Are You Sabotaging Your Career?

Written by Brent Filson

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Summary: Most leaders are sabotaging their careers because they are giving presentations and speeches rather than leadership talks. In terms of being a results-generator,repparttar 107970 leadership talk far surpassesrepparttar 107971 presentation or speech. Here are three questions you must ask and answer before you can give a leadership talk. If you answer "no" to any one ofrepparttar 107972 questions, you can't give one. ===================================================== ARE YOU SABOTAGING YOUR CAREER? by Brent Filson

My experience working with thousands of leaders world wide forrepparttar 107973 past two decades teaches me that most leaders are screwing up their careers.

On a daily basis, these leaders are gettingrepparttar 107974 wrong results orrepparttar 107975 right results inrepparttar 107976 wrong ways.

Interestingly, they themselves are choosing to fail. They're actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They makerepparttar 107977 fatal mistake of choosing to communicate with presentations and speeches -- not leadership talks.

In terms of boosting one's career,repparttar 107978 difference betweenrepparttar 107979 two methods of leadership communication isrepparttar 107980 difference between lightning andrepparttar 107981 lightning bug.

Speeches/presentations primarily communicate information. Leadership talks, onrepparttar 107982 other hand, not only communicate information, they do more: They establish a deep, human emotional connection withrepparttar 107983 audience.

Why isrepparttar 107984 later connection necessary in leadership?

Look at it this way: Leaders do nothing more important than get results. There are generally two ways that leaders get results: They can order people to go from point A to point B; or they can have people WANT TO go from A to B.

Clearly, leaders who can instill "want to" in people, who motivate those people, are much more effective than leaders who can't or won't.

Andrepparttar 107985 best way to instill "want to" is not simply to relate to people as if they are information receptacles but to relate to them on a deep, human, emotional way.

And you do it with leadership talks.

Here are a few examples of leadership talks.

When Churchill said, "We will fight onrepparttar 107986 beaches ... " That was a leadership talk.

When Kennedy said, "Ask not what your country can do for you ... " that was a leadership talk.

When Reagan said, "Mr. Gorbachev, tear down this wall!" That was a leadership talk.

You can come up with a lot of examples too. Go back to those moments whenrepparttar 107987 words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.

Mind you, I'm not just talking about great leaders of history. I'm also talking aboutrepparttar 107988 leaders in your organizations. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations,repparttar 107989 effectiveness of those leaders is dramatically increased. How do we put together leadership talks? It's not easy. Mastering leadership talks takes a rigorous application of many specific processes. As Clement Atlee said of that great master of leadership talks, Winston Churchill, "Winston spentrepparttar 107990 best years of his life preparing his impromptu talks." Churchill, Kennedy, Reagan and others who were masters at giving leadership talks didn't actually call their communications "leadership talks", but they must have been conscious to some degree ofrepparttar 107991 processes one must employ in putting a leadership talk together.

Here's how to start. If you plan to give a leadership talk, there are three questions you should ask. If you answer "no" to any one of those questions, you can't give one. You may be able to give a speech or presentation, but certainly not a leadership talk.

(1) DO YOU KNOW WHAT THE AUDIENCE NEEDS? Winston Churchill said, "We must facerepparttar 107992 facts or they'll stab us inrepparttar 107993 back."

When you are trying to motivate people,repparttar 107994 real facts are THEIR facts, their reality.

Their reality is composed of their needs. In many cases, their needs have nothing to do with your needs.

Most leaders don't get this. They think that their own needs, their organization's needs, are reality. That's okay if you're into ordering. As an order leader, you only need work with your reality. You simply have to tell people to getrepparttar 107995 job done. You don't have to know where they're coming from. But if you want to motivate them, you must work within their reality, not yours.

I call it "playingrepparttar 107996 game inrepparttar 107997 people's home park". There is no other way to motivate them consistently. If you insist on playingrepparttar 107998 game in your park, you'll be disappointed inrepparttar 107999 motivational outcome. (2) CAN YOU BRING DEEP BELIEF TO WHAT YOU'RE SAYING? Nobody wants to follow a leader who doesn't believerepparttar 108000 job can get done. If you can't feel it, they won't do it.

But though you yourself must "want to" when it comes torepparttar 108001 challenge you face, your motivation isn'trepparttar 108002 point. It's simply a given. If you're not motivated, you shouldn't be leading.

Here'srepparttar 108003 point: Can you TRANSFER your motivation torepparttar 108004 people so they become as motivated as you are?

I call it THE MOTIVATIONAL TRANSFER, and it is one ofrepparttar 108005 least understood and most important leadership determinants of all.

There are three ways you can makerepparttar 108006 transfer happen.

* CONVEY INFORMATION. Often, this is enough to get people motivated. For instance, many people have quit smoking because of information onrepparttar 108007 harmful effects ofrepparttar 108008 habit

* MAKE SENSE. To be motivated, people must understandrepparttar 108009 rationality behind your challenge. Re: smoking: People have been motivated to quit becauserepparttar 108010 information makes sense.

* TRANSMIT EXPERIENCE. This entails havingrepparttar 108011 leader's experience becomerepparttar 108012 people's experience. This can berepparttar 108013 most effective method of all, for whenrepparttar 108014 speaker's experience becomesrepparttar 108015 audience's experience, a deep sharing of emotions and ideas, a communing, can take place.

There are plenty of presentation and speech courses devoted torepparttar 108016 first two methods, so I won't talk about those.


Written by Debbie Bailey

Presenters sayrepparttar darndest things…

- “I’m sorry but I have a cold today so my voice may sound a little funny.”

- “I just found out about this presentation yesterday, so I didn’t have as much time to prepare as I would have liked.”

- “I wanted to get copies of our reports, but couldn’t…”

- “I meant to bring…”

- “Oh, I should have told you about it earlier…”


I call these APOLOGIES, EXCUSES, and CONFESSIONS. It is always surprising how often and how easily presenters use these kinds of NEGATIVE phrases in their presentations.

Up until now, that is.

If you want to WOW your audience, you have to adopt and live byrepparttar 107968 motto: NO APOLOGIES, NO EXCUSES, NO CONFESSIONS.

I can tell you from experience, it isn’t easy to do--but it will serve you well in your business career.

Here’s why you should avoid these kinds of negative comments. When you APOLOGIZE, MAKE AN EXCUSE, or CONFESS at any time during your presentation, you are in essence saying torepparttar 107969 audience, “Don’t expect a lot from me today because I’ll probably disappoint you.” It never fails to amaze me how many presenters do this before, and often many times throughout, their presentations.


The kinds of APOLOGIES I often hear in presentations go something like this: “I apologize if you can’t hear me too well, but I have a cold today.” OR “I’m sorry I didn’t bring in a sample, but I couldn’t arrange it on such short notice.” OR EVEN “I’m sorry, I forgot to tell you that earlier in my presentation.”

The truth is, if you have a cold or don’t feel well, sooner or laterrepparttar 107970 audience will figure it out and because you didn’t use it as an EXCUSE for why you might not perform well, they will respect you for your effort. I have given some of my best presentations when I wasn’t feeling 100%. I attribute it torepparttar 107971 fact that I overcompensated by really being “on.” It is possible to perform well despite feeling poorly. And, at minimum, you owe it to your audience to try!

Instead ofrepparttar 107972 statement “I’m sorry I didn’t bring in a sample, but I couldn’t arrange it on such short notice,” try framing it inrepparttar 107973 positive, “I am working on getting you a sample and I can deliver it next week.” Isn’t it just as easy to PROMISE, rather than APOLOGIZE?

As forrepparttar 107974 statement, “I’m sorry, I forgot to tell you that earlier,” my question is, why would you APOLOGIZE torepparttar 107975 audience for forgetting something they had no idea you’d forgotten? If they think you’ve done it exactly as you were “supposed” to, what possible benefit do you receive from clueing them into your error? I advise you never to APOLOGIZE for making a mistake thatrepparttar 107976 audience didn’t notice first.

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