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#CareerAdvice : #Presentations -5 Common #CommunicationMistakes (and how to fix them).. A Great REad for All!

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We have all unnecessarily suffered through disengaging, ineffective presentations and meetings. But most of us make the same mistakes, again and again. By applying these straightforward fixes, we can make our communication experiences more effective and productive.

Below are five fixes for more effective communication.

1. STARTING

The most precious commodity in today’s world is not gold or cryptocurrency, but attention. We are inundated with a tremendous amount of information vying for our focus. Why then would so many people squander away an opportunity to gain attention by starting presentations or meetings with: “Hi, my name is . . . and today I am going to talk about . . . ” This is a lackluster, banal, disengaging way to begin. Not only does it lack originality, it is downright silly since most speakers start this way while standing in front of a slide displaying their name along with the title of their talk.

Rather than commence with a boring and routine start, kick off your presentation like a James Bond movie–with action: You can tell a story, take a poll, ask a provocative question, show a video clip. Starting in this manner captures your audience’s focus and pulls them away from other attention-grabbing ideas, people, or devices. This action-oriented approach works for meetings, too. On your agenda, have the first item be one or two questions to be answered when you start. In this way, participants get engaged from the moment the meeting begins.

 

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2. ENDING

Research in psychology teaches us that we tend to remember best what we hear first and last rather than what comes in the middle–aka primacy and recency effects. You would expect then that speakers would dedicate more time to how they conclude their talks and meetings. Unfortunately, this just doesn’t happen. The most common concluding lines I hear go something like, “I guess we’re out of time and someone needs our conference room.” This type of ending is a missed opportunity! Take time to plan out and practice how your presentation and meeting will end. Be concise and clear because you don’t have a lot of time. Once you signal you are wrapping up (e.g., “In conclusion”), your audience disengages and begins to focus on what comes next.

A great way to end is to first express gratitude: “Thank you for your time,” or, “I appreciate your attention to this.” And next, simply speak out your communication goal, which should be a concise statement of what you want your audience to know, feel, and do as a result of your content.

3. TRANSITIONING

In college, I was trained for a full academic quarter to be a tour guide of my campus. During my very regimented training, they impressed upon me that above all else good tour guides never lose their tour groups. The very same standard exists for presenters and meeting facilitators. Never lose your audience because if you do, they will likely go to their phones or their friends or to sleep. The weakest link of any tour or presentation comes when moving from one place/portion to the next. It is in transition that your audience is most likely to get lost, distracted, or confused. Thus, you must spend time planning and practicing robust transitions that go beyond “next” and “so.”

In any typical business communication, there are several potential transition points that must be bridged successfully:

  • Moving between points in your talk or meeting
  • Entering and exiting slides
  • Going from presentation into Q&A
  • Switching from one presenter to another

A successful transition includes a concrete wrap-up or takeaway of the immediately prior topic/slide/person and then bridges to the next topic/slide/person. These transitions can be statements (e.g., “With a clear understanding of the current problem, we can now address one way to solve it”) or questions (e.g., “With a problem as substantial as this, how can we best solve it?”).

4. HEDGING

Too many leaders today negatively impact their credibility through their word choice, such as, “I think we should kind of sort of enter this new market.” Hedges are these phrases that litter much of our communication. Repeated use of hedging language reduces perceptions of your competence because it softens your assertiveness, reduces your clarity, and makes you seem wishy-washy and unsure of what you are saying.

The best way to address hedging is via substitution. Find stronger, more powerful words to replace these less assertive ones. For example, “I think” becomes “I believe” or “I know.” “Kind of” and “sort of” can be replaced with “one way.” Finding more assertive substitutions affords you a way to make your point more clearly and definitively. However, before you can substitute, you must first become aware of your hedging language. Thankfully, apps such as Orai, LikeSo, Ummo, Ambit, and VoiceVibes can provide useful, personalized feedback on your language use, along with pacing, pauses, variation, and tone.

5. MEMORIZING

We all fear standing in front of a group in the middle of a high-stakes presentation and forgetting what to say next. Many people try to address this ubiquitous fear by memorizing their content. Unfortunately, memorizing often increases the likelihood of blanking out. How do you escape this fate? Simply put: Avoid memorizing.

Here’s why: If you commit your script to memory, you create the “right” way to speak your content. This approach only increases the pressure you feel because you want to say things exactly the way you previously memorized. This pressure increases the likelihood that you will make a mistake due to the increase in cognitive load. Further, this added mental demand reduces the bandwidth you have to adjust and adapt to your audience. Thus, speaking to your audience “through” your script causes you to be less connected and engaging.

But if you aren’t supposed to memorize your presentation, how can you be sure your content won’t be forgotten or come out as a rambling, unorganized mess? The key to not blanking out and remaining connected and engaging is to create a comprehensive outline that is based on a clearly structured presentation. A structure provides a map for both you and your audience. With a map in hand, it’s hard to get lost. First, take the time to thoughtfully apply an audience-centric structure. Second, document it in an outline format. At least three types of outlines can help you:

  • Traditional outline: Leverage an indented, hierarchical listing of your points. Provide key phrases or words.
  • Question-based outline: List questions that spark specific answers in the order you intend to cover your content.
  • Illustrated/picture-based outline: Graphically map out your ideas using icons, pictures, and words.

Finally, practice your presentation from your outline and allow yourself permission to vary how you speak your content; your wording need not be exactly the same each time. Outlines afford you the opportunity to adjust and adapt your content based on how you feel and how the audience responds. This flexibility reduces the likelihood of blanking out when compared to the more rigid memorizing approach.

 

FastCompany.com | BY MATT ABRAHAMS  5 MINUTE READ

 

Your #Career : #Networking – Do These 5 #EmotionallyIntelligent Things Within 5 Minutes Of Meeting Someone…Being instantly Likable isn’t Rocket Science, But this Checklist takes Practice to Master in the Short Space of a First Impression.

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What’s the point of networking if not to get other people to like you? Sure, you need new contacts to see you as interesting, competent, professional, and potentially valuable to them—but if they don’t also find you likable, nobody will feel motivated to reach out later and work with you.

The reason why all comes down to emotional intelligence, the set of skills and qualities that allow people to form deeper, closer relationships with others. Likability is a key ingredient in that, and its career benefits are pretty obvious. For instance, being likable—and liking your coworkers in return—can increase your chances of getting promoted.

But when it comes to first impressions, you don’t always have much time to get people to like you. So here are a few straightforward things that the most emotionally intelligent people do to cement their likability from the get-go:

1. SHOW GENUINE ENTHUSIASM FOR MEETING

Especially in business contexts, some people’s demeanors while making introductions are terse and serious. That might feel formal and “appropriate,” but it’s not always the most emotionally intelligent thing to do. Neither is laying it on thick with a forced grin and over-the-top proclamations about how absolutely wonderful it is to meet.

Just be natural. Pretend you’re meeting a sibling’s new significant other at a social occasion. Give your best, authentic smile. Open up your posture so your legs are at a wide stance but you’re relaxed. Make eye contact, offer a firm handshake. It’s that easy.

Related: 3 Things Effective Leaders Know About Being Likable

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2. OFFER A COMPLIMENT

If you notice something about the person you’ve just met that you can compliment them about, do it right away. Maybe there’s a recent accomplishment you’re aware of that you could mention. If not, ask a question or two that can lead to information you can later compliment them on.

So treat the first five minutes after meeting somebody as a silent quiz session: Pretend you’re being tested to see how much you can find out about the new acquaintance—that when five minutes are up, you’ll have to write an essay about everything you’ve just learned, and the more information you include, the higher your score.

3. ASK AT LEAST TWO OPEN-ENDED QUESTIONS

Conversations often die quickly or turn into monologues when they aren’t propelled forward by good questions. When someone starts talking about something they enjoy, use that as an opening to ask more: “How did you get into that?” “What do you like most about it?” Since it’s something they’re clearly dying to talk about it, don’t just ask yes/no or simple factual questions that might cut off their chance to really dig into it.

Aim for at least two open-ended questions within the first few minutes of striking up a chat with somebody you’ve just met. That should be enough to get a good, in-depth conversation going. On a subconscious level, you’ll quickly become somebody they remember liking and will want to be around.

Related: This Emotional Intelligence Test Was So Accurate It Was Creepy

4. FIND SOMETHING YOU SHARE

Have you ever spoken with someone and found them distracted, glancing around the room or maybe maybe fiddling with their phone while you were speaking? If you did, there’s a slim chance you came away really liking them afterward. In order to make someone feel like they’re getting your full attention, you obviously need to focus on them exclusively. But you also have to find an interest or belief you both share.

The most emotionally intelligent people know that it’s easiest to connect with people they’ve found something in common with. These commonalities might not always be obvious, though; you have to look for them. For example, there’s a really experienced runner who works out at my gym, and we often have a chance to chat. Since I personally have zero interest in running, there wouldn’t seem to be common ground for a meaningful conversation beyond, “Good to see you again, how’s your week going?” But since most people like food, I once asked him what he eats before a major long-distance run. It gave us something in common to talk about.

These conversational openings are really simple but not always obvious right away just after meeting someone. Pay attention to what makes somebody light up, become more animated, and sit up straight. These little cues are easy to catch early on in your conversation, and they can make for great opportunities to quickly find commonalities, passions, and ideas to talk about in those crucial few minutes while we’re forming first impressions.

5. SAY THEIR NAME BEFORE YOU LEAVE, AND COMMIT KEY FACTS TO MEMORY

Everybody loves the sound of their own name. Say it when you first meet someone; then sprinkle it throughout the conversation whenever you get the chance. At a minimum, make sure to say their name when you’re about to leave: “Really great meeting you, Shareen.” “Thanks for chatting, Kyle, let’s be in touch.”

Finally, emotionally intelligent people reinforce the likability they’ve banked during first impressions by remembering a few key details later on. The names of a new acquaintance’s partner, kids, even the pets they have or that vacation recommendation they shared—that’s all useful information to refer back to the next time you see them. It’ll help you stand out in their memory, and make them look forward to connecting with you again—because for some reason or other, they find that they just like you.

 

Harvey Deutschendorf is an emotional intelligence expert, author and speaker. To take the EI Quiz go to theotherkindofsmart.com.

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FastCompany.com | July 18, 2017

 

#Leadership : Secrets of the Most #ProductivePeople -The Best Way to Use All those 5 Minutes of #Downtime Every Day…When you Have a Few Spare Minutes During the Day, you Probably Default to Checking Email. Here are More #ProductiveWays to use “Found Time.”

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Whether your meeting ended early or that project didn’t take as long as you thought, chances are you’ve got some found time on your hands at some point during the day. If you’re like most people, you default to checking email. If you had a system in place, however, you could use those unexpected minutes to get something done, says productivity consultant Leslie Shreve, founder and CEO of Productive Day.

“Most people don’t know how to jump in and take advantage of time because nothing is prepared and sitting in front of them,” she says. “The key is to proactively plan for those five-, 10-, or 15-minute bits of time that often appear throughout the average workday.”

And there are a lot of them. A study by the staffing firm OfficeTeam found that the average employee squanders 56 minutes every day, which adds up to nearly five hours a week that could be used on meaningful work.

START WITH AN INVENTORY

We’re not being proactive with our time because we’re managing tasks from paper to-do lists, emails, voicemails, conversations, notes, files, and ideas. “Those are tools; not systems,” says Shreve.

What’s necessary is a master list, or inventory, of all of your tasks. Shreve likens it to creating a mission control. Bigger than a brain dump, she suggests going around your desk and recording all of your tasks and projects. Look at files and papers on your desk: Things that are left out are often done so as reminders of what needs to be done, she says. As you note action items, you build your task inventory.

“You have to take time in your busy day to do this, but it can help you save a lot of time in the end,” says Shreve. “To make progress on meaningful work you need small action steps. You cannot get progress without project management. Unless you’re prepared, things will be lost or forgotten.”

Tasks should be small, Shreve says, only reflecting the first action step to get something started, or the next action step to keep something moving forward. “These small but powerful steps can move multi-step tasks, projects, and initiatives forward consistently and with ease,” she says.

Use a digital system, such as a spreadsheet, to record your full inventory of tasks—everything you need to do, no matter the source of the task or when action will take place. A paper to-do list needs to be completed, while a digital list is a system, says Shreve. With all your tasks in one system, you can plan and prioritize for certain days, weeks, and months into the future.

When you have found time, check your inventory and find a task that fits. For example, five minutes is enough time to make a phone call that you know will go to voicemail, schedule an appointment, or knock out a quick action step that will keep a priority or a project moving forward.

“Having an inventory of all tasks in one system allows you to make smart decisions about how to use your time, because all tasks are documented and ready for action,” says Shreve. “You can easily become more proactive and less reactive throughout the day.”

PLAN YOUR DAY

An inventory of tasks also helps you plan your day. When you get to work in the morning, check your task list and get to work. Looking at your inventory, priorities often bubble to the top, and Shreve suggests choosing four to seven items to do that day.

“You can always change it, and make it reflect what you really want or need to do that day,” says Shreve. “Your day and task list is never static.”

Working without a system is like grocery shopping; it’s easy to miss items because there’s often no order to the layout of the store, says Shreve. “You only buy the items you can find or that are in front of you,” she says. “Similarly, you can only do the tasks that you know about or see in your vision, and if you don’t have time to check 10 different places for the possibilities, something will be missed.”

MINUTES DRIVE RESULTS

While they seem inconsequential in the moment, those small amounts of time are essential for achieving results. “Inner work life matters for companies because, no matter how brilliant a company’s strategy might be, the strategy’s execution depends on great performance by people inside the organization,” write Harvard Business School professor Theresa Amabile and development psychologist Steven Kramer in their book The Progress Principle. “When progress happens in small steps, a person’s sense of steady forward movement toward an important goal can make all the difference between a great day and a terrible one.”

Knowing what’s possible allows you to take action on the most important tasks at the right times throughout the day, says Shreve. “You can use your time more wisely and with purpose,” she says. “You stop guessing and start knowing what to do and when to do it. It’s a priceless benefit from having a complete system and a workday strategy that works.”

 

FastCompany.com | May 29, 2018 | BY STEPHANIE VOZZA 4 MINUTE READ

#Leadership : ‘I Lost It’: The #Boss Who Banned Phones, and What Came Next… #Employers Limit Cellphone use to Regain Attentiveness. Workers use Watches and Laptops Instead.

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Two thousand six hundred seventeen times a day. That is how often the average person taps, pokes, pinches or swipes their personal phone.

It all adds up to about 2 hours and 25 minutes, according to a study by mobile app research firm Dscout Inc. And a good chunk of that time comes during work hours.

Jason Brown had had enough of it. Two years ago, the chief executive of Brown, Parker & DeMarinis Advertising paused for a moment to look across the meeting room as he delivered a presentation. The majority of those gathered were fiddling with their phones.

“I lost it,” says Mr. Brown.

In his anger, he issued a companywide edict:“Don’t show up at a meeting with me with your phone. If someone shows up with their phone, it’ll be their last meeting.”

Many managers are conflicted about how—or even whether—to limit smartphone use in the workplace. Smartphones enable people to get work done remotely, stay on top of rapid business developments and keep up with clients and colleagues. But the devices are also the leading productivity killers in the workplace, according to a 2016 survey of more than 2,000 executives and human-resource managers conducted by CareerBuilder, an HR software and services company.

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There is also some evidence that productivity suffers in the mere presence of smartphones. When workers in a recent study by the University of Texas and University of California had their personal phones placed on their desks—untouched—their cognitive performance was lower than when their devices were in another location, such as in a handbag or the pocket of a coat hanging near their workspace.

“I firmly believe that multitasking is a myth,” says Bill Hoopes, an IT project manager at L3 TechnologiesInc.

Mr. Hoopes put his convictions into practice at group gatherings when he took over a team of about 25 people at the aerospace defense company three years ago. “Every time someone’s phone went off, they had to stand for the rest of the meeting,” he says. Before long, he asked the group to leave their phones at their desks when two or more people got together.

Over time, he says, he has noticed not only an improvement in the quality of conversation and ideas in meetings, but also that his people seem to show more respect and appreciation for one another’s work.

Mat Ishbia, CEO of United Wholesale Mortgage, banned technology from meetings about two years ago and recently asked that his executive team and other managers not check their phones as they walk to and from meetings.

 “Don’t act like we’re too important to say hello,” he says he told them. “Make eye contact with people.”

Mr. Ishbia is now piloting another solution to phone addiction. A group of about 250 workers are part of an experiment in which they refrain from all personal phone use at their desks. If they want to use their devices they must go to a common area designated for phone use and socializing. Forty-five days into the trial run, workers are checking their phones a lot less, he said.

Bryan Lee, a product manager at enterprise software company Docker Inc., suspected that his daily phone use was a problem, so last month he installed an app called Moment on his iPhone that tracks the total amount of daily time he spent on his phone. His first measurement revealed four hours in a day. Since early April, he’s reduced that to roughly an hour.

At work, Mr. Lee persuaded his team of eight to download the app and post their daily phone hours on a whiteboard. The team member with the lowest time gets bragging rights.

“We’re thinking of having a trophy we can pass around—or maybe just shaming the loser,” he says.

Handheld devices can be a valuable source of information during office gatherings.  Shane Wooten, CEO of enterprise video platform company Vidplat LLC, recently surprised a group of corporate clients with a request that they leave their electronic devices outside. “They didn’t like it,” he says.

Since January, Mr. Wooten has limited personal devices at meetings with his employees and faced some resistance. Workers argue their phones are vital for staying in touch with a sick child or researching information relevant to the meeting.

“I told them we’re not in middle school,” he says. “I’m not collecting phones in a bucket. Just don’t have it out faceup on the table.”

Google Inc. announced last week that the next version of its operating system for Android phones will include a feature that is meant to help people who feel tethered to their devices. It will let users see how much time they spend on their phones, show which apps they use the most and display how often the phone gets unlocked.

Instead of phones, staffers wore smartwatches to meetings or brought their laptops, which were just as distracting, he says, adding that workers said they were worried about missing calls and emails from clients.

Now, he tells his 40 employees not to attend meetings unless they really have to be there and strongly advises they fully engage.

Mr. Brown missed his phone too and likened the experience to outlawing alcohol during the Prohibition era: “A theoretical state that almost no one wants to live in, including those making the rules,” he says.

Write to John Simons at John.Simons@wsj.com

 

WSJ.com | May 17, 2018 | John Simons

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#Leadership : Work Smart- 5 Ways To Make Sure Your #Meeting Will Be #Productive …Don’t Accept another Meeting Invite without Making Sure it Meets all of These Criteria.

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Meetings can be the bane of working life, but they don’t have to be a waste of time if you ask yourself a series of questions before every meeting, and only attend meetings that are really necessary.

So before you click “accept” on that new calendar invitation, look out for these signs that indicate it’s not going to be a waste of your time.

1) YOU KNOW EXACTLY WHAT THE MEETING IS ABOUT AND WHAT IT’S TRYING TO ACCOMPLISH

Part of the reason that a meeting tends to drag on for longer than it needs to is because there is no clear purpose. As a result, attendees might be more likely to veer off topic for long periods of time. Christopher Frank, a VP at American Express, asks everyone to answer the question, “What exactly are we meeting about?” at the start of each meeting. He said, “This will show you if everyone is on the same page or not, and if your meeting topic is focused enough. Are the answers inconsistent or too long? Refocus the meeting and try again.”

Related: How To Nail The First 90 Seconds Of That Big Meeting

2) YOU KNOW WHAT TYPE OF DISCUSSION WILL TAKE PLACE

Each meeting has a different purpose and commands a different type of discussion. Cameron Herold, business consultant and author of Double Double: How to Double Your Revenue and Profit in Three Years or Less, told Fast Company in a 2015 article that there are three types of meetings: information share, creative discussion, and consensus meetings.

In information-share meetings, attendees are expected to listen, and discussions are generally limited to “requests for clarification.” Creative discussion meetings tend to be an exercise in brainstorming, and consensus meetings require participants to make a unanimous decision. Having a good idea of what type of discussion will take place ahead of time lets you be better prepared, and allows you to plan accordingly. 

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3) THERE IS A CLEAR AGENDA TO ACHIEVE THE OBJECTIVE

Having an objective is one thing, but a productive meeting focuses on what needs to happen in order to meet that objective. Connie Williams, CMO & chief knowledge officer at Syneticsworld, a company that studies meeting processes, told Fast Company that instead of focusing on the problem, facilitators should frame the agenda in “problem-solving” language. Some examples: How can we build a better campaign? How can we find new clients? As Williams explained, encouraging people to think about solutions means that they’re less likely to focus on the problems. 

4)  ITEMS ARE PRIORITIZED ACCORDINGLY

In addition to being solution-focused, a productive meeting prioritizes the most important items and tackles those first. Mat MacInnis, CEO and founder of digital content platform Inkling, previously wrote in Fast Company that his team would always prioritize the meeting items based on what they need to get done that week, and park any debates that spin into “strategic, long-term conversations” for later discussions. At the end of the meeting, everyone knows exactly what they need to execute for the rest of the week.

Related:  This Silicon Valley-Style Meeting Can Transform Your Whole Team 

5)  THERE ARE SYSTEMS IN PLACE TO PREVENT MULTITASKING AND INTERRUPTIONS

Sometimes, it’s not the meeting itself that’s unproductive, but the attendees. Whether they’re answering emails instead of listening to an important announcement, or they’re constantly interrupting another, there needs to be a system in place to prevent this from derailing your meeting. For one, you can either ban digital devices in meetings, or limit them to those who may need them for meeting purposes, such as pulling up a presentation. If it is interruption that you’re trying to fix, you can assign someone to monitor and interject the interruptors, setting the expectation that people should be able to finish what they want to say at every meeting.

ABOUT THE AUTHOR

Anisa is the Editorial Assistant for Fast Company’s Leadership section. She covers everything from personal development, entrepreneurship and the future of work.

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FastCompany.com | February 1, 2018 |  BY ANISA PURBASARI HORTON 3 MINUTE READ

#Leadership : What You & Your Boss Should Be Discussing Each Month Of The Year…Having a Monthly Plan can Make Check-Ins with your #Boss more #Productive .

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When you think about those monthly check-ins with your boss, it’s the standing invite on your calendar that likely brews both excitement and anxiety. Even so, being in constant communication with the person who will help you meet your professional goals should always be a priority.

One way to take the heat off of these 30-day mind melds is to come in with a plan, according to motivational speaker and workplace expert Amy Cooper Hakim, PhD.

“Some employees wait for feedback or direction from the manager, and assume that ‘no news is good news.’ But in fact, that is not always so,” she said. “To be safe, it is best to have consistent, regular dialogue to ensure that needs are being met in both directions.”

Here, then, is some month-by-month fodder that will build trust, rapport, and loyalty with your boss:

JANUARY: THE ONE ABOUT FOCUS

Especially if you’re on the East Coast, coming back to work after a long winter’s cat nap over the holidays is a drag. Not only is it usually freezing outside, but fewer hours of daytime mean you barely catch a glimpse of the sun. Hakim says many employees struggle during this season, so it’s extra important to get clear with your manager about the goals of the quarter so you can stay focused and perform at your highest level, even if you’d rather stay at home instead.

“It is easy to get overwhelmed by work, so knowing what to prioritize will help you to focus your energy where it counts. And, without asking, you may be spinning your wheels on a project that really should be placed on the back burner,” Hakim says.

Related: How To Talk To Your Boss About Your Career Goals 

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What Skill Sets do You have to be ‘Sharpened’ ?

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FEBRUARY: THE ONE ABOUT PRIORITIZING

Since some folks don’t consider Valentine’s Day a holiday worth celebrating, February often feels like the official end to the holiday season, where everyone is back in the office and ready to tackle deadlines and deliverables. If you find yourself in the middle of three (or more!) tasks all at once, all of a sudden, getting clear about what needs to be completed first and foremost will give your boss the best impression. Hakim also notes it’ll demonstrate your commitment. “Asking about what needs to be accomplished shows that you care about your manager’s goals and priorities. The manager’s response may help you to better prioritize many new and ongoing projects,” she says.

MARCH: THE ONE ABOUT PROMOTIONS AND RAISES

The hard, cold truth about being a professional? If you don’t stand up for your career, no one will–and it’s up to you to have the conversation about meeting your career objectives. In other words: Hakim says if you’re aiming for a raise or a promotion, you and your manager need to be on the same page about what you need to achieve, change, or mold to get there.

March makes for the ideal time to start this chat. “Expressing your professional goal and asking for resources or steps to achieve it shows your boss that you are committed to self-growth and overall goal attainment,” Hakim says. “Managers appreciate this drive and long for employees who are self-motivated and determined.”

Related: How To Design Performance Reviews That Don’t Fail Women 

APRIL: THE ONE ABOUT THE SECOND QUARTER

After nailing it during the first quarter, going above and beyond what was requested of you, keep the momentum going in April by getting specific about how to be even better at your job. Hakim suggests asking your boss about his or her goals for the second quarter and volunteering to take on extra work to make them possible.

“We want to be seen as a go-getter and thought of for special projects that will get the most attention by the higher-ups,” she says. “By showing an interest in these projects, your boss will likely think of you for help. This can benefit you as you progress in the organization.”

MAY: THE ONE WHERE YOU SURPRISE THEM

While, sure, you don’t want to be seen as someone who is bending over backward and brown nosing your way to a fancier title, taking note of your manager’s interests will help you build a professional friendship. Being buddy-buddy isn’t recommended, but if your boss sees you as someone who pays attention, listens, and remembers qualities and tastes, you’re more likely to earn their respect.

Hakim says to seek out an article you think they’d appreciate it and bring it up in the context of a one-to-one. “This shows the boss that you have her best interests at heart. When your boss feels that you are thinking of her and of her goals, then she in turn will keep you top-of-mind,” she says.

JUNE: THE ONE ABOUT VACATION

And no, not the PTO you want to snag before your coworker does, but your manager’s summer plans. This topical conversations illustrates the emphasis you put on work/life balance and that you understand your manager needs time with friends and family, too. It’s also a way to reassure your boss that when they are jet-setting to Europe or a trendy island, you have their back.

Related: Do This In The First Hour, Day, Week, And Month Of Your New Job 

“While it is ideal to keep dialogue solely about work-related topics, it is also important to show your boss that you care. This personal discussion reminds your boss that you see him as a human being and not just as your manager,” Hakim says.

JULY: THE ONE WHERE YOU SHOW YOUR COMMITMENT

That summer breeze might make you feel fine, but if you let it sweep you away from your deadlines, your manager might be less than peachy-keen with you. Instead of allowing the temptation of warm weather to distract you from working at your highest level, double down and communicate your commitment to your next-up. With half a year behind you, get nitty-gritty with new goals for the third quarter. In addition to putting you in the limelight with your micro-attention to detail, Hakim also says it’ll save you unnecessary busy work in case your priorities are not aligned with those of your boss.

AUGUST: THE ONE WHERE YOU ASK FOR ADVICE

Now that you’ve maintained consistent, constant, meaningful talks throughout the year, it’s time to seek the expertise of your manager. Since they’ve likely been in the game longer than you have, seeking their perspective on books or blogs to read, courses to take, or other advancement advice illustrates respect.

“Bosses love to feel important, and it is a huge compliment for them if you want to emulate their behavior. This question isn’t sucking up either, since you can truly benefit from the insights of someone who is a leader in your organization or industry,” Hakim says.

SEPTEMBER: THE ONE WHERE YOU ASK FOR FEEDBACK

A great sign of maturity is being able to ask for critical feedback–and actually take it without getting offended. Roll up your sleeves, straighten your back, take a deep breath, and go for it in September.

“Bosses respect individuals who strive for self-improvement and growth. They especially appreciate those who can take constructive criticism and run with it,” Hakim says.

One way to open this can is to ask for areas of improvement or express places you personally seek to strengthen, giving your manager leeway to describe their experience working with you, too.

OCTOBER: THE ONE WHERE YOU SHOW YOUR LISTENING SKILLS

Remember when you inquired about areas of weakness last month? Now is the time to make your monthly meet-up about all of the ways you began working to strengthen those skills or characteristics.

“It’s one thing to ask for advice and another thing to take it and apply it. Bosses love employees who do just that,” Hakim says. If you can dictate with tangible numbers? Even better!

NOVEMBER: THE ONE WHERE YOU WRAP UP THE YEAR

Since–ahem, thankfully–Thanksgiving falls at the end of the month, the first three weeks of November can be spent getting serious about what needs to be finished by end of year, and setting up timelines to ensure success.

“The months leading up to the holiday season are notoriously slow, even when deliverables are still open and incomplete. By asking this question, your boss understands that you are still focused on work and on meeting department and company objectives,” Hakim says.

DECEMBER: THE ONE WHERE YOU EXPRESS GRATITUDE

As a month that sneaks up on nearly all professionals and then flies by far too fast with endless holiday parties, travel, and responsibility, pausing to say “thanks” to your manager will go a long way, and earn you major bonus stars.

“Gratitude is infectious! When we show that we are grateful and appreciative, then our boss will likely respond in kind. This positivity can make it easier to plow through those final days of the year as we wait for holiday and vacation time,” Hakim says.

FastCompany.com | January 24, 2018 | BY LINDSAY TIGAR—LADDERS 7 MINUTE READ

#Leadership : How To Deliver Your #Presentation In Half The Time You’d Allotted…Talking Faster During a Presentation is a Bad Idea. Here are a Few Better Ones.

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It’s the day of your big presentation. You’ve spent the last few weeks fine-tuning every detail. You rehearsed last night, and you were flawless. You’ve never felt more prepared.

But then you hear something that makes your stomach drop: “Sorry, but we’re going to need you to keep this to 10 minutes.” You’d planned for 20. How can you possibly pull it off in half the time?

Your first instinct is to just try and talk faster and maybe breeze past a less-important point or two–hopefully you can still cram in everything else, even if it’s a little rushed? Nope, wrong strategy.Nobody can be effective speaking in hyperspeed. Here’s what to do instead.

Related: How To Nail The First 90 Seconds Of That Big Meeting

GIVE YOUR CONCLUSION FIRST

If you have only one takeaway from this article, make sure it’s this one: Always state your conclusion first. Running out of time before getting your key message across is devastating. So don’t wait. Get to the point right away, no matter what. You may worry that your core message is kind of complicated and takes a little bit of background to spell out. Even so, get it out there first and then use your remaining time to fill in the context. If you can’t put your finger on what that essential conclusion actually is, though, you may have a bigger problem (but here’s how to solve it).

Related: The Only Three Notes You Need To Write Before Speaking Off-Script

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What Skill Sets do You have to be ‘Sharpened’ ?

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SPEAK EITHER IN “LAYERS” OR “MODULES”

Sometimes you may have a hunch that things could change and your talk might get cut short–which is great, because it gives you a chance to line up some contingency plans. There are two methods you can use to design your presentation with flexibility in mind so you can still manage to get through everything, even if you’re given less time:

Layering. This approach simply means designing your presentation from the inside out. The inner “layer” is your key message–the most important takeaway you want your audience to leave with. The next layer consists of your other major points that directly support that key message. Then you have the details that support those key points–which together make up a third layer. Think of it kind of like dressing for cold weather: If you get too warm, you can always take off a layer. Similarly, if you get short on time, you can take off one of the outer layers. What’s really important is that you communicate your inner layers effectively.

For example, let’s say you’re presenting about a project you’d like to get approval for. With the layering approach, you’d first deliver your key message about seeking approval for your project, followed by the supporting arguments and fundamental issues–the main benefits to approving the project, the outcomes it will deliver, and the challenges you may face. If you’re pressed for time, you’d simply leave out any additional details beyond that and stick just to those key points.

Modularizing. This means designing your presentation in “modules” that you can eliminate if necessary. While you still give your key message first, you don’t share all of your key points right away (even if they’re all relatively equally important). Instead, you leave out some of the points altogether, depending on how much time you have. The thinking here is that it’s better to do a great job spelling out just one supporting argument, than doing a mediocre job rushing through three of them. Think of it like going to dinner: You may want to skip either appetizers or dessert if you’re worried you’ll be late for the movie you bought tickets for.

So to continue the example from earlier, you’d deliver your key message, followed by your first key point (the reasons why the project should be approved) along with any relevant details. Then, if you have time, you can go over your next key point (intended outcomes of the project), along with those details. If you’re pressed for time, you’d drop the “challenges” point entirely.

ADJUST YOUR SLIDES ACCORDINGLY (OR MAKE MULTIPLE VERSIONS)

Finally, if you sense your presentation time might get cut down, you should design your slide deck to adapt–reflecting either a layered or modular approach, depending on which one you’d prefer taking. Or you could just save a couple different versions of your deck so you can pick the right one depending on the circumstances. At any event, when your time gets cut short and you’re forced to give an abbreviated presentation, having your slides out of order is going frustrate you as well as your audience. It’s much better to create either a few different slide decks or one that will work in any situation.

While time is one factor you may not be able to control, how you use it is.

ABOUT THE AUTHOR

Anett Grant is the CEO of Executive Speaking, Inc. and the author of the new e-book,CEO Speaking: The 6-Minute Guide. Since 1979, Executive Speaking has pioneered breakthrough approaches to helping leaders from all over the world–including leaders from 61 of the Fortune 100 companies–develop leadership presence, communicate complexity, and speak with precision and power.

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FastCompany.com | January 5, 2018

#Leadership : 10 Tips for Planning a Successful Company Conference…A Conference that Isn’t Planned Well can Impact your Career Like a Lead Balloon. If the Speakers Don’t Impress Attendees, or You Run Out of Food, It can be Talked About for Months Afterward…And you Might Shoulder the Blame, or at Least Share It.

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Planning a company conference can boost your career and visibility. It can strengthen company sales and morale, depending on its purpose.

Networking Diverse Group

Conferences are complex, though, and can be tricky to plan. A compelling agenda and great speakers are a must. But so are food, comfortable seats and a myriad of elements behind the scenes. Think air conditioning. Heat. Morning coffee.

A conference that isn’t planned well can impact your career like a lead balloon. If the speakers don’t impress attendees, or you run out of food, it can be talked about for months afterward … And you might shoulder the blame, or at least share it. 

So plan your company conference thoroughly. Don’t leave anything to chance. Here are 10 tips for planning successfully.

Initial steps:
1. Decide on a clear purpose

Successful conferences have a clear purpose. Do you need to motivate the sales force? Introduce a new product? Engage in team-building activities? Bring separate geographical regions together? The purpose determines much of the rest of the conference: its size, its speakers and the agenda.

 

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2. Brainstorm a wishlist

Once you have a defining purpose, begin to brainstorm. What would you — and the meeting committee, if there is one — most like to see? Do you want to engage dynamic and well-known speakers? Do you want plenary sessions, where the entire group of attendees gathers to hear speakers? Or do you need a series of break-out sessions on multiple topics? What about the conference venue? Should it be near the company? In an area convenient to attendees throughout the U.S. and overseas?

3. Create a budget

Once you have a purpose and wish list, set up your budget. Be sure to include all the categories you need. Set up a line item for each thing on your wish list.

Will you need paid speakers? Will meals be part of the meeting? How about the venue? What kind of conference rooms will you need? Plenary session rooms may have to accommodate several hundred people, while break-out session rooms may only need to accommodate 20 or so. Will you be hiring vendors to create printed or web-based material? For meeting-related information?

Create a list of everything you need and how much each item will cost, roughly. Then begin your search for a venue that can accommodate all of it. Look for meeting places that offer flexible meeting packages and are well equipped to handle your needs.

4. Narrow down the wish list and budget

Once you’ve paired your wish list and the budget, one of two things might happen. One: Your available budget and the wish list are a match! You can now start the planning stage in earnest.

If you have a shortfall in the budget for your wish list conference, revise the plan so it fits within your budget. If you planned eight breakout sessions over two days, for example, streamline it into four sessions over one day. If your desired speakers quote expensive fees, scout around for an equally good one who will speak to your business for less — or pro bono.

5. Research Available Dates

The planning period of a conference needs to be at least one year, and preferably more. Why? Because meetings have a multitude of logistics. You need a venue, vendors and speakers all available on a particular date. If your planning period is less than a year, availability of one or more of these elements may be limited.

You will need to place a tent pole in the form of a date before all the planning is complete. It’s a good idea, though, to research availability dates for 1) venues that can accommodate the number of people and type of meeting you want, 2) well-known speakers and 3) vendors. Once you have their dates of availability, decide on the meeting date(s).

The Rubber Hits the Road: Planning in Earnest
You’re now ready to begin planning the conference!

6. Book the venue

Set up commitments for the place where the conference will be held. If the venue will be responsible for preparing and serving meeting meals, set up commitments for those as well.

7. Hire the speakers and vendors

Make arrangements with any speakers. Send them the meeting date, time and any other material needed. Hire any vendors you will need.

8. Develop the agenda

You may have a good sense of what the agenda is from the initial brainstorming sessions. Or, you may at this point need to sit down and draw it up, point by point. Developing a firm agenda should begin immediately once the date for the conference is firm.

Related: Need Help Networking? 4 Rules to Remember.

Be sure to circulate the agenda so that all relevant parties have seen and contributed to it before it is finalized.

9. Publicize the conference

All meetings, whether internal or external to the company, should be publicized. If attendance is mandatory — say it’s a motivational meeting for the sales force — publicity will excite the attendees and let them know what the meeting is all about. If it’s not mandatory — rolling out a new product, so employees can attend or not — publicity can provide reasons to attend.

Publicity should provide reasons that the meeting will be beneficial for attendees. Use it as an informational channel as well, to let people know the dates, the agenda, the venue and any surrounding attractions.

Decide what the publicity methods should be. Web site? E-mail blasts on a regular basis? Flyers and brochures? A story in the company newsletter? A mix of all these?

10. Evaluate the conference

This post-conference step is sometimes skipped. It shouldn’t be. You need concrete and measurable feedback on the conference for attendees. A short questionnaire asking what participants gleaned from the conference is a good idea. Go back to your purpose here. If the purpose was motivating the sales force, what was their take-away? If a new product launch, did attendees learn valuable information about the product? Were they comfortable during the meeting? Did they find it valuable to their careers?

Conference planning is a great way to build your visibility and profile within a company. Because conference planning is complex, it needs to be handled with an overall plan in place and specific steps to execution. These 10 tips will set you up for a memorable conference.

Entrepreneur.com | July 30, 2016 | SARAH LANDRUM