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Opposite Day: It’s Not Just For Kids

The most effective leaders bring depth and dimension to their leadership brands by knowing when and how to exhibit varying shades of their strongest attributes – even when those variations might seem like opposite ends of the spectrum.

For instance, five mid-level managers within a company might all exhibit extremely high levels of confidence. But the one chosen to move to the next level is often the manager who can balance that confidence with a sense of humility in the right situations. Sharing credit with her team when she steps to the podium to accept a performance award. Being able to graciously admit making a mistake. Taking time to consider the ideas of other team members even though she already has a solution in mind. The manager with the well-balanced brand knows how to temper that fierce confidence with a generous splash of humility…just enough to be open to the possibility that, despite her own expertise, the best solution might come from a different source. Timing and finesse are critical as leaders strive to master the delicate art of brand balance – knowing when, where and how to offset certain attributes for greater impact. Think of great leaders who demonstrate complementary (or even opposite) attributes in certain situations.

• Confidant yet humble
• Highly energetic yet calm in a crisis
• Competitive yet empathetic
• Task oriented yet people-sensitive
• Strategic yet conceptual/creative
• Visionary yet realistic/practical

These are just a few of many examples. What other seemingly paradoxical attributes have you seen or adopted as a successful leader?

5 Ways to Boost Job Security in an Uncertain Job Market

· Hone your relationship skills. The way we interact with others has a direct impact on our ability to influence behavior, ultimately impacting results…for them, for us, and for the business.

· Stand out by fitting in. Learn the rules of engagement and “play the game” to win. Save the renegade approach for solutions, products and ideas, not behavior.

· Practice agility and embrace uncertainty. Even if it runs counter to your methodical and systematic profile, play the role of ninja leader--the one who can change on a dime, redirect plans and push through regardless of setbacks or unexpected challenges.

· Pay close attention to your personal brand. That’s right, you have one. Not sure what your brand is? It’s been largely defined by the people working around you. They have formulated their perceptions of your brand based on all of the experiences you’ve given them to do so. Think about the way they would describe your skills and talents, as well as your ability to lead, communicate and interact with others. If that honest assessment doesn’t match the way you’d ideally like to be perceived by your colleagues, make some changes to close any gaps. Enhancing the perceptions of your personal brand can make a huge difference in enhancing your value to an employer.

· Prepare to communicate your value proposition. Today, it is no longer about competing, but rather about differentiating. Sure, you might have an impressive list of credentials, advanced degrees and experience. But if you can’t articulate your value in a way that helps others to clearly see the benefits of working with you, the lengthy resume won’t matter. Show people that having you on their team will help them to “win.”

Perception versus Reality

It’s the classic battle of Perception versus Reality. We all hope that our “messages” (verbal and nonverbal) are received by others the way we intended them, but many different factors can prevent that from happening. We may not be aware that our behavior or tone is inadvertently contradicting our message. Maybe we have unconscious habits that undermine our credibility. Or perhaps we don’t recognize the signals that others are misinterpreting our messages and lose the opportunity to clarify our true intentions. The “disconnect” can take many forms. Here’s the problem: good intentions don’t count in the workplace. Perception always wins, hands down.

We judge ourselves based on our intentions, others judge us based on our behaviors.

 

The way we are perceived determines whether or not we get the job, the promotion or the raise. We all know the guy in the office who is completely and utterly shocked when he isn’t selected for the top executive position. According to him, he has consistently demonstrated confidence, determination and strong leadership skills. According to everyone else, he has been pushy, domineering and uncooperative. His best intentions didn’t translate well. He lost out on the plush corner office and the stock options for one simple reason: the gap between what he intended and what was perceived.

 

Given the critical nature of that gap, you can see why it’s extremely important to evaluate how you are perceived by your colleagues and co-workers. How would THEY define your personal brand today?

 

There are a number of ways to gather that vital peer feedback—from sophisticated online tools to informal chats at Starbucks. If you can challenge yourself to objectively, realistically consider the way you are perceived in the workplace, you can use this estimated feedback to strategically improve your personal brand and accelerate your career.

Let me know what you think! I'd love to hear from you.

The Irrelevant Resume: Promoting Your Value in a New Era

While some companies still collect them, resumes rarely indicate which candidates have the most potential. Today more than ever, companies are looking for employees with qualities that don’t typically show up on paper. How well do you communicate?  Can you truly connect with others?  Do you have the potential to be an influential leader?  Companies want to know how you respond in the real world, working with the people around you. Those who have the social fluency to succeed in face-to-face settings emerge as the rising stars. 

Beyond simply getting along with others, we all have to “sell” our value and our ideas to get ahead.  While most of my clients have reached some level of success, many struggle to communicate their value propositions during personal interactions -- interviews, networking events or high-stakes meetings.  My advice usually involves finding ways to make their individual strengths come alive.  People need to know about your skills, but they are more interested in how and why you bring those skills to the table.  If you can weave that information into a relevant story that is anchored by your unique capabilities, you can make a positive, lasting impression (without sounding boastful or awkward). 

If you doubt the importance of selling your value beyond the resume, just look at the way many Fortune 500 companies are now evaluating employees to determine their readiness for next-level leadership.  At Deloitte, for instance, candidates for partner or director participate in a review that involves making a value proposition presentation—complete with PowerPoint decks and sophisticated graphics.  The people selected to advance can clearly communicate their energy and passion, as well as the value they have to offer the company.  They are the ones who present their performance metrics layered with their industry knowledge and examples of their impact at the local and national level. I have worked with clients to prepare for these presentations, and one thing’s for sure:  the message they are sharing is light-years ahead of the one-dimensional resume.  Success – especially at higher levels – is determined by how you say things, not just what you say. 

Even if you’re not competing for a senior executive position, you can use this idea to communicate your value more effectively and accelerate your own career.  It’s a new era for self-promotion, and it’s time to think outside of the resume box!  

I’d love to hear your thoughts…

Register now for Sara’s unique development course that can help you gain professional momentum through strategic personal branding….Limited availability!  Reserve your spot today!

Career Acceleration:  Speed Up Your Success with Strategic Personal Branding http://bit.ly/kRetnW

Earthquakes & Emotional Intelligence: Japan's Powerful Lessons

Like many of you, I recently watched in horror and sadness as Japan faced tremendous disaster in the forms of earthquake, tsunami and nuclear meltdown.  Initially, my focus was on the people who perished, those who were hurt, and the sheer physical devastation of the region.  Then my thoughts shifted to the precarious search and rescue missions under way, as well as the medical and financial aid required to support the survivors. 

This weekend, I was struck by a very different news story coming from Japan—one that was almost buried by the other reports of unimaginable suffering.  Despite the disaster and subsequent shortage of food, water, shelter and medical care, the Japanese people were behaving in a calm, civilized manner.  No panic or hysteria.  No complaining or fighting.  No looting or stealing.  Perhaps sadly, that seemed almost unbelievable to me. 

As someone who is passionate about emotional intelligence, I was truly inspired by the Japanese people’s boundless empathy and respect for their neighbors.  All of us as citizens of the world could learn some powerful lessons about emotional intelligence by watching this remarkably dignified response. 

So what is it about the Japanese people that compels them to maintain such admirable conduct even in the face of a horrific disaster?  In the Japanese culture, people attach great importance to the state of harmony and the idea of accommodating others before taking for themselves.  The Japanese people have mastered the art of managing their emotions and controlling their impulses, even during a crisis. These lessons are firmly ingrained throughout the society, regardless of age, income or political opinions. In fact, high emotional intelligence appears to be an accepted and expected standard for everyone in the country. 

Without this unique and widespread cultural norm, the situation in Japan would likely be much worse today. Instead, I continue to hear about examples of people who don't want pity, who aren't angry at the relief delays and, in fact, who seem to echo sentiments of strength, endurance and survival.  My heart goes out to all of those touched by this disaster, and my thoughts are with the people of Japan as they set an honorable example for all of us. 

Your Reputation: Asset or Liability?

 
“Reputation” is not a line listing we can find on a corporate income statement. But honestly, it should be.  Instead it’s lurking in there, living pervasively below the surface of the carefully calculated revenues and expenses. And yet, the accountants can’t assign a specific number to it.  Think about that for a moment.  Companies can leverage the incalculable perceptions of a great reputation into bottom-line success and a very real corporate advantage.  Sadly, there’s also the flip side.  Companies can totally crash and burn because of negative reputations, despite solid product offerings.  Perceptions may be unquantifiable, but they are infinitely powerful.  One of my colleagues who buys and sells businesses recently reminded me of that statement’s universal truth.

The same principle applies to us as individuals. Once we understand the power of our personal reputations, we can begin to see how others’ perceptions of us can impact our ability to compete in the marketplace -- for jobs, for raises, for promotions.  In the same way this concept works for the business world, we can accelerate our own journeys by evaluating our reputations and taking action to improve them.  The results eventually show up in our own version of the bottom line, whether that means higher salaries and bonuses or new leadership positions and career opportunities. 

When I work with people who are trying to enhance their success in business we often discuss strategies to help them gain the type of insight that’s common among top achievers.  Inevitably, strong leaders tend to know their own reputations, their strengths and weaknesses. They have a clear understanding of how their words and actions are perceived by others.  They are simply more effective at relating to other people.  That’s a valuable lesson for all of us.  When we truly understand how we are perceived by others and can actively manage those perceptions, we have the power to boost our own personal market value.

Do you agree?  Let me know what you think! 

Helping people to apply this concept is my passion.  It’s also the focus of my upcoming book, which is scheduled for release later this year.  I look forward to sharing more with you about this exciting project in the months ahead.

What’s your Richter Scale Reading for Risk?

Please join me in welcoming a new guest blogger, Jane Perdue, CEO of Braithwaite Innovation Group. Throughout her corporate and entrepreneurial careers, Jane has created numerous leadership development programs, some exclusively for women, and has coached hundreds of business leaders to use their heads to manage and their hearts to lead. I'm honored to have Jane share her thought provoking take on leadership, influence, and risk tolerance.

 
Recently I facilitated a workshop for a group of high potential women and minorities working for a Fortune 500 firm.   Our topic was influence.  During a discussion regarding the push/pull polarities of influence styles, a participant commented that while using the right style of influence abets the situation, the real issue rests in being willing to take the risk to influence, especially if the status quo is in question.  Her courageous workshop take-away was to take those risks − she believed she owed it to her colleagues, the organization and herself.  It was a powerful moment.

The person who risks nothing, does nothing, has nothing, is nothing, and becomes nothing. He may avoid suffering and sorrow, but he simply cannot learn and feel and change and grow and love and live. ~Leo F. Buscaglia

The risk in question here is being the square peg in the round hole, wearing kelly green when your colleagues are wearing charcoal grey, daring — albeit politely — to be the corporate contrarian.

Risking your secure place in the corporate food chain by questioning new practices that run contrary to stated values is a high stake gamble.  Will you be rewarded, take a small hit or lose it all?

According to Julie J. McGowan, professor at Indiana University, " risk taking is hard to adopt among leaders, because recognized leaders have the most to lose and aspiring leaders may be discounted as lacking in knowledge or common sense."  Risk-taking can yield both great rewards and possibilities for learning provided you've done your homework ahead of time. 

Understanding your tolerance for workplace risk-taking, you have to know yourself and understand your surroundings.  To get grounded and be aware, ask and answer some questions:

• Historically, how has your corporate culture reacted to those who challenged the status quo?  Are you prepared to accept the possible outcomes?  Are you willing to have your credibility eroded? Are you equipped to lose your job?
• Is this an issue that’s important to you alone, or do others share similar concerns? Will others who think/feel/believe the same speak up after you’ve led the charge, or will your voice be the only one that’s speaking? Are you ready to forge ahead regardless?
• Are you able to be the center of attention if your topic goes viral within the company?  Are you primed to be emulated and/or attacked? 
• Do you have solid solutions already in mind?  Are you disposed to collaborate with others and devise a solution that integrates the views of many?
• Have you brainstormed possible unintended consequences, both positive and negative, of the stand you’re championing?
• Are you OK, mentally and emotionally, with the possibility of failure?  Will your self-esteem survive the hit?  Can your ego resist the adulation of success? 
• Do you have the will to see it through? Do you have a support system that will nurture you throughout, regardless of the outcome?

Risk tolerance is extremely personal.  Only you can decide if high risk/high reward is your métier or if low risk/low reward represents the boundaries of your comfort zone. 

Be prepared, be thoughtful and do what’s right for you.

Your Personal Brand 2.0 -- Spread the Word!

When technology evolves, we hear about it with great fanfare.  The latest iPhone.  The newest Kindle.  The next generation of 3D TV.  We’re bombarded with commercials that tell us about exciting product changes in vivid, you-absolutely-can’t-live-without-it detail.  And why not share the news?  It works!  Just hearing about enticing innovations lures many customers in, credit cards in hand. 

But what about the evolution of your personal brand?  Chances are, your expertise or area of interest has probably shifted in the last year.  Maybe you have new skills, a new focus, or a new direction for the future.  How will your customers and colleagues know about your own “product advances” unless you tell them?  I’m not at all suggesting some type of boastful, over-the-top announcement, but a sincere update that keeps your personal brand current, relevant and top-of-mind with the people who matter.

Before the year ends, take time to evaluate and re-energize your individual value proposition.  What unique advantages do you have to offer when working with a company, a manager or a team?  What’s new or different?  Then communicate those changes (big or small) to those who could benefit from knowing -- and potentially bring the benefit back to you.  Updating your personal brand with a little fanfare now could help you orchestrate greater success for 2011. 

In keeping with that advice, I wanted to share some of the latest news about my business. The Austin-area presenters’ group I founded earlier this year has now been officially chartered as a chapter with the National Speakers Association. I am continuing to share my message about the importance of intangible leadership skills through keynote speeches and workshops for a wide range of organizations, including Dell, Applied Materials, Deloitte, Ronald McDonald House, Caritas and several MBA groups.  I’m wrapping up a two-year consulting engagement with a mid-sized company, and it has been extremely gratifying to see real progress in areas where I helped the organization close critical leadership gaps to improve performance. I am also currently writing a do-it-yourself coaching guide to help individuals identify and eliminate the professional blind spots holding them back from reaching their full potential. The book is scheduled for release in mid-2011.  Exciting things are on the horizon for the coming year!

As we prepare to bid goodbye to 2010, I’d like to send all of you my best wishes for a healthy, happy holiday season and a highly prosperous new year.

Invisible Ink: Your Competitive Advantage?!

Remember playing with invisible ink as a kid?  Every respectable “spy kit” in the toy aisle had it. You could use the invisible ink pen to create a secret message on your paper, and no one else could see what you’d written.  But if someone flashed a special light across the page, your hidden message suddenly appeared for all to see.  Who didn’t enjoy contradicting the belief that “what you see is what you get”?    

Even if your favorite spy kit from childhood is long gone, the idea of invisible ink is still relevant in the business world today.  Think about an enormous stack of resumes, each one submitted by worthy candidates for the same dream job.  If the hiring manager compares them, line for line, the points of differentiation are minimal at best.  Impressive degrees from leading universities?  Check.  Highly coveted internships?  Check.  Valuable experience with top-ranked corporations?  Check.  In many ways, the resumes are virtually interchangeable. But smart managers know a secret:  the most important things you have to offer don’t show up on your resume.  They are invisible.   

Corporate leaders who want to hire the very best person for the job look beyond the degrees and certifications for someone who can connect, communicate, and cooperate with others.  They instinctively know that the most successful professionals are interpersonally savvy.  By illuminating these unwritten qualities, the real difference between seemingly comparable candidates becomes distinctly clear.  And oddly enough, the invisible assets consistently outweigh the visible ones.  

If you’re continuously competing with people who all share impressive credentials, launching yourself into a frenzy of resume-augmenting activities is not the answer for getting ahead.  Instead, it’s time to figuratively break out the invisible ink pen and beef up your resume with the enhanced emotional intelligence that will really set you apart.  It’s not so much about what you do, but how you do it.  Your “unique selling proposition” is based on invisible skills that won’t show up in black and white on your resume, but they will undoubtedly give you a tangible edge for the great job, the next promotion or the perfect career opportunity. 

So how’s the “invisible ink” on your resume?  Do you possess the vital-yet-unwritten skills that can help you stand out from your competition?  I’d love to hear your thoughts.

Third Quarter. Your Move.

Ask any athlete.  The score at half-time is irrelevant.  The one that counts is at the end of the game. 

What does that have to do with self-awareness, emotional intelligence and the interpersonal skills I promote as an executive coach?  Here’s the answer.  Scientists and executives seem to agree that self-awareness is a critical component for success in virtually any environment -- the workplace, our communities and even our families.  (If you need proof, Amazon.com has more than 5,000 books on this topic.)  While many experts offer guidance about how to become self-aware, I firmly believe that reaching self-awareness is simply the first part of the journey.  Essentially, it’s half-time.  At that point, the key to real success is what you do with that hard-earned self-awareness…how you apply it. 

Plenty of tools are available for those who recognize the value and want to invest the time to become more self-aware, to understand how their words and actions are perceived by others.   Detailed self-assessments.  360 interviews.  Feedback from executive coaches.  The bigger challenge – perhaps infinitely more critical – is then pushing beyond the traditional thinking on emotional intelligence and moving into the realm of applied self-awareness^™. Can you strategically use the knowledge you’ve gained in your self-awareness exploration to become more effective at leadership, team-building and problem-solving? Maybe it’s a matter of consciously changing your communication patterns and truly listening with a singular focus.  Or perhaps you need to actively promote your achievements in an appropriate way to get the recognition you deserve.  The point is…having the knowledge is vastly different than using the knowledge to create meaningful changes.

The people who are most successful at reaching their goals in business (and in life) instinctively know the importance of transforming valuable insight into strategic action that generates targeted results. If you want to win the game, you can’t quit at half-time.

Do you tend to think of self-awareness as a passive state or an active sport?  I’d love to hear your thoughts.

Coping with the Cone of Uncertainty

Earl.  Fiona.  Gaston.  Yes, hurricane season is in full swing, and the lead story on every news program recently has been the weather. On each one, the certified meteorologist provides us with up-to-the-minute satellite views and sophisticated 3D models from the National Hurricane Center. It’s all very scientific.  Except, of course, for what they call the Cone of Uncertainty. Great name, isn’t it?  This describes the ominous bubble floating around the specific paths predicted by those scientific models. The Cone of Uncertainty simply means that, despite all of the science and research, we won’t know exactly where the hurricane will hit until it does.

   

In many ways, the Cone of Uncertainty exists in the business world as well. Sure, our companies might be chock-full of brilliant Harvard MBAs and seasoned executives who can produce impressive forecasts for market share and revenue.  But the truth is, we never know in advance precisely what’s going to happen – with the marketplace, our customers or our competition.  So which organizations tend to be the most successful at coping with this economic Cone of Uncertainty?  Inevitably, the winners are companies led by people who know how to improvise, adapt, and overcome challenges as they occur.  These leaders can think quickly to resolve conflict, strengthen their teams and inspire their colleagues, even when things aren’t going according to plan.  The common denominator among these leaders is a high level of Emotional Intelligence.

   

I have seen first-hand that more companies are recognizing the inherent value of Emotional Intelligence and taking steps to help their employees develop and enhance these skills.  Likewise, professionals seeking to boost their careers and increase their marketability are capitalizing on Emotional Intelligence as a key differentiator.  Today, the most successful leaders don’t necessarily have prestigious degrees and professional certifications.  Instead, they tend to have real-world experience or “street smarts.”  They have self-awareness and empathy.  Excellent communication skills.  The ability to genuinely listen to others.  People who are well-rounded and emotionally savvy have the skill set required to efficiently lead groups toward a common goal, despite adversity and a full gamut of unexpected events.  

   

The bottom line?  Emotional Intelligence is the fuel that accelerates good leaders into great leaders who are prepared to successfully cope with the Cone of Uncertainty.  Is your company helping its employees increase their Emotional Intelligence to weather the unavoidable economic storms?  Have you made efforts individually to raise your emotional IQ?  Feel free to share your challenges and results!  I’d love to hear about your experiences.