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Practical Eloquence Blog

Leadership Communication - Success

How Well Do You Know Your Own Company?

How well do you know your own company, and why is it important that you do?

Imagine playing on a football team where you did not know the score of the game, or even the result of the play you just ran. It would be pretty hard to get fired up about doing your best possible job, wouldn’t it? Unfortunately, that’s the mindset that a lot of companies have towards their employees. It’s even more dispiriting when employees have the same attitude towards about understanding the bigger picture of the company in which they work.

Henry Ford once complained that when he hired a hand, a head came with it. That attitude may have made sense in the days when assembly line techniques were a powerful competitive advantage, but it is sorely out of tune with today’s needs. Mindless jobs are exactly the ones that are most at risk from robotics and artificial intelligence.

People who will thrive in the years to come are those who know how to add value to their employers through the quality and relevance of their ideas, and their ability to communicate them effectively. One of the best ways to ensure this is to become a student of your own company.

The US military has accomplished tremendous things with its young officers and NCOs who shoulder tremendous responsibilities early in their twenties. One practice that helps them is a leadership concept called commander’s intent. Commanders are very open about the intent of their mission, and then leave the details for its attainment to their subordinates. This is important because things change too fast for the person on the ground to have to refer every decision up the chain. As George Patton said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”

Your own version of commander’s intent is a deep knowledge of your company, how it serves its customers, how it competes within its industry, and what the financial “score” is. Develop it in yourself and it will help you personally; develop it in others and it will help your team and the larger organization.

The personal benefits of knowing your company are:

  • You become more engaged in your work when you see how it fits into a purpose larger than yourself.
  • You make better decisions under uncertainty, because they are more likely to be aligned with the company’s priorities and goals.
  • You become a more credible internal communicator, because you are seen as a strategic and long-term thinker who cares for more than just your narrow short-term interests.
  • You become a better communicator toward your own customers. Instead of shrugging your shoulders and spouting the “company policy” line, you can explain the reason for something or find a solution that works for both parties.

By passing on this information and skill to your own direct reports:

  • They have a sense of ownership which will make them more engaged and hence more productive.
  • You can manage with a much lighter touch, substituting individual judgment for detailed rules and procedures.
  • You get a better flow of ideas and intelligence upward, not only because employees are more engaged but because they have a sharper sense of what’s relevant.

So, what should you do to become a student of your own company?

  • Read your own company’s annual report and tune in to quarterly earnings reports. If you need to, become knowledgeable about financial statements.
  • Even if you don’t have direct customer contact, know what your company’s customers need and value, and what sets you apart from the competition.
  • Treat your boss and her boss as a customer; know what drives them, how they’re measured, and how you can make their jobs easier.

Peter Drucker said: the effective executive asks, “What can I contribute that will significantly affect the performance and the results of the institution I serve?”[1] If you want to be an effective executive, that starts with knowing as much as you can about the performance and results of the institution you serve.

[1] The Effective Executive, Peter F. Drucker, p. 53.

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Sales

Are You Neglecting This Crucial Customer?

For most salespeople, B2B means “business to business”, but the most successful ones take the “2” literally. Simply put, they know that their selling task works in two directions, and they focus just as much on selling internally as externally. A key account manager’s task is no different than that of the ambassador to Botswana, who represents America over there and Botswana over here. Being good at one makes them more effective in the other.

If you are a key account manager, you know how important it is to take very special care of your most important accounts. You know what drives them, how they measure success, and who the key people are. You cultivate business and personal relationships at all levels that your product or service touches, and you take extra special care to ensure that you pay close attention to all the key people who influence your success. But you must never forget that you serve n + 1 accounts, with the 1 being your own employer.

If you think about it, you need to take as good care of your internal customers as you do of your external ones. It’s not just for self-preservation—it actually helps your external accounts as well. The salesperson who knows where to go and what strings to pull to get things done internally for their external customers is worth a lot, especially when customers are competing for scarce resources. For example, one of my clients was an international dairy company which took a portfolio approach to its products, and allocated resources to where they produced the greatest profit or strategic benefit. Invariably, the key account managers who were most adept at selling internally on behalf of their clients were always among the top performers.

In his book Achieve Sales Excellence, Howard Stevens states that “the ability to get things done internally” is one of the key attributes that senior level executives value in their sales contacts. You become more valuable to your customers by being a strong customer advocate, and that value makes you more valuable to your employer as well.

In addition, one of your key roles as a salesperson is to communicate information to your customers that they can’t get anywhere else, and they can’t go on the internet and learn all about the internal workings of your company and figure out how to use it to help them. Only you can.

On the other hand you don’t want to push your customer advocacy too far. While you want to sell internally on behalf of your external customers, you need to balance that against the needs of your internal customer. Squeaky wheels may get the grease, but they also may get replaced if they squeak too much. That’s why it’s important to understand your own company’s business model, so you can take a bigger picture view of how you can develop your external accounts to provide value.

How to improve your ability to sell internally

Stevens says it’s important to develop the following three skills:

  • Know your company
  • Create your support network
  • Communicate your customer’s needs and expectations

I’d like to put my own personal spin on those three tasks.

Know your company. When you are intimately familiar with how your company makes money, and its cost structure and which products or services are most profitable, you can help them by going after the right business. At the same time, knowing your own company’s capabilities protects your external customers because you won’t be making unrealistic promises. You also need to thoroughly understand your company’s values so you can apply them to make on-the-spot, day-to-day decisions about which products to push with customers and which to de-emphasize.

Create your own support network. When your customer has a major problem or an emergency need, can you quickly get to just the right person to help, and will they listen? One of the best ways to learn the decision process is to trace every step that a customer’s order goes through from invoice to delivery and successful implementation and servicing. Who is involved at each step? What do they care about? How are they measured? What concerns and challenges do they have? What do they know and don’t know and need to know to do their jobs easier? What value can you offer them in return?

Communicate your customer’s needs and expectations. I’ve touched on this already in terms of customer advocacy. The surest way to find the right balance and make “B2B” a true 2-way street, is to always be able to answer the SO WHAT? question. What is in it for the company and the internal person you’re talking to, to help the customer? Is it profitable? Does it provide insights that can be used to improve value-added or differentiation?

Finally, these three tasks become even more important in industries that are undergoing significant change, because key account managers are will face an accelerating barrage of new situations, new choices, and new decisions, and those who can sell just as well in both directions can be facilitators, not  bottlenecks, to successful adaptation.

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Podcasts

Pre-Speech Jitters: Three Steps to Make Fear Your Friend

My fondest wish is that this podcast will change someone’s life—maybe even yours.

If you’ve held yourself back from accepting speaking engagements because of nerves, it can make an immediate and obvious change to your career. That’s not a bad benefit, but the ideas I’ll talk about here will apply to just about any challenge you face in your life and even impact your physical health. Let’s start with the first and build up to the second.

Probably the single most important topic that I cover in my presentations classes is how to deal with stage fright, or pre-speech jitters. I’m sure you’ve heard the statistics that fear of public speaking is the number one fear in America. I don’t have exact figures, but I thought Jerry Seinfeld said it best when he said that, with public speaking being the number one fear and death second, you’re better off at a funeral lying in the casket than delivering the eulogy!

Unfortunately it’s not that funny to the many people who hold themselves back from expressing their full potential because they shy away from speaking in front of groups. I once coached a woman who had managed to rise to very high levels without ever having to give a speech until her latest promotion to EVP level required her to speak to an all-hands meeting of 500+ people. Although she had done very well in her career to that point without putting herself out there, one wonders how much faster that promotion would have come if she had.

I feel especially qualified to comment on how to deal with nerves because I have been there—probably about as bad as anyone else, and yet I’ve learned not only how to overcome but to use the stress that inevitably arises before a speech or big presentation. Some of it I’ve managed just by sucking it up and doing it anyway, some I’ve learned by experience through the years, and some I’ve picked up through deep research on the subject.

There are a lot of useful techniques such as deep breathing, power posing, or bonding with the audience,  but I’m not going to talk about those today. They’re all great, but today I’m going to go to the root cause of the problem: how stress affects your mind and your body, and what you can do about it.

Stress response

Most people will tell you that pre-speech jitters are a form of the fight or flight response, and that’s partially true.  It’s psychologically intimidating to have multiple sets of eyeballs staring at you—throughout human history that has not usually been a good sign. When danger looms, the sympathetic nervous system gears up the body to fight or flee a physical threat, releasing hormones such as adrenaline, cortisol, endorphins  into the bloodstream. The heart rate rises, pumping blood to the major muscle groups and away from the extremities and digestive system, which is why we get cold feet, dry mouth,  and butterflies.

But fight or flight is incomplete and self-limiting. It’s more appropriately called the stress response, and that’s an important distinction because your mind and your body react to stress in more than just those fighting or running away. In her book, The Upside of Stress, Stanford psychologist Kelly McGonigal tells us that besides the well-known fight or flight threat response, we can also have a challenge response or a tend-and-befriend response. Although both those other possible responses are equally important to well-being, my focus in this episode is on the challenge response.

What is stress? According to McGonigal, “Stress is what arises when something you care about is at stake.” That’s a broad definition that comprises thoughts, emotions and physical reactions.

Is stress bad for you? Most popular literature tells us that it is, but reality is actually more complicated. Stress can help you grow stronger; can make you happier; can stimulate your protective and altruistic instincts. In fact, it’s hard to conceive of personal growth without at least some stress. In short, stress can also be good for you.

But here’s the key point of this entire podcast: science shows that you can choose your response to stress, and that response has a direct impact on your performance in the moment and your physical and mental health in the long term.

Whether you think stress is bad for you, or good for you, you’re right. Your attitude toward stress can be a self-fulfilling prophecy. The best way to fulfill a positive prophecy is to accept it, reinterpret it, and embrace it.

Accept it

Feeling nervous before a speech is completely natural. In fact, it would be extraordinary not to feel that way at least some times in your life. And I guess that’s the first point: you need to realize that you are not alone.

It has certainly been natural for me personally. In college, I would get nervous on the first day of a class when we had to introduce ourselves. When my friend tried to get me to come to his Toastmasters Club meeting, I kept giving him excuses until he challenged my manhood. Jumping that first hurdle was a great start, but even after making my living by standing in front of audiences for the last 35 years, I still occasionally get nervous and have to apply the same ideas I’ll cover here.

If there were people for whom stage fright were not natural, it would certainly be actors and singers who perform on stage in front of huge audiences. Yet even the best of them suffer from jitters, even long after they are established in their careers.

Adele has admitted to being terrified in front of huge audiences, and has even vomited on stage. Carly Simon actually passed out. Barbra Streisand once forgot the lyrics to a song while on stage in 1967, and stayed away from live audiences for 30 years!

Since you know it’s inevitable, it doesn’t make sense to try to fight it. Instead, you need to look at it differently.

Reinterpret from a threat to a challenge

The difference between the threat response and the challenge response lies in our estimation of our ability to meet the situation that faces us. When we’re fearing for our life, our body does the sensible thing: it goes into defensive mode and sends out hormones that cause a lot of changes; one of the most important is that it constricts blood vessels around our heart, because it might reduce blood loss in the event of severe injury. When we’re not in fear, different hormones cause the blood vessels to relax, which allows for greater blood flow and more energy to rise to the challenge and drives better performance, not to mention being better for us in the long run.

Evoking the challenge response does not reduce stress, but it does make the stress work in our favor. In studies, it has been shown that simply informing people that stress can help them perform better, can lead to improved performance on standardized tests, for example. One reason may be that the threat response narrows our attention and places greater focus on signs that things are going badly, but the challenge response opens our attention to more positive possibilities and opportunities. In numerous studies, those primed to generating a challenge response through prior education led to better performance. Even better, the benefits tend to last far beyond the initial priming.

So, evoking the challenge response will help you perform better, because you turn fear into excitement. But there’s a catch: physically, they both feel the same. Scared or excited, you’re still going to get the dry mouth and queasy stomach, so you need to consciously remind yourself that you’re excited. One study showed that people who told themselves they were excited felt better able to handle the pressure of a speech, but crucially, the audience perceived them as being more confident and competent. The reminder becomes the reality.

Embrace the nerves

The most important thing to keep in mind is that the stress response is designed to help you. We’ve all heard stories of people who’ve lifted cars off loved ones when under stress. But it helps beyond those life threatening situations. McGonigal cites numerous studies that show how stress can actually improve performance in such areas as taking tests and of course delivering speeches.

In fact, if you try too hard to relax, it can actually harm your performance, because stress can improve your focus and your excitement level. Many times when I’ve been totally at ease, I’ve delivered a flat performance.

Once I saw stress as positive, I came to welcome and embrace it. I used to think: “Wow, I’m really nervous; does that mean I might bomb?” Now, whenever the nerves act up, I always tell myself: “Alright, here it comes, right on schedule. Alright, I’m amped up so I know this is going to be a great performance.”

What’s the best way to defeat an enemy? Turn him into a friend. Next time you’re nervous before a speech, be thankful that you’re not alone. Your friend is here to help.

 

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Expression

It Takes Confidence to Be Humble

There’s a paradox of humility: you have to be truly confident to show it. The weak and insecure will always bluff and bluster, while the strong and confident will expose themselves.

Lieutenant Colonel Chris Hughes was leading a unit of the 101st Airborne on a mission in Najaf, Iraq in 2003, to establish contact with local leaders. Somehow, a rumor spread among the population that they were there to enter the mosque and arrest the cleric, and suddenly hundreds of angry Iraqis surrounded the Americans and pressed closer. The air was tense and the smallest provocation could have set off a massacre. Col. Hughes ordered his troops to take a breath, smile, and kneel down. Within seconds the anger subsided and the troops withdrew without incident. Humility saved the day, but it took incredible strength to show it.[1]

Most of us don’t find ourselves in situations like that, but we have multiple opportunities every day to  improve situations by exercising our humility. For example, have you ever been in a meeting where someone said something you didn’t understand, but you were afraid to ask them because you didn’t want to seem ignorant?

I was in a meeting of citizens concerned about airport noise recently, and I saw both sides of the humility equation in one exchange. One chap was deeply involved with the issue and extremely well informed. When the moderator asked him to give us a bit of background, he shot him down, claiming he had worked a lot on the problem so he just needed to share his recommendations. He began by telling us what to do about the “Part 150” project. A woman interjected and said, “Wait a minute, can you tell me what Part 150 is?” I had been thinking the same thing but didn’t want to look stupid. She had the humility to admit her ignorance, and when the guy answered her question it was obvious that the majority of people in the meeting learned something new.

What struck me about that exchange was that by displaying humility she actually projected strength.

What lessons can we draw from both those stories?

It takes a confident person to ask “stupid questions”. In fact, not wanting to appear stupid is one of the stupidest things you can do.

Harry Truman said it’s amazing what you can accomplish when you don’t care who gets the credit, but it takes confidence in your own contribution to live by that dictum.

It takes a confident person to just listen when you know they don’t have something valuable to add to the conversation, instead of trying to show how much you know.

It takes a confident person to find the good in another’s idea instead of immediately trying to show how smart you are by pointing out flaws.

It takes a confident person to seek out honest criticism, and to be humble enough to say, “You’re right. Thanks for correcting me.”

It takes a confident person to have a growth mindset. Carol Dweck’s research has shown that kids who are praised for their intelligence become very protective of their image as “smart” and don’t want to take on difficult challenges that might chip away at it. Kids who know they’re capable of growth have the confidence to be humble and don’t mind making mistakes or failing or looking foolish.

The right balance between confidence and humility may be even more important as a person rises to leadership positions. It took a confident leader like Abraham Lincoln to surround himself with a team of rivals, people who were more experienced and not afraid to disagree. It takes a confident leader to have the humility to let subordinates make mistakes for themselves so they can learn and grow.

So, next time you see someone acting the opposite of humble, hogging the spotlight, claiming infallibility, and domineering others, ask yourself what insecurity they must be hiding.

[1] You can see photos here.

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