For many people, having to speak in public is worse than going to the dentist, touching a spider, or seeing a snake in the back yard – maybe even all three combined! When the person is not a native speaker of English it can be even more nerve-wracking.
I recently ran across an author that may be helpful to you or some of your team members. Deborah Grayson Riegel and her colleague Ellen Dowling wrote a book called Tips of the Tongue: The Nonnative English Speaker’s Guide to Mastering Public Speaking.
She posted a video on YouTube that summarizes three key points to keep in mind, whether or not English is your native language.
First, prepare thoroughly. This includes practicing what you plan to say. Out loud. More than once. I’m prone to fall into the trap Grayson Riegel warns about: spending all my time polishing the slide deck and none of it practicing what I’m going to say. As Anita mentioned in Monday’s post, that is an important part of preparation.
During the speech, Grayson Riegel recommends that nonnative speakers should not worry about having an accent, but they should slow down the speaking pace. Even native speakers of English have accents, reflecting which region they are from. Slowing down and articulating clearly, especially at the beginning, helps listeners understand each of our unique speech patterns.
Finally, she recommends pausing often during the presentation. It gives the listeners a chance to absorb and understand, and it gives speakers a chance to gather their thoughts.
These tips can help all of us be better public speakers, and they are especially helpful for nonnative English speakers. What other tips have worked for you?
Dee Anne Bonebright
Simon Sinek offers a simple, yet powerful, rule for leaders to be better listeners. Refrain from sharing your opinion until everyone else has spoken! It is his “Lesson Four” for successful leaders.
Your people are super-attuned to your words and behaviors and naturally search for cues to understand what your priorities are. This human tendency can get in the way when you want to hear their opinions, ideas, insights or concerns – to truly listen to them.
Inc. magazine recently shared three tips to help leaders “talk last” to ensure that their people talk first.
- Listen – and do absolutely nothing else! Don’t speak verbally or non-verbally. Do your best to eliminate gestures, head nodding, comments, affirmations, or concerns until all have shared and others have commented.
- Ask questions like an interviewer. When you do talk start by asking “unbiased” or clarification questions. Think of yourself as an outside interviewer who just wants to better understand what you have heard – with no stake in the game! Seek to discover the “why” behind their ideas and then the “how” before you add your perspective.
- Disagree and commit. If you have concerns about what you are hearing, continue to explore the reason behind their ideas until you completely understand the why – then share your ideas. If possible commit to trying their idea or search for potential alternatives that address all points of view.
I think you will be impressed by what you hear if your people have the space to speak – first!
Posted in build organizational talent, building teams, communication, Leadership, leadership development, self awareness
Tagged asking questions, blind spots, communication, Leadership, leadership development, listening, questions, self-awareness
“How did they treat you?”
“No such thing as color blind.”
“Being comfortable being uncomfortable”
These are strong words that capture the essence of a TED talk I want to share with you. Mellody Hobson says that mentioning race is the conversational equivalent of “touching the third rail.” It can feel risky and people don’t know how to respond.
As leaders, Hobson says it is important for us to step bravely into the conversation about racism and discrimination at work. Acknowledging the realities of discrimination and overcoming our fear of talking about it is the first step to creating inclusive workplaces.
Join over 2 million people and take a few minutes to watch and listen to her 2014 TED talk.
It’s hard, but we need to be “color brave, not color blind.”
Posted in chief diversity officers, Diversity, equity, inclusion, Leadership, racial tension
Tagged blind spots, cultural competency, diversity, equity, self-awareness, trust
We all know that effective leaders admit and learn from their mistakes, but admitting that we were wrong can be hard to do well. And if we’re taking ownership for an error related to work that was done under our leadership it can be even trickier.
On a website devoted to The Perfect Apology, the authors say that in a business setting, a good apology “will help solidify relationships with existing customers, acquire new ones, enhance customer confidence and improve overall loyalty to the brand.”
As an example, they analyze an apology given by JetBlue Airline after a particularly difficult week that included multiple delays and missed connections. The authors say it includes the key elements of an effective apology:
- It starts by expressing appropriate humility and remorse.
- It gives a detailed account of what happened and takes responsibility. In this case, the delays were caused by a severe winter storm, but the company didn’t try to minimize the effects of what happened.
- It offers restitution and proposes a Consumer Bill of Rights to remedy the situation in the future.
- It ends by saying that the airline values customer relationships and hopes to do business again in the future.
We could say that the experiences of an airline CEO don’t relate to us in higher education. We don’t sell tickets or compete for customer flight miles. We don’t seek customer brand loyalty (or do we?). But we all know that higher education isn’t perfect. People and organizations make mistakes, and leaders have to take responsibility. Is there anything we can learn from this example?
Dee Anne Bonebright
One of the starting points to understanding yourself as a leader is to become crystal clear about your own values. Values are your ideas and deeply held beliefs about what is most important to you in your life. They can include things like achievement, helping other people, fairness, influencing others, and harmony. They are often the silent forces behind many of your actions and decisions.
According to research conducted by leadership gurus James Kouzes and Barry Posner, knowing your values, communicating them, and leading in a way that is consistent with your values, helps you have the most credibility as a leader. The challenge is to make sure that what drives you is not an unrecognized silent force, but is based upon clear values that you hold dear.
So, I’ll go ahead and ask the obvious question. How well do you know yourself? Can you quickly name your top 2 or 3 values?
If not, I’d encourage you to take advantage of one of the many values clarifications exercises that are available. Just 30 minutes of focused reflection can help you clarify your values. Values clarification exercises can be extraordinarily helpful when you are going through a transition in work or life, or when you are investing in your own leadership development.
In the past 20 years, I’ve used several different values clarification exercises when I’m working with groups of leaders. Here is a nice resource from Carleton Community College in Vermont that you can access for free online. Go ahead and try it! It’s worth the time you will invest.
As Kouzes and Posner state in their book The Leadership Challenge, “To become a credible leader, you first have to comprehend the deeply held beliefs … that drive you. You have to authentically communicate your beliefs in ways that uniquely represent who you are.”
Is your personality more like a dog? A fish? A hermit crab? According to National Geographic Kids, I’m a hermit crab. Apparently I’m adaptable and fit into many settings. What can I do with this information? Not a lot. As the site says, it’s just for fun.
This week I’ll be co-facilitating with Todd on our Art of Supervision program, which includes several personality-based assessments. In fact, almost all of the leadership development programs I’ve been involved with over the past decade have included assessments to help leaders increase their self-awareness.
No instrument can tell us all about ourselves, and it’s never helpful to put ourselves or others into boxes. However, I have found that knowing about myself – how I’m likely to react in certain situations, what energizes me, and how I can contribute in the workplace – has strengthened my core leadership abilities.
Knowing that other people have different strengths and preferences has helped me be a better supervisor and team member. Assessments can help us think about what other people bring to the table, and sometimes they remind us that the other person isn’t trying to be annoying on purpose! Using a well-vetted instrument and working with a qualified facilitator can help you better understand yourself and your impact on others. There are many options, such as those on this list compiled by the Piras Consulting Group.
As you think about the competency of Understanding Self and Others, it might be a good time to take a new assessment or re-visiting an old favorite.
Dee Anne Bonebright
One of the competencies included in “Understanding Self and Others” is understanding one’s role in the organization. When I first started working here I got a good lesson in how that works.
Anita, my new supervisor, asked me to write a list of goals to discuss at one of our first meetings. I came in with the list, and she rejected it! I had written about how I would “support” this program, and “provide resources for” that team. She told me that I had been hired for a leadership position and I needed to start describing my role that way.
It was a very useful exercise, that I still think about 5 years later, to re-write that list describing my role as “managing” the program and “leading” the team. When we talked about it yesterday, Anita didn’t remember the conversation. But it was very helpful to me in growing into my new role.
Words matter. Over the next few weeks, think about how you describe your work to others. Equally important, listen to how your people describe their roles. It’s one way to be sure people feel ownership over their work and are clear about their roles.
Dee Anne Bonebright