are part of the status quo. This strategy (from Harvard professor John Kotter), is supported in a new book by noted presidential historian Doris Kearns Goodwin. Studying presidential history, she found the best presidential leaders had people who disagreed with them on their Cabinets, which gave the president a fuller perspective.
Doris Kearns Goodwin: Empathy Makes For Great Leadership
by John Baldoni, Forbes Magazine, 3/15/19.
In discussing her new book, Leadership in Turbulent Times, Doris Kearns Goodwin has said that empathy is one of, if the not the best, attribute for leaders. Goodwin, a noted presidential historian, defines empathy as an ability to understand another’s point of view. That definition is correct as far as it goes, but when you dive more deeply empathy as defined by the psychological community is the ability to put yourself in the shoes of another.
…When a leader can see beyond his own point of view, she demonstrates a more rounded worldview. Such leaders know that their opinion is not the only opinion. Empathetic leaders seek out alternate views. They push their staffs not to respond in the affirmative, but to be open to debate on critical issues.
So how can a leader demonstrate empathy?
Think of yourself as part of the community, not THE entire community. The leaders Kearns profiles were self-absorbed. They understood that people opposed them. None more than Abraham Lincoln. Not only did he govern when the nation was split, but he also peopled his Cabinet with individuals who opposed him. Why? Because he knew he needed their perspective as well as their ideas to help him restore the Union.
Commentary by Dr. Whitesel: Among the many leadership approaches there are a few that rise above the rest. One is transformational leadership. Below is one of the best introductions to this style of leadership. The article also includes one of its major aspects, which Carly Sime calls it’s secret. Read and be introduced.
Of the many styles of leadership transformational is perhaps the most coveted. Transformational leaders enhance morale and motivation among followers, they are able to encourage them towards working for a collective good and beyond working solely out of self-interest. The effects of transformational leadership are highly desirable for the followers and the organization itself. Transformational leadership has a high payout as it positively impacts innovation, the heart of success and growth within an organization. It also increases organizational performance as well as job performance and satisfaction too. This could easily be seen as the holy grail of leadership, especially when compared to the transactional kind we have all probably known. Transactional leaders tend to over-rely on their authority as a means to get followers to perform. They’ll tell you what to do and use reward and punishment as their main leadership tools.
Agreeable individuals find ease in showing consideration for others and in the case of transformational leaders, they have idealized influence over their followers. This means they behave in a way that gains the admiration and respect of those around them and sets them apart as trustworthy and a role model.
When we pair agreeableness with extraversion we can see why these traits are positive predictors of transformational leaders. However, there is something else that sits below any traits, actions or behaviors that predict this kind of leadership. That something is self-esteem and it often doesn’t get the airtime it deserves considering it sits underneath the things transformational leadership is built upon.
Self-esteem in this context refers to a person believing in themselves as a significant, worthy and also capable member of a team or organization. A person with high self-esteem has self-respect and can accurately assess strengths and weaknesses. A person with low self-esteem is the opposite, they see themselves as inadequate and unworthy and are also unable to accurately assess their strengths and weaknesses. Leaders with high self-esteem may find transmitting enthusiasm and positivity to their followers more natural too.
by Terina Allen, Forbes Magazine, 10/1/18.
… A victim mindset is formed over time and determined by the aggregate of what we regularly think, how we speak, where we focus our attention and the language we choose to use. Avoid allowing your mind to obsess over all the wrong that may have been done to you and channel that energy into more effectively overcoming obstacles and removing barriers.
Just as you can find many people who have had it better than you, if you look objectively, you will also find many people who have had it worse than you. While your feelings and thinking about the wrongdoing may be valid, dwelling on it too much will surely prevent you from realizing your potential. You can spend so much time lamenting the horrible things in your past that it prevents you from taking the steps you need to create a better future and advance your career.
Before you advance your life and career, you will need to change your mindset. Here are some things that can help you do that.
Commentary by Dr. Whitesel: I’ve analyzed/advised mega-churches to micro-churches. Among the recurring themes in healthy churches is the leader’s ability to encourage the Holy Spirit to develop in volunteers, staff and congregants. This doesn’t mean an organization devoid of rules, but rather an environment where the Holy Spirit is encouraged to direct Christians rather than the organization directing them.
For example, I worked for an organization that dictated (but eventually only strongly urged) its employees to dress up when at work. While the outside world saw a nicely dressed and united workforce, among the employees there was almost universal contempt and disconnection with the administration. Semler points out such policies reflect “boarding schools aspects” of leadership rather than. Watch this insightful TED talk to understand why and then consider a more Spirit-led alternative.
Ricardo Semler, “How To Run A Company With (Almost) No Rules” (by , Forbes Magazine, 6/30/18).