| Whether you are new to your job, or a seasoned pro, | | | | exhibit leadership in a traditional setting. However, |
| continuous learning is the name of the game - if you | | | | instead of making you appear weak or foolish, you |
| want to stay on top. | | | | show up as stronger and more approachable. |
| In my presentation trainings, I often work with mixed | | | | Also, even if you don't speak, newer employees are |
| groups. Some folks have been with the organization | | | | likely to hold back. They may feel uncertain or cautious. |
| for 20 years or more. Others were just hired the | | | | They are waiting to 'see how things work around here.' |
| week before. | | | | By not speaking openly in public, you are showing them |
| When this is the case, I find many executives prefer to | | | | through your actions that public expression is not safe. |
| watch and wait. | | | | This is likely to be the opposite of what you intended |
| This could be because executives don't want to | | | | to do! |
| appear vulnerable, foolish or unknowledgeable about | | | | In short, whether in trainings, meetings or group |
| professional standards. Or it could be that they are | | | | presentations, be open. Share your opinions. Let others |
| facilitating the other participants. They know that others | | | | speak. And listen carefully. This is a much more |
| will defer to them, out of politeness or deference to | | | | powerful way of letting people know that you value |
| their status. | | | | open and authentic communication. |
| These senior leaders often hold back in public, but ask | | | | Still, it can be challenging to take these lessons and use |
| me questions in private. On a break. When the other | | | | them on a daily basis. If this is true for you, bite off |
| people step out of the room. | | | | small chunks. Make a commitment to focus on one |
| This may be helpful for newly hired employees. But it | | | | thing at a time - until you nail it. |
| could also be unnecessary. | | | | For instance: |
| If you are a leader or executive in your organization, I | | | | - Speak honestly and openly in groups |
| encourage you to speak openly. Do this in training | | | | - Ask for input and comments |
| situations, in presentations and in meetings. | | | | - Practice listening closely to input |
| Here's why: | | | | - Don't finish other people's sentences |
| You're modeling an important leadership behavior. | | | | - Respond to questions no matter who asks When |
| By showing others that you don't 'know it all' you are | | | | you break down big ideas about executive presenting |
| showing them that it's good to be humble. It's good to | | | | into small steps you can take on a daily basis, it's a lot |
| admit when you don't know something - so you can | | | | easier to make change happen. |
| learn. You are modeling true leadership by showing | | | | Get exceptional results in your executive presentations |
| your personal vulnerability and willingness to learn. | | | | by telling simple, easy-to-understand stories. Discover |
| This may seem to go against the grain. It may seem | | | | how to speak openly and immediately connect with |
| even counter-intuitive, especially if you were taught to | | | | each audience. |