PREACHING & 5 Key Steps to Rehearsing a Presentation Like the Best TED Speakers

by Carmine Gallo, Inc. Magazine, 7/30/18.

Every year I teach a class of elite business professionals who are enrolled in an executive education program at Harvard University. They are required to participate in group and individual presentations to graduate. After their presentations are complete, I recommended that each student practice their final presentations a minimum of ten times from start to finish. The ones who do stand out.

I learned this technique from studying and interviewing the TED speakers whose talks went viral…

Here are five steps to rehearse effectively.

1. Start with presentation notes.

Start writing notes for each slide in full sentences. Read the transcript out loud as you review each slide. Next, cut down the full sentences into bullet points and rehearse out loud again–relying on notes even less…

2. Practice under ‘mild stress.’

…The famous entrepreneur and author, Tim Ferriss, applied this concept to his TED talk. “Mimic game-day conditions as much as possible,” he said after his presentation. Ferriss gave the presentation in front of friends and strangers at various startups to groups of about 20 people. “I don’t want my first rehearsal in front of a large group of strangers to be when I stand up in front of 3,000 people,” he said…

3. Ask for specific feedback.

Once you’ve practiced your presentation in front of a small audience, most people will say “good job.” They don’t want to hurt your feelings and they’ll have limited feedback. While “good job” might help you feel good, it won’t help you get better. Ask them to be specific: Is there something you didn’t understand? Do I use jargon that you’re not familiar with? Did I make strong eye contact? What did you like–or not like–about my delivery? What can I do to make it stronger?

4. Record it.

Set up a smartphone or a video camera on a tripod and record your presentation. You’ll be surprised at what you see. You’ll

5. Practice until it’s effortless.

Read more at … https://www.inc.com/carmine-gallo/5-key-steps-to-rehearsing-a-presentation-like-best-ted-speakers.html

TEAMWORK & The biggest lesson Steve Jobs said he learned at Apple: “Coach, don’t solve” … that’s the sign of a “strategic leader.”

by Justin Bariso, INC Magazine, 4/17/18.

Before answering, Jobs stops to think it through. You can almost see the wheels turning in his head as he engages in deep thought.

After what seems like an eternity (and in reality, lasted just over 20 seconds), Jobs answers the question:

“I now take a longer-term view on people. In other words, when I see something not being done right, my first reaction isn’t to go fix it. It’s to say, we’re building a team here. And we’re going to do great stuff for the next decade, not just the next year, and so what do I need to do to help so the person that’s screwing up learns–versus how do I fix the problem.”

There are some major lessons here for anyone tasked with leading a team.

Coach, Don’t Solve

When someone on your team struggles with a problem or makes a mistake, it can be difficult not to jump in and solve it for them. But as Jobs points out, that’s not going to help the person–or the company–in the long run.

Much better is to use those mistakes as teaching opportunities.

For example, you could share instances in which you’ve committed similar missteps, and what you learned from the incident–while recognizing that the individual may still choose to address the problem differently. But sharing these lessons may help spark new ways of thinking. It allows the person to benefit from your experience. Additionally, you become more approachable to your team; they’ll begin to see you as a coach or mentor, instead of just a boss or manager.

Additionally, you can employ a little emotional intelligence, using employee mistakes to build loyalty and trust.

Read more at … https://www.inc.com/justin-bariso/an-mit-student-asked-steve-jobs-to-share-his-biggest-lesson-learned-at-apple.html

EMOTIONAL INTELLIGENCE & 6 Mental Habits of People Who Manage Their Emotions Remarkably Well

by Michael Schwantes, Inc. Magazine, 4/4/18

1. They put boundaries on people who make them angry…

It’s saying to yourself, “I’m not going to allow this person to push my buttons, take advantage of this situation, or disrespect my authority.” Then following through on it.

2. They get to the bottom of why they’re really angry.

Emotionally intelligent people realize the reason for their anger may run deeper than what they’re experiencing on the surface. They probe, process, do a deep dive, and ask themselves, “What’s really beneath my anger?” By stepping back and looking at root causes, you’ll soon realize that your anger is really a reaction to whatever is disturbing you,.,Then tell yourself with brutal honesty, “The real reason I’m angry is … ”

3. They respond, not react.

Chuck Swindoll once said, “The longer I live, the more convinced I become that life is 10 percent what happens to us and 90 percent how we respond to it.” Emotional intelligent people have the advantage because they assess a situation, get perspective, listen without judgment, and hold back from reacting head on.

4. They take a six-second pause.

Why six seconds? The chemicals of emotion inside our brains and bodies usually last about six seconds. During a heated exchange, if we can pause for a short moment, the flood of chemicals being produced slows down…

5. They are the first to reach out after an argument.

6. They shift to the positive…

Have a gratitude meditation. Take out a piece of paper and spend two minutes making a list of all the things you’re grateful for in the last 24 hours. Positive psychologist Shaw Achor says if you do this simple exercise for 21 straight days, you’ll be training your brain to scan for positives instead of negatives.

Read more at … https://www.inc.com/marcel-schwantes/6-mental-habits-of-people-who-manage-their-emotions-remarkably-well.html

SERVANT LEADERSHIP & The 7 Pillars of Servant Leadership #Frick&Sipe #QuickIntroduction

by Michael Schwantes, Inc. Magazine, 3/24/18.

In “Seven Pillars of Servant Leadership” authors Don Frick and James Sipe describe these helpful approaches:

1. Listen without interruption, objections, or defensiveness.
2. Be willing to hear the speaker out without turning the table.
3. Ask questions for clarification.
4. Make it clear what kind of feedback you are seeking and why it is important to you.
5. Offer a structure for the feedback–questions, rating scales, stories.
6. Be clear with your commitment.
7. Describe how you have benefited from the feedback and what specific steps you will take toward improvement. This builds bridges and trust with others.

From “6 Smart Habits That Will Lead to a Fulfilling Life,” read more at … https://www.inc.com/marcel-schwantes/6-inspiring-lessons-about-success-most-people-will-learn-too-late-in-life.html

TEAMWORK & “Pick out associates whose behavior is better than yours and you’ll drift in that direction.” #WarrenBuffett

by Michael Schwantes, Inc. Magazine, 3/24/18.

… Your success is only as good as the people whom you surround yourself with.
Pick your network wisely, it could make or break you. Billionaire Warren Buffett once told a 14-year-old kid at a Berkshire Hathaway annual meeting one of the keys to his success: “It’s better to hang out with people better than you. Pick out associates whose behavior is better than yours and you’ll drift in that direction.”

He taught a life lesson for all of us about absorbing the very qualities and traits of successful people further down the path than us — people with skills and traits that will elevate and make us better as leaders, workers, and human beings.

From “6 Smart Habits That Will Lead to a Fulfilling Life” read more at … https://www.inc.com/marcel-schwantes/6-inspiring-lessons-about-success-most-people-will-learn-too-late-in-life.html

SERVANT LEADERSHIP & a 9 quote introduction to its basic principles …

Commentary by Dr. Whitesel: Ken Blanchard and Renee Broadwell‘s new book includes chapters by 44 well-known practitioners of servant leadership.  Therefore, it is an excellent introduction to servant leadership principles. Here are some of the quotes that you will find in the book: “Servant Leadership in Action: How You Can Achieve Great Relationships and Results.”

“9 Inspiring Quotes From One of the Most Anticipated Leadership Books Ever Published” by Michael Schwates, Inc. Magazine, 3/21/18.

1. Marshall Goldsmith, the world’s leading executive coach and author of the bestseller,Triggers. On the one question every servant leader should ask: The next time you run into a conflict, ask yourself this question: ‘Am I willing, at this time, to make the investment required to make a positive difference on this topic?’

Like closing our office door so people hesitate before they knock, asking ourselves [this question] gives us a thin barrier of breathing room — time enough to inhale, exhale, and reflect on whether the outcome we seek is a true positive that is intended for the benefit of others, or a false positive that is intended to polish our own image. For servant leaders who want to make serving others their primary mission, that’s a vital distinction…

4. Michael Bush, CEO of consulting firm Great Place to Work. On acknowledging the human potential of all workers: [Servant leaders] also reject what’s been common management practice for decades: claiming people are your greatest asset but really valuing only about 10 percent or so of the souls in the upper echelons of the company. That elitist approach to business leaves human potential on the table, ultimately letting down individuals who work there as well as the business itself.

5. Simon Sinek, author of three bestselling books, including Start with Why.
On creating a culture of vulnerability: Creating a space in which people can feel vulnerable means a person can walk into their boss’s office to admit a mistake without fear of losing their job. It means someone can raise their hand and ask for help, admit they have been given a responsibility they don’t feel prepared or knowledgeable enough to complete, or admit they are scared without any fear of humiliation or retribution. We trust that the servant leader will come running to our aid. This is what happens inside great organizations. In contrast, in a work environment that lacks good servant leaders, people will go out of their way to follow the rules at all costs, cover up mistakes, and deny accountability. Remember United Airlines?

6. Brené Brown, famous researcher and author of three #1 New York Times bestsellers, including Daring Greatly.
On recognizing and combating shame: Servant leadership and shame culture cannot coexist for a simple reason: the foundation of servant leadership is courage and shame breeds fear. Shame crushes our tolerance for vulnerability, thereby killing engagement, innovation, creativity, productivity, and trust.

Read more at … https://www.inc.com/marcel-schwantes/9-inspiring-quotes-from-one-of-most-anticipated-leadership-books-ever-published.html

SERVANT LEADERSHIP & Forgiveness takes practice because everyone has their own goals #IncMagazine

Excerpted from “7 tough lessons people often learn too late in life” by Nicolas Cole, Inc. Magazine, 9/6/16.

If possible, it’s best to learn these things sooner rather than later…

4. Your emotions take practice

When we think about practice, we often talk in terms of skill. You practice the piano, or you practice playing hockey. But the thing is, who you are emotionally also takes practice. You can practice humility, you can practice forgiveness. You can practice self-awareness and humor, just as easily as you can practice anger, resentment, drama, and conflict. Who you are, emotionally, is a reflection of the things you consciously (or unconsciously) practice. You were not “born” upset. You have merely practiced that emotion far more than you have, say, joy.

5. Everyone has his or her own agenda

This is quite a cliché phrase, and is often said in a negative context. But I am using it differently: It is worth acknowledging that, at the end of the day, we all must provide for ourselves. We all have our own dreams, goals, aspirations, families, close friends, and significant others, and we all want the same fundamental things. There are those you can trust, of course, but the best way to keep yourself rooted and at ease is to know that each and every person has his or her own agenda. You cannot control others. You cannot expect them to put you before themselves. And trying to do so may work for a period of time, but eventually, the truth will rise to the surface. Instead, make it a point to address and help others move toward their own dreams, as you request their help in moving toward yours. The relationship will more smoothly move in the right direction this way.

Read more at … https://www.inc.com/nicolas-cole/7-crucial-lessons-people-learn-too-late-in-life.html