Friday, May 4, 2018

Primal Leadership Part 3

Part Three: Making Leaders
    
        We spent much of Part One of the blog about Primal Leadership talking about how emotional intelligence helps leaders, and the lack of emotional intelligence hinders leaders. The ironic thing is that the higher one travels up the ladder of success, the less likely this leader is going to receive honest feedback on his or her emotional intelligence. This phenomenon is called the CEO Disease.
            It takes a lot of courage to tell the boss that he or she has been performing poorly in the emotional intelligence arena lately. This is especially difficult to do when the boss has been a little rough lately and everyone is ducking for cover and trying to stay off the radar. People want to keep their job and continue to be able to feed their children.
            The bottom line is that many CEOs lose some of their self-awareness as they travel up the rings. However, the ironic thing is that study after study shows that self-awareness is greatest among companies doing well, and poorest among companies doing poorly. So, now it comes down to which poor soul is going to put their job on the line to tell the boss that he or she is out of touch and acting like a schmuck because it’s good for the whole company if the boss is made self-aware?
            As I said earlier, the good thing is that emotional intelligence can be learned. However, according to, Primal Leadership, most training and leadership programs only target the neocortex rather than the limbic brain. Leadership skills usually comes down to habits learned early in life. So, if we’re going to re-educate the emotional brain, they typical leadership program isn’t going to cut it. In order, to re-educate the emotional brain we need lots of practice and repetition aimed at the limbic centers of the brain. This kind of learning is very slow; but, that’s a good thing because once it’s learned, it’s learned very well, at a much deeper limbic level. Furthermore, this learning will be retained much longer than traditional surface level cognitive learning.
            The cycle of successful change through emotional intelligence consist first of discovering what our ideal self really is. Second, then unearthing who we exactly are. What is our real self? Third, we have to discover what our learning agenda is. Next, we have to practice our new thoughts and behaviors over and over and over. Lastly, we need to discover some supportive relationships. We need people who help us succeed.
            Emotional intelligence in leaders requires that they at least have some vision of their ideal lives. Through this vision they can uncover their real selves. This requires self-awareness though. Leadership strengths lie at the crossroads of where one’s real self matches one’s ideal self. Where it doesn’t are the gaps that one needs to work on.
            Improvement plans crafted around learning rather than performance outcomes have been found to be more effective for working on those gaps mentioned in the paragraph above. The best kind of learning is when one gets to focus on what one wants to become; one’s ideal self, rather than what others want him or her to become. One’s own life goals ignite their full range of talents. And the more parts of one’s life that can be identified as relevant to one’s leadership goals, the more chances one will have to practice and grow. Being handed a performance goal des the opposite. It undermines motivation. It causes anxiety, and decreases performance.
            Goals should be built on a person’s strengths, not their weaknesses. Plans of improvement should be flexible, feasible, and fit into their life and work, as well as fit into their learning style if it’s going to have the biggest impact on their development and growth.

            The problem is that people try to force leadership upon others and thus these poor souls learn it haphazardly by repeating what they saw others do while growing up, or their own poor previous attempts at it. The good thing is that one can improve in leadership by becoming aware of bad habits and constantly practicing a better way until one masters it. Having a good supportive relationship here really helps a lot in making this change.

Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.

Wednesday, May 2, 2018

How to Piss Off Producers and Never Get on TV and Radio

Marketing yourself as an expert in your field means getting in front of prospects using traditional media outlets such as television and radio news. But only those who know how to work effectively with the gatekeepers of this industry, known as producers, will actually get invited to appear in front of the camera or the microphone. This article lays out many successful techniques for working with producers, but in a humorous style that demonstrates what some adults actually do that kills their opportunities for getting media attention.

One way of growing your brand and expanding your influence as an industry expert is to become a much sought after contributor to television news programs. That means creating relationships with the producers of those news programs and giving them what they need to do their job... content. All it takes is a little humility, professionalism, patience, and persistence to make it happen. But all too often I've met people who don't get it and instantly ruin their chances of ever getting on those programs. They're also the ones who tend to complain as to why they aren't getting the business they expect. To give something for the rest of us to learn from, here are 12 ways of never getting on TV, courtesy of those who've burned their bridges before us. 

Don't Watch Local TV Programming: Major network affiliates offer local news programming to feature both local and national stories to inform and educate their viewers. Ignore your local stations and don't take the time to find out if they offer a morning, midday, or early evening local news magazine show that features local experts. 

Don't Contact Your Local Stations: Most major affiliate network stations have local offices and studios that are staffed by receptionists. Don't waste your time, trying to find their contact phone numbers to ask for the names and email addresses of the news magazine show producers. 

Don't Bother Introducing Yourself: Because you're far too busy and have so much to get done, don't reach out to the local producers with an introductory email explaining briefly who you are and what information you can provide them with, to help them beef up their segments. 

Don't Send them Leads: As an industry expert, you're probably constantly watching for the latest trends and producing content such as books, eBooks, articles, blog posts, and more. Don't bother to help a producer out by sending an email containing a 3 - 5 bulleted story lead each week that you can comment on. You have way more important things to do. 

Take Your Sweet Time Replying: If by chance a TV news program producer does respond to one of your leads, wait a few days or even weeks to reply. Better yet, have your assistant reply instead or ignore the email all together. You can't possibly be expected to fit in one more thing into your day. 

Make Your Existing Appointments More Important: When a producer needs an on-air contributor, they may ask an expert to come in at a moment's notice or very early in the morning or even very late at night. Decline the producer's request by being too busy or unwilling to move existing appointments. This way they are sure not to contact you in the future. 

Let Them Know How You Were Inconvenienced: If by chance you get invited into the studio for an on-camera interview and it is cancelled or postponed, place a call or send an email to the producer letting them know how inconvenient that unexpected change was. I'm sure they will apologize and make it up to you. 

Demand to Speak with Their Boss: If you had gotten all the way into the studio and your segment is suddenly preempted for breaking news and you're dismissed, let the producer know how angry you are and demand to speak to her boss about being inconvenienced. 

Call and Voice Your Disappointment: If the segment in which you were interviewed did not air on the date and at the time you were told, call or write the producer to let him know how unfair it was for you to have invested your time and effort for no reason. I'm sure they'll make sure it never happens again. 

Do Not Send a Thank You Note: Save your money and don't buy a box of thank you cards. Forget about sending off a short note of thanks to the news program producer, you can use that valuable five minutes for other more important matters. 

Let Them Find Their Own Expert: Once you establish a relationship with a TV show producer, they may contact you out of the blue, when they are seeking commentary on a topic that is close to, but not exactly within your area of expertise. Let them know that you can't help them or just ignore their request all together. Do not recommend to them, any other experts in your network that may be more skilled at providing what they're seeking. Why bother helping them if you're not going to benefit from the opportunity. 

Send a "Nasty Gram" Letter to the Studio: Without notice, your emails to the producer are coming back undeliverable, stating that the producer is no longer working there. TV producers experience lots of stress and are under great pressure, which means the person in that position may change frequently. But that's not your problem. Send an email or letter to the studio describing your inconvenience of having to start the process of finding the contact information for the new producer, all over again. As ridiculous as some or all of these points might sound to you, I've seen or heard of unconscious professionals making these exact mistakes. I coach experts in growing their speaking business. I help my clients understand how busy producers are and what it takes to grow yourself as an industry expert that producers call first. I welcome comments on how you've seen others make these mistakes or new ones that I did not include in this piece.

Bill Corbett is the author of the Amazon top-seller, From the Soapbox to the Stage: How to Use Your Passion to Start a Speaking Business. Connect with Bill at http://BillCorbett.com.

Wednesday, April 4, 2018

Primal Intelligence Part 2

Part Two: The Power of Emotional Intelligence Continued
 In part one we talked about the emotional intelligence domains and the associated competencies that are a prerequisite to good leadership. Now we’re going to move onto the different leadership styles. The direct leadership styles discussed in Primal Leadership are: 1. Visionary. 2. Coaching. 3. Affiliative. 4. Democratic. These first four are good for building a resonance leadership that drives positive emotions and feelings that was discussed earlier. The last two of: 5. Pacesetting, and 6. Commanding can also be effective leadership styles, but must be used sparingly because they can cause dissonance, or negative feelings and emotions.
            A visionary leader gets buy-in from others because this leader helps people understand their “why”. This kind of leader is inspiring, and is empathic. A smart company realizes that vision offers a company its unique ‘brand’ or a way to distinguish itself from other companies in the same field or industry. Smart companies use this vision as a standard for performance and performance feedback. It helps employees see how they contribute to the big picture.
            The coaching style doesn’t scream bottom-line results, but in a surprisingly indirect way it gets results through the leaders really getting to know their people, establishing rapport and trust, and successfully linking their daily work to their long-term goals. Coaches are really good at keeping people motivated. And motivated people tend to improve the bottom-line.
            Affiliative leaders nurture personal relationships. They value downtime because it builds up emotional capital that can be drawn from when times get tough. They focus on the emotional needs of their people over goals and are good at healing rifts and bringing a team back together. They are good at solving conflict and creating harmony. These leaders also have some vision. Joe Torre, manager of the famed New York Yankees baseball team was a good example of an affiliative leader.  
            Democratic leaders are great at listening to others. They truly hear what people say. They are great communicators. Democrat leadership style works great when leaders aren’t certain which direction to go. They’re great at getting buy-in. They’re also great at implementing the vision that others haven’t been successful in doing. Democratic leaders actually execute the vision and tend to get fresh ideas all along the way from their workers on how to implement the vision even better.
            Now, onto the last two leadership styles. Pacesetting works great when one already has a team that is highly motivated and needs very little direction, and are competent. Since very few of us are leading the UConn Husky girls’ basketball team, we need to use the pacesetting leadership style sparingly. Coach Geno Auriemma probably doesn’t. This style can be misleading because in the beginning one can get results. However, pacesetting in the wrong environment usually turns our vision into just pure survival. It poisons the climate. And that’s bad for everyone.
            Of all the leadership styles, the commanding style, which is really the coercive approach, doesn’t just poison the climate, but it can destroy it! It destroys the morale of the workforce as people walk around on egg shells afraid to do anything. They spend a good amount of their energy, not being the creative genius that they were meant to be, but rather just trying to stay off the radar. Now, to be fair, there are still some commanding leaders left over in the military and medical fields, for example, who are still getting good results. But, unfortunately, many of these gains aren’t real or lasting.

            Their gains are usually short-term gains with an extremely high cost, especially to personal and human capital. When these commanding leaders are finally pushed out the door, that’s when what they really did comes unraveled and then it comes all crashing down, taking years to rebound; if ever able to rebound from the former wrecking ball. This is when it probably makes sense to find a good affiliative leader who can come in and heal the rifts and damaged relationships that the last leader left in his or her wake. 

Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.

Sunday, March 4, 2018

PRIMAL INTELLIGENCE

Part One: The Power of Emotional Intelligence
        
    The real magic of great leaders isn’t in what they do, but rather in how they do it. Understanding the emotional tones in the workplace is what separates the best leaders from the average leaders. The leaders who understand emotions are better able to build higher morale, more motivation and a deeper commitment among their workers, which creates better retention of talent and better results on the productivity side. All of these positive factors add up to positive profits.
            The bottom line is that followers are always looking to leaders for emotional support and empathy. When leaders drive out invisible toxic emotions and drive in positive emotions it is called resonance in this book. And when leaders drive emotions towards the negative it’s called dissonance. Everyone watches the boss. People take their cues from the boss. So the boss better be aware of the emotional tone that he or she is setting.
            People want to work with leaders who have some emotional intelligences and are able to exude upbeat feelings. Creating this positive upbeat atmosphere is how emotionally intelligent leaders are able to retain talented people.
            One of the oldest laws of psychology is that anything beyond a moderate level of anxiety and worry erodes mental abilities and makes us less emotionally intelligent. Thus, leaders who spread bad moods are bad for business because employees are likely to quit. And the ones who stay, can’t be at their best or even think at their best. So, once again poor emotional leaders are bad for business. But, you want to know what is good for business? Good mood spreaders who are emotionally intelligent leaders. They are good for business because of many reasons. However, here is just one of those reasons: every 1% increase in the service climate creates a 2% increase in revenue.
            We can no longer afford to believe that just because a very intelligent person was put into a leadership position that it will automatically make everything okay. Einstein once said, “We should take care not to make the intellect our God. It has, of course, powerful muscles, but no personality. It cannot lead, it can only serve.” Good intellect can serve. Good emotional intelligence can lead. Now imagine what the two of them can do together.
            There is no fixed formula for great leadership and it’s not innate. We aren’t born with it. That really is good news, and so is this next part too. The emotional intelligence necessary for great leadership can be learned. Furthermore, there is no one set path to great leadership. As the old maxim goes, there are many roads to Rome.
            However, if one hopes to become a great leader someday, studies have shown that it helps to have at least one competency from each of the four fundamental areas of emotional intelligence. These four domains consist of self-awareness, self-management, social awareness and relationship management.
            Self-awareness consist of things like knowing one’s strengths and weaknesses. People who are self-aware have a ‘gut-sense’ to guide their decision-making process. They self-manage, which means they have self-control, have integrity, are flexible and are optimistic. These people are usually also self-starters, and achievers.
            Social awareness is having empathy or understanding the perspectives of others. It’s having the ability to read the currents and the politics of a particular situation and environment. As well as, recognizing and meeting customer needs.
            Relationship management is being able to motivate people with a compelling vision and then being able to persuade them to move forward and do it. It’s developing others. It’s resolving conflict. And it’s also being able to go in a new direction while maintaining friendships, and being a good team player.

            So as this book, Primal Leadership mentioned earlier, if you have at least one competency from each of the four domains of emotional intelligence you’re in a pretty good place to be a good leader someday.
Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.

Sunday, February 4, 2018

Ted Talks Part 5

TED Talks
Part 5 Reflection
Today, knowledge is becoming more specialized than ever before according to Chris Anderson author of TED Talks. TED Talks is a breath of fresh air in today’s times, as well as, some good old fashion common sense. TED Talks reminds us that all knowledge is connected into a giant web and that public speaking skills are going to matter in the future even more than they do today.
Everyone probably realizes by now that computers are taking over specialized knowledge from us human beings. So, what do you think is going to eventually become the only thing left for us humans? That’s right. We’re going to need to go back to being more human by utilizing more contextual knowledge and more creative knowledge. We’re going to have to develop a deeper understanding of our own humanity according to Anderson.
We develop this deeper humanity through the speaking renaissance that’s taking place today in public speaking, as well as the TED Talks taking place all over the world. And even more important, thanks to the Internet these talks are also accessible to all of us. In the very near future, we’re going to have to learn from people outside of our specialties or fields in order for us to develop a deeper understanding of our world and our role in it.
Online video is providing visibility to the best talent in the world and also has a massive incentive to improve upon what is already out there. People are becoming YouTube stars in their niche communities through a thing called, “crowd accelerated innovation”. It’s the most exciting application in the world of ideas and to improve upon ideas. We have this amazing laboratory right at every one of our own fingertips, which is rooted in public speaking and presentation literacy through the digital world that is streaming right into our homes and even into some of our pockets on our handheld devices.

When we finally do reach our goal of giving a TED Talk, let’s try to remember that it’s not the end, but just the beginning. In addition, it also isn’t about being safe, secure, and right. It’s about creating something that will breed further ideas and be impactful. The future isn’t written yet. We are all collectively writing it together. “There is an open page on every empty stage waiting for our contributions,” says Anderson. Let’s go get ‘em and do our part to contribute to a new and improved better world!
Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.

Thursday, January 4, 2018

TED TAlks Part 4

TED Talks
Part 4 On The Stage
TED speakers don’t wear suits according to Chris Anderson author of TED Talks! Be comfortable. Wear casual clothing that gives a sense that we’re all at some comfortable fun retreat together. Remember to dress for the people in the back row by wearing bright colors so our image really pops. Fitted clothing is better than baggy clothing. No wrinkled clothes. Also, remember that TED Talks records us for video. So, avoid all white and jet black, as well as small tight patterns. Ladies, you’re probably not going to want to wear big dangling ear rings that could make distracting noises the microphone might pick up. Also, wearing a belt helps because we can attach the microphone battery pack to it.
We can control our nerves by focusing on the message instead of ourselves. Remember, we’re there to give not to get. If still nervous, we can focus on our breathing and repeat our mantra of, “I got this!”, and “This is fun!” We can also do some physical exercise or visualize someone who we admire that always looks like they’re having fun up there. If we’re up on that stage, it means that someone thought we had something valuable enough to say to put us up there. They are rooting for us, and so is the audience. So let’s do this!
Let’s be brave and bold and courageous by moving out from behind the lectern. Don’t worry. Our notes can stay right there on the lectern and we can glance at them as we sip water from time to time as I mentioned earlier. TED Talks also has other ways too of helping support us and our message. TED has the technology for us to use slides, or have our notes on a back distant screen where no one sees it but us. However, this strategy allows some of the crowd to see that we are not really looking at them.
Some speakers use their iPhone, but this can be tricky though because the screen is small and it’s easy to lose our connection with the audience while looking down for an extended time trying to find our place as we’re stuck scrolling through our notes. Struggling to find our place again usually isn’t the best way to give a speech.
TED Talks also has a confidence monitor aimed up at us from the floor and even an autocue, which is a screen that is invisible to the audience, even though it’s right in our line of sight just as if we were looking right at them. As awesome as this may seem, some in the audience will still figure out that we’re not really looking at them, but instead are reading from an invisible screen. Even among all this awesome technology that TED Talks provides, sometimes some good old fashion notes on a cue card or a simple sheet of paper up at the lectern is still the best bet.

Regardless of how we approach our talk, let’s just remember to be authentic. Let’s relax and just give our talk in our own way. Let’s not be afraid to let our personality shine through. After all, our personality is one of the most important parts of the speech. Also, important is remembering that speaking is a very impactful way of sharing ideas because we can literally turn the information we want to share into inspiration. We can create this inspiration by injecting a variety of strategies not available to the written word, such as, the volume we use, our pitch, pace, timing, tone and prosody, which are all based on the meaning that we’re trying to convey. And we always need to remember that what we have to say is meaningful.
Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.

Monday, December 4, 2017

TED TAlks Part 3

TED Talks
Part 3 The Preparation Process
Should we use visuals? Well, according to Chris Anderson author of TED Talks, that’s up to us. One-third of TED speakers don’t use slides. But, two-thirds do. Slides are good when using the revelation tool of sharing ideas. They’re also good for explaining. And of course there is the aesthetic appeal. However, beware, no slides are better than bad slides. If we really want to use them, we might want to get professional help with our slides.
Some things to be aware of when using slides is that even though a picture is worth a thousand words because it shows and tells; we should limit each slide to a single core idea. Also, don’t put bullet points on slides because people will mentally leave us and read ahead. Instead, do something like putting a question on a slide, or a photograph, or video, maybe even some animation or perhaps just some key data will do nicely.
As mentioned earlier, visuals have aesthetic appeal. It’s actually okay for us to show a lot of images to help increase the audience’s delight. Some speakers even have a system that shows a new image every few seconds as they’re talking. If using pictures, remember that a black background will make it look like we are using a black border and will really help our images pop.
Here are some things to beware of. Don’t use multiple type effects in the same line. Don’t use bullets or dashes. And resist underlining and italics. Don’t put too much on one slide. Instead, let’s use feeds. It’s wiser to build onto the slide through clicks. Also use 24+ font size. We can use context photos, but have to be careful that they don’t look like year book photos. And we shouldn’t show videos longer than 30 seconds. Nor, show more than 2-4 videos. We should also avoid fancy transitions. It’s better to just go to cuts. And remember, with graphics, less is more. Finally, we need to always practice on the equipment that we’re going to use.
Should we script or not script? Or use some sort of combination of the two? Anderson believes that scripting can help us make the best use of our time up there on that stage for those short 18 minutes. But, scripting also has the danger of sounding like we are reading it. And even if we go the extra mile of fully memorizing the speech it can still sound off. Like it’s not real or authentic. Anderson calls this awkward place the, “uncanny valley”. The bottom line is that the best speeches come off as if the speaker is sharing his or her ideas for the first time.
It’s almost best to go somewhere in between scripting and not scripting. Write the speech. Make an outline. Memorize the opening and the closing. Then have a few notes for everything in between. Don’t worry. The audience won’t mind if we take a peek at our notes from time to time. A good way to do this is by taking a sip of water and glancing over at our notes before we continue our talk.
However we approach preparing for our speech, the most important thing is to practice, and practice a lot. The practice isn’t about trying to memorize our speech, it’s about becoming more comfortable with being up on that stage and in front of that crowd. When we’re more comfortable, our audience is more comfortable too. And that’s a good thing.
Anderson also expresses to always prepare a speech that is 9/10 of the time that we are given. Prepare a 54 minute speech for a 1 hour presentation. And a 16:12 speech for our 18 minute TED Talk. This gives us time to pace ourselves, pause, screw up a little bit, milk the audience and basically have some breathing room. This breathing room will add to our level of comfort and thus add to the level of comfort and joy our audience is experiencing.
Now, not to put any more pressure on ourselves, but we need to remember that in this modern era there is a tug-o-war for people’s attention. This is especially true in online formats like TED Talks where people can just click away. Our first words really do matter. So, let’s not waste them away with small talk.
A good way to open our speech could be with a dose of drama. Think about the movie industry. How would they approach this subject in the opening minutes of their movie? Another good strategy to open with is to ignite their curiosity. The best way to do this is by asking a surprising question that creates a knowledge gap our audience’s minds fights to close.

A third approach to opening our speech could be as simple as just showing an impactful slide, video or object. Finally, one can also open with teasing the audience a little bit by using words that excite curiosity like, “reveal”. This strategy encourages our audience to go on our journey. However, beware, if we tell them everything in the first 30 seconds they will have no reason to go on our journey with us. So, do tell them with some hints of where we’re going with this little talk, but don’t immediately tell them everything in your opening.
Dan Blanchard is an award-winning author, speaker and educator. To learn more about Dan please visit his website at: www.DanBlanchard.net. Thanks.