I hope you all had a fabulous long Jubilee weekend. In our little corner of Lincolnshire we organised a two-day spectacular, which involved a talent show, hog roast, races, barbecue, disco, beacon lighting, flag raising and on it went. Even the good old British weather didn’t dampen our spirits! We joked that the events would be ‘organised chaos’, but in fact it all went smoothly, thanks to some fabulous teamwork.
Business can learn a lot from the successful Jubilee celebrations! We put together a small committee, each with very clear roles, and an overall goal – fun! Since the New Year the committee met regularly to check progress and to rope in others whose skills we needed.
Every time someone was co-opted to help, they were also given a clear idea of the goal, but otherwise left pretty much to make it their own. We held a fundraising event back in March, so that the Jubilee weekend would not burn a hole in people’s pockets, and were thrilled with the donations and gifts of food, time and manpower! Everyone involved was thanked publicly at the event – this is so critical, as it makes people feel valued, and also encourages them to get involved again next time!
Whilst all this was happening in not-so-sleepy Lincolnshire, we also managed to catch up with the events in London. HM the Queen continues to be a role model to so many; duty above all, and always a smile and a kind word for those she meets. Isn’t this the real core skill of a great Leader? To make everyone feel like they matter and that their views are important? When times are tough as well as when they are good, the Queen has been consistent – again a vital leadership skill.
Every leader needs someone to rely on – The Duke of Edinburgh has shown himself again and again to be a rock. Some of the great leaders I work with will tell you that having a coach beside them is their ‘rock’ – someone who pushes and encourages, never judges, reminds them of the goals, and celebrates with them.
Lots of food for thought for us all from the Jubilee. How was yours?
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Thursday, 7 June 2012
Sunday, 3 October 2010
Horses for courses?
I have to confess, the nearest I’ve been to horse riding was on a donkey on the beach at Weston-super-Mare way back when... however, I was privileged to see the great Monty Roberts in action at the weekend, at Gleneagles. You will probably know him as the “Man Who Listens to Horses”. His goal is “to leave the world a better place than I found it, for horses and for people, too.”
I saw and heard so many parallels between good horsemanship and good leadership watching Monty in action. Here are the highlights I drew from the event:
Violence is never the answer – horses are like people – we all have a need for trust and partnership. (For violence, read bullying)
Monty starts by ‘Joining up’ with the ‘difficult’ horse – in people terms this is about getting in synch with the people you work with. Monty understands and uses the horse’s body language – if we ‘speak the same language’ at work, we’ll build rapport quickly. Talk to me if you’d like to understand more about different styles of communication.
When the horse gets something right, he gets instant reward/recognition; if it’s not right, he gets an instant reminder (shorter reins, certainly no violence).
When they get it right, you don’t take your hands off the reins - do it again and again until it becomes second nature.
One of the key things with horses is to keep on helping them learn – they have a huge capacity for learning, and if they're not stimulated they become bored and disruptive. Does this sound like some of the people you work with?
If you want to build High Performing Teams on your organisation, come and talk to the experts. Liz Kentish The FM Coach and the team will help you, using fast, effective solutions. Contact us today coach@lizkentishcoaching.co.uk 01778 561326 / 07717 787077
I saw and heard so many parallels between good horsemanship and good leadership watching Monty in action. Here are the highlights I drew from the event:
Violence is never the answer – horses are like people – we all have a need for trust and partnership. (For violence, read bullying)
Monty starts by ‘Joining up’ with the ‘difficult’ horse – in people terms this is about getting in synch with the people you work with. Monty understands and uses the horse’s body language – if we ‘speak the same language’ at work, we’ll build rapport quickly. Talk to me if you’d like to understand more about different styles of communication.
When the horse gets something right, he gets instant reward/recognition; if it’s not right, he gets an instant reminder (shorter reins, certainly no violence).
When they get it right, you don’t take your hands off the reins - do it again and again until it becomes second nature.
One of the key things with horses is to keep on helping them learn – they have a huge capacity for learning, and if they're not stimulated they become bored and disruptive. Does this sound like some of the people you work with?
If you want to build High Performing Teams on your organisation, come and talk to the experts. Liz Kentish The FM Coach and the team will help you, using fast, effective solutions. Contact us today coach@lizkentishcoaching.co.uk 01778 561326 / 07717 787077
Thursday, 15 April 2010
Leadership according to Sir Chris Bonington
I had the pleasure yesterday of speaking at the BIFM conference, which had Chris Bonington as its guest speaker. Chris shared with the audience his renowned exhibitions, particularly to Everest, and he drew many parallels with the corporate world.
Here are just some of the highlights:
A true leader listens, consults, then makes firm, clear decisions.
A true leader knows when it's time to turn back.
Leadership is like a ball that you pass among the team, then the leader picks up the reins at the right moment, in a firm, decisive and tactful way.
Trust is what holds teams together.
A true leader acknowledges their wider team, they are all as important to the success of the organisation.
Want to improve your own leadership? Then let's talk 07717 787077
Tuesday, 16 March 2010
Are you a Manager or a Leader?
What would your team say – are you a Manager or a Leader?
What’s the difference between management and leadership?
How would you say they differ in terms of:
• Power
• Focus
• Risk profile?
This is an age-old question, and one that I have been asked many times, and one that I believe can be answered in several different ways. The main difference between a manager and a leader is how they motivate the people around them.
Do you have to be one or the other? Most of us fulfill both roles, moving from manager to leader when we realize we have to win the hearts and minds of those we want to follow us.
• Managers have subordinates As a line manager you command a certain amount of respect from those who report to you, and you tell them what to do. They do what they are instructed (usually!), because they receive their salary for doing so.
• Manager’s focus As a manager you get paid to make things happen, usually to budget and to deadlines. The actual tasks are usually delegated.
• Managers and risk As a manager you are expected to follow the company’s policies and procedures, without making any substantial changes. Generally this is comfortable for you, as it gives a structure to your role.
• Leaders have followers When you are a leader you don’t have direct reports (although you may still have them in your management role). When you want to lead, you are seeking followers, who follow you because they choose to, not because they are paid to.
• Leader’s focus Telling people what to do does not inspire them to follow you. You need to find out what drives them and show how following you will satisfy their needs. This could be a need for recognition, status, reward, a feeling of ‘giving back’ – as leader you need to know what it is. As a leader you always give credit where it’s due, and avoid blaming others when things go wrong.As a leader you will certainly demonstrate charisma, but this doesn’t mean you have to be friends with everyone, or even be liked by them. Some of the most effective leaders are often seen as ‘loners’.
• Leaders and risk As a leader you expect to face issues and problems, which need to be overcome. You are happy to take measured risks, and follow ‘the path less trodden’, to achieve your vision. People admire your courage – it’s important this is not seen by others as ‘bravado’.
In facilities management, a manager:
• Understands the contract requirements and business plan
• Is confident, a good listener, asks questions, is innovative
• Makes decisions according to the rules
• Customer- and service-focused – gets results by managing tasks
• Meets deadlines, and is focused on short-term results
• Is generally reactive
• Ensures staff understand their responsibilities
• Provides clear guidance to staff – tells them what to do
• Communicates effectively with teams
• Provides regular constructive feedback
• Encourages staff to improve their performance
• Addresses performance issues
• Encourages staff to offer ideas to improve performance
In facilities management, a leader:
• Is consistent in their own style, yet welcomes change and challenges the status quo
• Comes up with new, often radical, ideas
• Breaks the rules
• Generate new ideas and build a vision
• Focuses on long terms results
• Exploits their own strengths, and those of others
• Is aware of their own, and others’ weaknesses
• Pushes people to do and be the best they can
• Speaks in positive terms
So, where do you stand? For a no obligation 30 minute telephone session to identify your leadership strengths and how you can be even more effective, call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or coach@lizkentishcoaching.co.uk
What’s the difference between management and leadership?
How would you say they differ in terms of:
• Power
• Focus
• Risk profile?
This is an age-old question, and one that I have been asked many times, and one that I believe can be answered in several different ways. The main difference between a manager and a leader is how they motivate the people around them.
Do you have to be one or the other? Most of us fulfill both roles, moving from manager to leader when we realize we have to win the hearts and minds of those we want to follow us.
• Managers have subordinates As a line manager you command a certain amount of respect from those who report to you, and you tell them what to do. They do what they are instructed (usually!), because they receive their salary for doing so.
• Manager’s focus As a manager you get paid to make things happen, usually to budget and to deadlines. The actual tasks are usually delegated.
• Managers and risk As a manager you are expected to follow the company’s policies and procedures, without making any substantial changes. Generally this is comfortable for you, as it gives a structure to your role.
• Leaders have followers When you are a leader you don’t have direct reports (although you may still have them in your management role). When you want to lead, you are seeking followers, who follow you because they choose to, not because they are paid to.
• Leader’s focus Telling people what to do does not inspire them to follow you. You need to find out what drives them and show how following you will satisfy their needs. This could be a need for recognition, status, reward, a feeling of ‘giving back’ – as leader you need to know what it is. As a leader you always give credit where it’s due, and avoid blaming others when things go wrong.As a leader you will certainly demonstrate charisma, but this doesn’t mean you have to be friends with everyone, or even be liked by them. Some of the most effective leaders are often seen as ‘loners’.
• Leaders and risk As a leader you expect to face issues and problems, which need to be overcome. You are happy to take measured risks, and follow ‘the path less trodden’, to achieve your vision. People admire your courage – it’s important this is not seen by others as ‘bravado’.
In facilities management, a manager:
• Understands the contract requirements and business plan
• Is confident, a good listener, asks questions, is innovative
• Makes decisions according to the rules
• Customer- and service-focused – gets results by managing tasks
• Meets deadlines, and is focused on short-term results
• Is generally reactive
• Ensures staff understand their responsibilities
• Provides clear guidance to staff – tells them what to do
• Communicates effectively with teams
• Provides regular constructive feedback
• Encourages staff to improve their performance
• Addresses performance issues
• Encourages staff to offer ideas to improve performance
In facilities management, a leader:
• Is consistent in their own style, yet welcomes change and challenges the status quo
• Comes up with new, often radical, ideas
• Breaks the rules
• Generate new ideas and build a vision
• Focuses on long terms results
• Exploits their own strengths, and those of others
• Is aware of their own, and others’ weaknesses
• Pushes people to do and be the best they can
• Speaks in positive terms
So, where do you stand? For a no obligation 30 minute telephone session to identify your leadership strengths and how you can be even more effective, call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or coach@lizkentishcoaching.co.uk
Thursday, 3 September 2009
"The root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
I want to share with you this review, from Reuters, of Bill George's book '7 Lessons for Leading in Crisis'
Harvard Business School Professor and Former CEO of Medtronic Bill George Offers leaders a Path Through the Economic Crisis in His Latest Book, 7 Lessons for Leading in Crisis
As we approach the one-year anniversary of the meltdown of Wall Street, Harvard management professor and former Medtronic CEO, Bill George, reminds us that it is precisely in times like these that leaders of organizations of all sizes must remember to "NEVER WASTE A GOOD CRISIS." According to Professor George, today`s unprecedented economic challenges should not frighten leaders into running for cover. Instead crises should be faced as opportunities for leaders or managers at any level to make the significant, long-term changes they need to position their organizations for lasting, sustainable growth. In 7 Lessons for Leading in Crisis, George argues that a crisis can be used to fuel the future by providing the sense of urgency necessary to implement restructuring and other game-changing decisions that are much more difficult to make when times are good.
"There could not be a better testing ground for leaders than the global economic meltdown," writes George. "I believe all the economic misery, financial disasters and millions of lost jobs will produce a new generation of leaders who are battle-tested in crisis and ready to get the global economy pointed in a healthier long-term direction."
As Fortune magazine said in its August 31st review of 7 Lessons, "the root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
To help leaders navigate these difficult times, George offers seven lessons he has learned through his own in-the-trenches leadership as CEO of Medtronic, as well as from the experiences of a wide range of corporate and non-profit leaders profiled in his book.
Those lessons are:
Lesson #1: Face reality, starting with yourself
Lesson #2: Don`t be Atlas: Get the world off your shoulders
Lesson #3: Dig deep for the root cause
Lesson #4: Get ready for the long haul
Lesson #5: Never waste a good crisis
Lesson #6: You`re in the spotlight: Follow True North
Lesson #7: Go on offense: Focus on winning now
On September 17, 2009, Bill George will bring these lessons to life as he moderates a panel of some of today`s most respected leaders at "A SUMMIT ON LEADING IN CRISIS: Personal Stories from the Trenches." Panelists include: eBay CEO, John Donahoe; David Gergen, Director of Harvard`s Center for Public Leadership; former CEO of Xerox, Anne Mulcahy; and, Marilyn Carlson Nelson, former CEO of the Carlson Companies.
About Bill George
Bill George is one of the leading experts on leadership in the world today. He is currently professor of management practice at Harvard Business School, and serves on the boards of directors of ExxonMobil, Goldman Sachs, the Carnegie Endowment for International Peace, and the World Economic Forum USA.
George was chief executive officer of Medtronic, the world`s leading medical technology company, from 1991 until 2001 and chairman of the board from 1996 to 2002. Under his leadership, Medtronic`s market capitalization grew from $1.1 billion to $60 billion, averaging 35% growth per year.
He is the author of three best-selling books: Authentic Leadership: Rediscovering the Secret of Creating Lasting Value (Jossey-Bass, 2003), True North: Discover Your Authentic Leadership with Peter Sims (Jossey-Bass, 2007) and Finding Your True North, A Personal Guide (Jossey-Bass, 2008).
The New York Times called his previous best-seller, True North, one of the most important books on leadership to come along in years.
George has been featured on national television and radio programs, including The Today Show, The News Hour with Jim Lehrer, Now with David Brancaccio, Charlie Rose, CNN, Bloomberg News and NPR`s All Things Considered and Talk of the Nation. He is a contributor to CNBC and a contributing columnist for WSJ.com and Businessweek.com. His articles have appeared in national print magazines such as Fortune Magazine, the Wall Street Journal, and the Harvard Business Review, to name just a few.
For more information about 7 Lessons or the Summit for Leading in Crisis, visit: http://www.billgeorge.org
7 Lessons for Leading in Crisis By Bill George
Jossey-Bass, A Warren Bennis Book Publication Date: September 1, 2009
$19.95; 978-0-470-53187-7; Hardcover
Harvard Business School Professor and Former CEO of Medtronic Bill George Offers leaders a Path Through the Economic Crisis in His Latest Book, 7 Lessons for Leading in Crisis
As we approach the one-year anniversary of the meltdown of Wall Street, Harvard management professor and former Medtronic CEO, Bill George, reminds us that it is precisely in times like these that leaders of organizations of all sizes must remember to "NEVER WASTE A GOOD CRISIS." According to Professor George, today`s unprecedented economic challenges should not frighten leaders into running for cover. Instead crises should be faced as opportunities for leaders or managers at any level to make the significant, long-term changes they need to position their organizations for lasting, sustainable growth. In 7 Lessons for Leading in Crisis, George argues that a crisis can be used to fuel the future by providing the sense of urgency necessary to implement restructuring and other game-changing decisions that are much more difficult to make when times are good.
"There could not be a better testing ground for leaders than the global economic meltdown," writes George. "I believe all the economic misery, financial disasters and millions of lost jobs will produce a new generation of leaders who are battle-tested in crisis and ready to get the global economy pointed in a healthier long-term direction."
As Fortune magazine said in its August 31st review of 7 Lessons, "the root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
To help leaders navigate these difficult times, George offers seven lessons he has learned through his own in-the-trenches leadership as CEO of Medtronic, as well as from the experiences of a wide range of corporate and non-profit leaders profiled in his book.
Those lessons are:
Lesson #1: Face reality, starting with yourself
Lesson #2: Don`t be Atlas: Get the world off your shoulders
Lesson #3: Dig deep for the root cause
Lesson #4: Get ready for the long haul
Lesson #5: Never waste a good crisis
Lesson #6: You`re in the spotlight: Follow True North
Lesson #7: Go on offense: Focus on winning now
On September 17, 2009, Bill George will bring these lessons to life as he moderates a panel of some of today`s most respected leaders at "A SUMMIT ON LEADING IN CRISIS: Personal Stories from the Trenches." Panelists include: eBay CEO, John Donahoe; David Gergen, Director of Harvard`s Center for Public Leadership; former CEO of Xerox, Anne Mulcahy; and, Marilyn Carlson Nelson, former CEO of the Carlson Companies.
About Bill George
Bill George is one of the leading experts on leadership in the world today. He is currently professor of management practice at Harvard Business School, and serves on the boards of directors of ExxonMobil, Goldman Sachs, the Carnegie Endowment for International Peace, and the World Economic Forum USA.
George was chief executive officer of Medtronic, the world`s leading medical technology company, from 1991 until 2001 and chairman of the board from 1996 to 2002. Under his leadership, Medtronic`s market capitalization grew from $1.1 billion to $60 billion, averaging 35% growth per year.
He is the author of three best-selling books: Authentic Leadership: Rediscovering the Secret of Creating Lasting Value (Jossey-Bass, 2003), True North: Discover Your Authentic Leadership with Peter Sims (Jossey-Bass, 2007) and Finding Your True North, A Personal Guide (Jossey-Bass, 2008).
The New York Times called his previous best-seller, True North, one of the most important books on leadership to come along in years.
George has been featured on national television and radio programs, including The Today Show, The News Hour with Jim Lehrer, Now with David Brancaccio, Charlie Rose, CNN, Bloomberg News and NPR`s All Things Considered and Talk of the Nation. He is a contributor to CNBC and a contributing columnist for WSJ.com and Businessweek.com. His articles have appeared in national print magazines such as Fortune Magazine, the Wall Street Journal, and the Harvard Business Review, to name just a few.
For more information about 7 Lessons or the Summit for Leading in Crisis, visit: http://www.billgeorge.org
7 Lessons for Leading in Crisis By Bill George
Jossey-Bass, A Warren Bennis Book Publication Date: September 1, 2009
$19.95; 978-0-470-53187-7; Hardcover
Friday, 20 February 2009
Be More Persuasive
I heard on the news that Oprah Winfrey’s school for girls in South Africa has an oratorium. Why? It’s because she feels that leaders and influencers need to have good speaking skills. Whether you’re speaking to 1 or 100, I couldn’t agree more.
Public speaking is one of the quickest ways to establish credibility as an entrepreneur. It’s also one of the biggest phobias most human beings have. So for the moment, let’s forget about giving a planned, formal presentation to an audience.
Public speaking encompasses many other opportunities to establish credibility. Think about it. We’re formulating opinions of fellow entrepreneurs every day, based on those experiences. When and where?
At committee meetings, volunteer groups, boards, public forums, with co-workers, with a boss, with customers, networking events, luncheons, trade shows, and informal meetings. (OK, you get my drift.) Just remember that a big part of an entrepreneur’s brand and image are influenced by how a person presents him/herself in each of those settings.
There are two different ways we make that impression. One way is through the choice of words and the delivery of a well thought-out position. The second, and more powerful influence is the speaker’s level of passion, conviction, and sincerity. To give you a great example of the power of conviction and passion, consider this excerpt from Tony Robbins’ The Power to Shape your Destiny . “When two people meet, if there’s rapport, if there’s a feeling of mutual respect and trust… if one person is more certain than the other, that person will eventually influence the other person’s feelings.” Pretty powerful stuff, if you think about it. By having a stronger sense of conviction, belief, and passion, you can persuade someone. Because you must establish trust and rapport, of course there is the need for sincerity. Think of what happens when sincerity is NOT present. The minute someone starts bragging or arrogance creeps in, we tune out. We assume that in future dealings that person will be looking out for them self. Call me old-fashioned, but I know there are some powerful people out there who are humble and genuinely interested in the well being of others. So those are the type of people we should choose to surround ourselves with and rely on.
That said, as long as you’re sincere and have conviction I believe you’ll have more credibility and will be more persuasive than the passion-less person who might put together a more articulate argument.
Here are a few tips for being persuasive:
Tip #1: Be sincere, be genuine, and don’t worry about how you’re going to come across. (I think this also helps to relax us, making it even easier to formulate our thoughts.) As long as we speak from our hearts, we’ll be powerful.
Tip #2 If you’re fearful of speaking, start small. But do practice. Start with your introduction or “elevator speech”. Practice on coworkers, friends, significant other, kids or the dog. Anybody who will listen!
Tip #3: Be likeable. Smile, and let your passion shine through. Of course, you don’t want a silly grin on your face the whole time. But the idea is to make yourself approachable. You want to connect with your listeners.
Tip #4: Appreciate your listeners’ time and don’t drone on. There’s an old quote that says, “Be accurate! Be brief! And then be seated!” I can remember being at a networking meeting where everyone had 30 seconds for a quick introduction. Most took more than their share of time. What was fascinating is that I had several people come up to me afterwards, simply based on my brief introduction. They appreciated the fact that I kept it short, I sounded confident yet approachable, and I whet their appetite with just one tidbit of info that had them asking for more.
Tip #5: Believe it! I’ve seen people speak with so little conviction that I wondered if they truly believed what they were proposing. If you don’t believe it deep down in your heart, no one else will. Just remind yourself of the wonderful value you’re offering, and how much your listener needs the information you’re about to share.
I’ve covered just the tip of the iceberg when it comes to being a more persuasive communicator. But even a modest improvement in each of the five areas above will result in a dramatic change in your results. Try it!
Looking for a keynote FM speaker? Call Liz Kentish on 01778 561326 / 07717 787077 or e-mail coach@lizkentishcoaching.co.uk
Article Source: http://www.articlesbase.com/leadership-articles/be-more-persuasive-779485.html
About the Author:
Pat Price has worked with numerous clients to generate more business and boost their marketing effectiveness. She is a professional speaker and president of The Price Group, Inc, a full-service marketing firm serving small to mid-sized organizations. To receive Pat’s free Marketing Tips! newsletter, go to www.PatPriceSpeaks.com/Resources.php . She can be reached at 630.717.8332 or through her website at www.ThePriceGroup.biz.
Public speaking is one of the quickest ways to establish credibility as an entrepreneur. It’s also one of the biggest phobias most human beings have. So for the moment, let’s forget about giving a planned, formal presentation to an audience.
Public speaking encompasses many other opportunities to establish credibility. Think about it. We’re formulating opinions of fellow entrepreneurs every day, based on those experiences. When and where?
At committee meetings, volunteer groups, boards, public forums, with co-workers, with a boss, with customers, networking events, luncheons, trade shows, and informal meetings. (OK, you get my drift.) Just remember that a big part of an entrepreneur’s brand and image are influenced by how a person presents him/herself in each of those settings.
There are two different ways we make that impression. One way is through the choice of words and the delivery of a well thought-out position. The second, and more powerful influence is the speaker’s level of passion, conviction, and sincerity. To give you a great example of the power of conviction and passion, consider this excerpt from Tony Robbins’ The Power to Shape your Destiny . “When two people meet, if there’s rapport, if there’s a feeling of mutual respect and trust… if one person is more certain than the other, that person will eventually influence the other person’s feelings.” Pretty powerful stuff, if you think about it. By having a stronger sense of conviction, belief, and passion, you can persuade someone. Because you must establish trust and rapport, of course there is the need for sincerity. Think of what happens when sincerity is NOT present. The minute someone starts bragging or arrogance creeps in, we tune out. We assume that in future dealings that person will be looking out for them self. Call me old-fashioned, but I know there are some powerful people out there who are humble and genuinely interested in the well being of others. So those are the type of people we should choose to surround ourselves with and rely on.
That said, as long as you’re sincere and have conviction I believe you’ll have more credibility and will be more persuasive than the passion-less person who might put together a more articulate argument.
Here are a few tips for being persuasive:
Tip #1: Be sincere, be genuine, and don’t worry about how you’re going to come across. (I think this also helps to relax us, making it even easier to formulate our thoughts.) As long as we speak from our hearts, we’ll be powerful.
Tip #2 If you’re fearful of speaking, start small. But do practice. Start with your introduction or “elevator speech”. Practice on coworkers, friends, significant other, kids or the dog. Anybody who will listen!
Tip #3: Be likeable. Smile, and let your passion shine through. Of course, you don’t want a silly grin on your face the whole time. But the idea is to make yourself approachable. You want to connect with your listeners.
Tip #4: Appreciate your listeners’ time and don’t drone on. There’s an old quote that says, “Be accurate! Be brief! And then be seated!” I can remember being at a networking meeting where everyone had 30 seconds for a quick introduction. Most took more than their share of time. What was fascinating is that I had several people come up to me afterwards, simply based on my brief introduction. They appreciated the fact that I kept it short, I sounded confident yet approachable, and I whet their appetite with just one tidbit of info that had them asking for more.
Tip #5: Believe it! I’ve seen people speak with so little conviction that I wondered if they truly believed what they were proposing. If you don’t believe it deep down in your heart, no one else will. Just remind yourself of the wonderful value you’re offering, and how much your listener needs the information you’re about to share.
I’ve covered just the tip of the iceberg when it comes to being a more persuasive communicator. But even a modest improvement in each of the five areas above will result in a dramatic change in your results. Try it!
Looking for a keynote FM speaker? Call Liz Kentish on 01778 561326 / 07717 787077 or e-mail coach@lizkentishcoaching.co.uk
Article Source: http://www.articlesbase.com/leadership-articles/be-more-persuasive-779485.html
About the Author:
Pat Price has worked with numerous clients to generate more business and boost their marketing effectiveness. She is a professional speaker and president of The Price Group, Inc, a full-service marketing firm serving small to mid-sized organizations. To receive Pat’s free Marketing Tips! newsletter, go to www.PatPriceSpeaks.com/Resources.php . She can be reached at 630.717.8332 or through her website at www.ThePriceGroup.biz.
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