Do you know about what happened when Richard Feynman testified at a hearing on what caused the Challenger disaster? His brief display became a legend in how to powerfully convey a point.
Everyone expects you to lean heavily on PowerPoint for that next presentation. But before you give in to the allure of slides, just play a little game in your mind by asking yourself: How could I pull this show off if I had no visuals? How would I make this topic intriguing? Imagine yourself commanding the room with only your voice, because that’s always where a talk’s true power should come from.
Q. Our HR manager scolded me recently for coming down too hard on an employee. She advised me, “Don’t expect perfection.” I don’t understand why I should lower my standards. What’s wrong with setting a high bar and demanding as close to flawless work as possible?
Keeping employees in line isn't just a matter of what to say and how to express it. There are legal issues involved as well. Make sure you use corrective actions fairly and responsibly. Download it now
One of the most common questions I get from leaders is how to communicate change more successfully. My answer is, in part, here for you today. It relates to the John Dewey quotation in this blog post, and that means you must think about more than the change itself. You have to think about the experience of change. The fact is that everyone has experienced much change, and all of that experience isn’t positive. Yet many leaders communicate change from the position of how great it is, and all those rainbows and roses aren’t selling when people are seeing change through their less rosy personal filter. So how do we connect better, creating the commonality and community Dewey speaks of?
In America, 62% are unhappy with the state of the nation. In England that number is 55%, and in Italy, 90%. But truthfully, we’re living in a golden age.
Q: A customer is pressuring me to make a deal fast. I don’t want to be forced into a one-sided agreement and prefer to reach a compromise on mutually beneficial terms. How should I respond to such hard-bargaining tactics?
Q: “My boss appears to be taking credit for a difficult project that I am working on, even though it does not involve him in any way. The vice president of our department recently sent out an email in which she congratulated both my manager and me on the project’s success and expressed appreciation for our hard work. However, he hasn’t worked on it at all. Now I wonder if he may be exaggerating his role. What should I do about this?” Unrecognized
“Authentic” has been a buzzword for a while now. Here are a few reasons why being authentic isn’t always the best policy.
Refuse to multitask ... Don't become a slave to runaway hours ... Accept your flaws (even one as odd as Derek Jeter's).
"I don’t need to proclaim anything," says Bruce Douglas, president of Education Dynamics. "I prefer to ask questions that will provoke thought. If you have good people, you can enlist them in helping you make good decisions."
Among several fundamentals of leadership in the workplace are these three.