I was interviewed about helping leaders make positive changes through executive coaching. One of the questions really captured my attention,

“What do you believe causes change?”

Through 12 years of coaching intelligent and mature executives, and over my own lifetime of effort, I know that behavior change is difficult. As a facilitator, coach, and trainer I’ve observed a pattern among those who deliberately and successfully alter their behavior; a pattern I refer to as ABC – Awareness, Belief, Collaboration.

Awareness: Positive change starts with personal recognition and acceptance that something can – and should – be better. In the absence of awareness, we have no choice. If we elect to do something differently, then we must have options from which to choose. Gordon’s manager, for example, complained vociferously that Gordon was enabling his team members. He claimed Gordon was allowing them to behave in subpar ways as he excused and covered their “bad” behavior. He demanded that Gordon change. Gordon was at a loss about what to change; he was lost because he couldn’t recognize what he was doing.

I sat through a couple of meetings with Gordon and recorded portions of conversations (a controversial tactic, to be sure). Upon review, we listened intently for enabling dialogues (at the end of which we deleted the recordings). With distance came objectivity and clarity, this helped Gordon grasp the nature of his behavior, and its impact on his team. Gordon was mad and embarrassed; but he was also aware – conscious of what had to change.

Belief: With increased awareness comes frustration. Every time one of my blind spots is made visible, I feel a little sickened.

Seeing what to change is step one, becoming determined to make the change is step two.

Belief is a critical step to determination. Belief is comprised of vision and faith. Vision is not some mystical power assigned to geniuses and madmen. Vision is a defining human characteristic. Vision is the ability to project the mind into an imagined future and form a detailed description of that future. Faith, then, is a conviction in that imagined future and a devotion to fulfilling it.

In Gordon’s case, he envisioned himself as a manager who “takes no prisoners.” I felt that was a little radical and overcorrecting, but Gordon believed he needed a stern and far reaching vision. Because Gordon was a fierce sports competitor, he had faith that he could transfer his sports audacity to his management role. We discussed and defined what “take no prisoners” looks and feels like an actual day-to-day management behavior, and set clear goals.

Collaboration: I am goal directed and self initiating, and while awareness and belief initiate and direct positive change, I haven’t pulled off significant behavior change on my own. Working in partnership provides encouragement, ideas, and energy when needed. There are several collaborators to enroll – coaches and mentors, team members, friends and family, peers, and supervisors.

Gordon formed a “Development Council” for his positive change effort. After identifying the specific behaviors in coaching, he calibrated with his manager specific behavioral objectives. Once all three were clear about how to measure success, Gordon shared with his team why he was changing, and what he will do differently. Gordon’s manager supported him more constructively, and, to his surprise, his team stepped up to carry more work load. Turns out they wanted more for their own professional journey of growth, development, and fulfillment.

I don’t believe that the preceding 500 words will suffice in your own professional development efforts. While Gordon’s goal was assisted with awareness, belief, and collaboration, it was a bumpy ride. Achieving his goals took fortitude, support, humility, and reflection. As will yours.

Don’t be lulled into the mythology of the lone ranger; as a lone ranger you are far more likely to squander your potential than to conquer your demons. Reach out and find your own “development council.” Then set your jaw and open your mind to the process of deliberate positive change.

Eric Kaufmann, www.insights4results.com

Getting ready for a TV appearance, a videoconference meeting, a webcast, or a videotaping for a media outlet can be very exciting.  You will probably spend many hours carefully choosing what you will say or do.  Chances are, you will also spend endless hours deciding what to wear.  If you appear in the media, you need to make a good impression immediately or risk losing your audience.

In this day and age, with high-definition television (HDTV), the camera lenses are greatly enhanced and see more than the eye can see. When you have an important TV, webcast or videoconferencing appearance coming up, consider working with a good image and media stylist.  That way you will be confident in your appearance and able to relax.

Here are a few tips that will help you get started on looking your best and creating a powerful impression.

• Find out as much as you can about the surroundings of the studio or on-location shoot, especially the background color set.  You don’t want your clothing to blend in and make you invisible.  Otherwise, you can look like a talking head–only!
• Will you be sitting or standing?  Will your entire body be in the frame, or just your face, shoulders and upper torso?  What will other people on the set are wearing?  After all, you never want to be overdressed or underdressed.
• For TV you will likely need to wear a microphone, so make sure that a lapel microphone and transmitter can be easily attached to your clothing.  Shirt, dress, sweater, blazer or jacket collars work well.  Avoid turtlenecks and collarless shirts as they can be challenging for the mic.
• Avoid too-large, dangly or shiny jewelry that may conflict with lighting and sound.   Anything that outshines or out sparkles your eyes or face is not a good choice.
• Bare arms attract the eye away from the face, because they are lighter in color.  You might want to consider wearing long or ¾ sleeves, which will slenderize your silhouette and look more professional.
• Color can be used as a powerful tool that can give you fabulous results and make your face the center of attention—not your outfit.   If you are appearing on TV, you’re dealing with high powered lenses that have difficulty balancing certain colors.  Example of some color extremes:  black, white, or red.
• Avoid fabric patterns that might shimmer or vibrate on TV cameras, such as stripes, polka-dots, iridescent, checked or multi-colored fabrics.

When you find the perfect outfit, photograph yourself from top to bottom.  In a full length mirror look at yourself from the sides, front, and back.  Make sure it is your best choice.

For more information or your private consultation contact, Beth Thorp AICI, CIP (certified image professional) at beth@powerfulimpressions.net

A key skill for today’s leader is the ability to leverage the media on all levels to communicate clearly, precisely, and persuasively about your organization’s goals and objectives. It is no longer optional. The day will come in your career when you get the call.

A reporter wants to interview you.

Whether it’s about a positive accomplishment or a new product, or a problem or controversy, you will be successful if you are prepared long before the call comes. It helps if you understand how the news media work, know how to win a reporter’s trust and make his or her job easier, and position yourself as a credible source of information and a thought leader in the process.

These tips will help you think about the interview process from the news media’s point-of-view. Understand the rules of the road and your critically important role in making the interview a professional success.

News media work on strict deadlines. If you aren’t readily and immediately accessible (meaning RIGHT NOW), you and your organization may miss your opportunity to shine and tell your story. Be certain that you or your representatives are accessible at a moment’s notice. Call promptly and keep reporters informed.

• It’s perfectly OK to ask questions about the topic when you receive the request in order to be best prepared to deliver the information the media needs. You should also ask about the logistics and the reporter’s expectations. But avoid asking for a specific list of questions. It may appear you are trying to censor or control the interview.
• Reporters need faces to tell the story. Try to locate individuals in the community such as clients, colleagues, industry experts, or other supporters who might be willing to talk to the media. A third-party endorsement of you is priceless and credible to the media and the audience. Be proactive and provide accurate contact information to the media. They will be grateful for the referrals.
• News media need visual elements, even radio reporters look for visuals because all news media now have an online presence whether a website or social media page. Think of places media can shoot photos or video for the story. Find action shots of people doing things such as your employees working with the public, making products, doing physically active jobs or using props and displays to explain projects.
• Bear in mind that reporters and photographers feel stress and deadline pressure more than ever before. They’ve probably been on the receiving end of plenty of criticism and skepticism. Treat them with respect and courtesy, and you’ll likely receive the same in return.

You’ll receive thanks and appreciation from the media if you do your homework ahead of time and do your best to be helpful, even in the face of a difficult interview. You’ll win their appreciation, and best of all their trust. They will be inclined to give you any benefit of the doubt and they’ll be eager to work with you again. You will be successful in projecting your knowledgeable, confident leadership.

Savvy executives know the part, act the part and look the part. That’s because they exude “executive presence,” a broad term used to describe the aura of leadership.

For Janie Sharritt, now a vice president at Sara Lee Corp., an image makeover helped her gain the managerial gravitas that she needed to advance further up the ladder.

In 2005, Ms. Sharritt was a newly promoted middle manager for another consumer-products manufacturer. She preferred to wear a ponytail, scant makeup, khakis, sweaters and loafers. But by taking a “Power of Image” workshop led by image coach Jonna Martin, she got an expert makeover. Her revamped look included a sophisticated hairstyle, dressy slacks and jackets, pumps, colorful necklaces and extra makeup.

She thinks the changes boosted her self confidence, resulting in faster acceptance of her ideas by senior management. “In the past, [that quick buy-in] wasn’t one of the things I was known for,” says Ms. Sharritt. She joined Sara Lee four years ago.

Executives with presence act self confident, strategic, decisive and assertive, concludes a study released late last year by the Center for Work-Life Policy, a New York think tank.

Presence plays an increasingly important role as companies grapple with a weak recovery and fewer management layers. “You have less time to make that lasting impression,” warns Stefanie Smith, head of Stratex Consulting, a New York coaching firm. Today, 75% of her coaching practice involves enhancing clients’ presence–up from 35% in 2007.

Several big businesses, including Intel Corp. and Morgan Stanley, recently launched Read the full article here

By Joann S. Lublin at joann.lublin@wsj.com

• Deliver the message clearly
• Confirm your credibility
• Connect to your target prospects emotionally
• Motivate the buyer
• Create user loyalty

Remember you are the face and voice of your organization. You need to pay attention to the image and message you are sending at all times.

Next post will look at how you connect emotionally….

The group is sharing valuable input about executive development efforts at their various organizations. Discussions are taking place about the key issues in the areas of image, brand awareness, and messaging in the community, to their clients, and publics.

We are grateful for the support of California Bank & Trust as our program sponsor. Stay tuned…

Executive presence is a term that’s been around for years. Some people think that it’s something that you are born with, or not—like charisma or charm.

Others have demonstrated that it can be learned. Certainly there is knowledge that can be gleaned, but more than knowledge is self awareness. Becoming aware of how we are perceived by others—how we connect with others—how we engage with others is crucially important. When we have that awareness and pay attention to connection, we can learn to influence and inspire, skills that today’s leaders must have.

Presence is essential for leadership. How’s yours?