Of course the recession has heightened interest in preparedness.   While we’re all hoping and expecting the economy will rebound at least in 2010, even the most optimistic leader has to think about the unthinkable and plan for it.  Shocks, disruptions, unanticipated consequences, new legislation, geo political forces, even good news that results in huge orders can create stress. 

As you talk about scenarios with your team, I would encourage you to include a communications plan in your scenario building exercises.  Communication plans are often an afterthought and not well executed.  A communications plan it will provide some structure in a stressful time.  

I would also encourage you to sit down with your team and get them involved in the scenario conversation.  In this situation or that, what would they expect in their part of the business?  How would they recommend the company respond?  You will probably hear stuff you hadn’t considered.  Ask them, “What should I be thinking about?”  Get the best minds on your team focusing now, when they can consider it rationally and thoughtfully. 

One reason so many companies have fared poorly these last 12 to 18 months is that they’ve been scrambling to make up responses and communicate in situations they never anticipated.  In crisis communication breaks down; people don’t receive information well, they don’t process it well, and they don’t articulate their ideas clearly.    

I would also resist the temptation to make predictions to your team.  Provide insights about what you think might happen in the coming months and help them see what you see.  You don’t have to have all the answers.  Ask the questions and get other people to help you figure it out. 

To read the WSJ article click here.

The first two are really important  -but I’m not going to deal with them today.  The fact of the matter is you simply have to speak well and you have to prepare well or you will die.

So let’s turn our focus to the third issue for a minute.  What the audience wants.  How do you know?  Here’s an idea. Ask them.  

Last week, I opened a workshop in Boston for executive women, giving ten minutes of prepared remarks.  After that, I told them THEY were in the drivers seat.  I handed them a list of topics related to the main theme, how to become a motivational leader, and said, “your choice.”

What happened next?  They SURPRISED me.

The conversation didn’t go where I THOUGHT it would go.  If it had been up to me, I would have followed through the logical sequence I had prepared.  They jumped straight to the BOTTOM of the list.  (In other words- they were saying - give me the REAL stuff). 

It was fun. 

My advice on this if you want to try it is–you have to be an expert in your topic and ready for absolutely anything.  Prepare well and then let go of how you think it might go.  Let your audience choose - you won’t believe how they’ll engage.  This results is a far more interesting conversation with your audience.  Which is what a presentation should be.

The element of surprise is energizing.  I told stories I didn’t plan to tell.  I shared data I had almost forgotten.  It was… well… more interesting for me, which Imade it more interesting for THEM.  And…at the end, the audience rating sheets reflected that.  I received almost a straight 10.

So what did I learn?  As you know, the first rule of speaking is that it’s about the audience.  But those are empty words for most speakers I’ve learned after years of coaching.  Most speakers don’t take more than 30 seconds to really think about what the audience wants.  They talk about what THEY want to talk about.

And yet, the audience holds the key to your success.  They have the answers.  So ask.  

What about Q & A?  Is that your time to engage. Yes, you can -however - you’re already at the END of your presentaiton.  It’s almost too late.  And, sometimes, audiences clam up.   They have forgotten much of what you said and didn’t have the presence of mind to write down those questions.

Whether or not you try this, let me at least suggest that you shake things up.  Do it differently.   Audiences now go catatonic when they see PowerPoint slides.  “This is the way we always do it,” speakers tell me.  “Good, then you’ll get the result they get - an audience that’s asleep or checking their blackberries.”

Are you willing to risk getting out there on a tight rope without a net?  What do you have to lose?  Shake it up.  If you’re an expert and a good speaker you can and should have fun up there.

QUESTION FOR YOU:
I’m planning a series of teleseminars for fall and looking for your ideas.  Is the above topic something you’d like me to explore in greater detail?  Email: info@bates-communications.com and let me know.

HIRING A SPEAKER FOR AN EVENT? 

A lot of organizations are planning their meetings fall winter.  If you’re looking for a keynote speaker or concurrent session presenter, email us at moconnor@bates-communications.com - Meredith O’Connor, our marketing director, will want to know what your audience’s interests are - and then she can suggest several current programs that are popular with our audiences.  Or, if you just want to take a look at the possibilites go to: www.bates-communications.com and click on the tab keynote speakers.

There are a number of studies out there that document how CEOs are less popular than dentists or lawyers.  The Edelman Trust Barometer even before the financial meltdown apparently found only 20% of Americans trust CEOs to do the right things for their companies and their customers.  They didn’t site any recent studies.

Several times in this blog I’ve talked about all the GOOD CEOs who are out there making difficult but appropriate sacrifices for their companies.  Many have reduced their salaries and spent long hours working harder than ever, to keep people employed and keep the doors open.  The fact that this has been the longest recession of our lifetimes means we’re living in a prolonged state of crisis, and that isn’t good for anyone’s physical or mental health.  

I guess Americans have always had a love-hate relationship with the person at the top.  CEOs have been revered and reviled.   I don’t mean we should have a pity party for CEOs, but if you’re a CEO who is feeling isolated and you don’t have the support you need, then your emotional state will have a significant impact on your health and well being - and that isn’t good for your company.  You can’t fake mojo.  You gotta have it to be a really great leader.

If you’re a CEO and you feel like you need to get your mojo back I have a few ideas.  

1.  Read Motivate Like a CEO - I know, I know, self promotional, but I wrote it because I realized that there are a lot of leaders out there who are motivated by purpose and passion.  They get up in the morning and can’t wait to get to work, because they love what they do and they love their companies.  Every CEO should feel that way.  If you read the book, you’ll see how they discovered their purpose and passion.

2.  Have some fun.  Take time to restore, regenerate and renew body mind and spirit.  I’m one of the worst offenders here but I’ve learned that my brain fires at about -50% when I’m not taking care of myself, and at about 150% when I take a few hours or a day or two to relax and do things I enjoy.

3.  Walk around your company.  Even in challenging times, people are basically optimistic, and they want to share their stories with you.  When get out there and talk to your team about their projects, you get energized.  Connect, praise, recognize and reward and you’ll not only make THEM feel better; you’ll feel better, too.  

4.  Get out and see your customers.  In this economy, everybody needs a little love.  Let them know you care.  You can pick up the phone and email, but being there is best.  As I always tell our team, there aren’t any customers here in the office.

5.  Spend a little more time with your family and friends.  It’s too easy to get mired in work when times are challenging; there is always an emergency.  Take an inventory of your calendar and decide what you can eliminate, what you can postpone, and go home.

By the way if you want to have some fun click here on Wikipedia and look at the countless definitions and uses of the word mojo

But, what about last night?  On his show. Did he get it right the second time?

And, more importantly, should you care?  

Let me take the second question first.  We should care because -AS WE ALL KNOW -apologies are all too rare.  We’ve all been on the receiving end of a half-hearted or insincere apology.  It’s almost worse than no apology at all.

It requires a balance of confidence and humility to really apologize. 

More importantly, it matters because a GOOD apology (when appropriate) enables you to build strong, deep, authentic relationships.  It helps you in marriage, with your kids and family, and your friends.  An apology is a gateway to improving the human condition.  And yes, it is a great asset in business.  It builds bridges to the future and that’s important because none of us are perfect.  We have, and will continue to make mistakes.

Now to the first question, did he get it right.

This is not a yes or no.  It is a matter of degree.  The words were right.  The tone still felt … well … like he did it because he had to.   I would give it a 6.5 on a scale of 10.  I have no idea what Letterman was actually thinking and feeling last night.  He appeared to be in some pain.  But whether that was because he felt the sting of remorse, or just shock over being chastised, only he knows for sure.  

By reiterating it was a ”coarse joke” and saying that it was “beyond flawed,” he scored some points with me.  ” He went on apologize not only to Palin but the the two daughters involved, Bristol and Willow, the Palin family (good so far)  and “everyone else who was outraged by the joke.”  

This is where I have trouble. 

It reminds me of people who say, “I’m sorry if you were offended,” instead of “I’m sorry, what I said was offensive.”  There should be no qualifier regarding who was offended.  We should ALL be offended.  When you add that part, you’re not owning it.  You’re putting the emotional onus on others.

He finished by saying, ”I’m sorry about it and I’ll try to do better in the future.  Thank you very much.”  Again, maybe its semantics, but I would have left out the world “try.”  This reminds me of people who appear to commit to you when they say, “Let’s try to have dinner this summer,” or “I’ll try to get back to you next week.”  My opinion - the word “try” is a cop out.  Commit.  I WILL do better in the future.”

It also reminds me a little of the time when years ago, of Arnold Schwarzenegger apologized for mistreating women just days before the California recall election in which he was elected governor.  Now I’m a huge fan of the governor’s, but when you read some of the things he supposedly did, which I will not to desribe in this column, he said “A lot of what you see in the stories is not true, but at the same time, I have behaved badly sometimes, I have done things which were not right which I thought was playful, and now I recognize that I have offended people.”  Again, there’s that –sorry if YOU were offended thing.

If you want to read a phenomenal book about this topic of apology, I highly recommend “On Apology,” by Aaron Lazare, M.D. Chancellor, Dean and Professor of Psychiatry at the University of Massachusetts Medical School.  He is a leading authority on the psychology of shame and humiliation and wrote a highly regarded article on the topic that led to appearances on Oprah and Talk of the Nation.  But don’t let his academic cred put you off.  It’s a beautifully written and well documented look at topics such as the growing importance of apologies in today’s society; the meaning of apology; and the paradox of apology.   It helped me understand more clearly how to acknowledge and offense, what it means to feel remorse, the concepts of explanation and reparation, and the overall healing power of a genuine apology.

I hope that Letterman meant it.  I really do.  Sarah Palin has accepted the apology, so I guess we should too.  It’s just that I would rather be writing about a GREAT apology.  Too bad they are so rare. 

Here’s a clip of his apology if you want to listen.  Let me know what YOU think.

Oh, and if I owe you an apology, will you let me know?

If you subscribe to the idea that workplaces operate a lot like families (the personalities, the relationships, the challenges) then you might be interested in some information I found while researching the long term impact of crisis on a family.  This information came from the Head Start program model for assessing crisis.

As you read these, ask yourself how it might apply to your team or organization.

During a crisis, people tend to:

Have difficulty thinking clearly.  People in crisis may quickly skip from one idea to another in conversation, making them difficult and confusing to follow.  They may have trouble relating ideas, events and activities to each other in a logical way.

Dwell on meaningless activities.  In an attempt to combat anxiety, people in crisis may become overly involved in activities that are not productive.  They are likely to need considerable help in focusing on activities that bring the crisis to an end.

Express hostility or numbness.  The feeling of loss of control and vulnerability experienced by most people in crisis may be expressed through hostile words and actions directed toward anyone who intervenes in the situation.  Others may withdraw or experience depression; they seem not to care about the crisis or its outcome

Act impulsively.  Although some people become immobilized in crisis situations there are others who react impulsively without any regard to the consequences of their behavior.  This makes a complex situation even more difficult to resolve.

Feel incompetent.  A crisis presents a threat to one’s sense of personal competency and self-worth.  To counter low self-esteem, people in crisis may assume a façade of adequacy or arrogance.

How can you counteract the impact of a prolonged state of crisis in your organization?  Here are 7 steps you can take immediately to help you take the pulse of individuals and the organization as a whole, and get people focused and on track:

1.    Schedule meetings with individuals on your team

2.        Ask them about projects they enjoy or would enjoy doing

3      Facilitate ways for them to do work they enjoy that has an impact on the organization

4.      Schedule the next meeting in two to three months to check in on how they’re doing

5      Talk about the big picture people long to work for a purpose greater than themselves

6.      Focus conversation on the future – exciting opportunities ahead – this is one of the most important tenants of crisis communication – help people see what is possible

7.      Talk about it in your meetings, your conversations and your emails – a steady flow of positive, future focused communication will alter the din of bad news

For more tips on how to lead during crisis, go to the articles section of our web site:

www.bates-communications.com/articles and click on leading in crisis.

Or go to our bookstores and order a copy of the booklet: The Power of Adversity, How to Communicate with Confidence, Make Powerful Connections, and Thrive in Challenging Times

September 15^th was the day that Lehman Brothers filed for Chapter 11 bankruptcy protection, the largest bankruptcy filing in US history.  The Dow Jones closed down 500 points that day, at the time, the largest drop since September 11^th.  Five days later, Lehman Brothers was liquidated, beginning a tsunami that took down the credit markets and launched an economic meltdown around the world.

Yesterday, Nobel Prize winning economist Paul Krugman declared that the recession (which technically began back in December 2007), should end by  September 2009.  But what will that mean?  He also predicted that unemployment will continue to rise.  That’s what I mean when I say the rules have changed.  We’re hanging on for “back to normal” but nobody knows what it will look like.

Since we don’t know what to expect, it’s time to prepare for the new normal - an extra level of preparation for our career path as well.  Imagine you’re taking a day hike in the mountains - when you were younger, you might just have grabbed a bottle of water and a granola bar - but if you’ve ever experienced any uncertainty while hiking - the feeling you’re not sure whether you’ve taken the wrong path - and you’ve heard about other hikers being lost for days - you realize that isn’t going to do it.  To be sure you get there and back you decide to pack a compass, rain gear, substantial provisions, matches, and a fully charged cell phone.

The analogy to career preparation is that to be certain you get where you’re going, relying on your wits probably isn’t enough.  You’ll be far better off if you have mentors, coaches, trusted advisors and a team of colleagues you can rely on.  If your company is offering training and development, you need to take advantage of it - especially develop skills that are not your strengths.

In that spirit, I want to let you know that our next Speak Like a CEO Boot Camp has been scheduled for October 15th and 16th in Boston and it is going to be a dynamic session.  If you sign up this week we’re also giving you a complimentary coaching session.  It’s an hour and a half, one on one, with one of our top coaches.  This is the first time I’ve ever done this and it may be the last.  So if you’re really interested in attending our boot camp, this would be the time to let us know.  Contact Meredith O’Connor by Friday to take advantage of this offer.  moconnor@bates-communications.com

When do you think that time will appear?

If you don’t have time to invest in yourself today, do you think that some magical realignment of the universe will open up an expanse of time on your calendar?  Will you ever be LESS busy than you are today?   The reality is that if you don’t learn to manage time and invest in your own success, your time will be less and less your own.  Other people will always be in charge of your calendar and your career.

As a wise mentor once told me, the issue is never time, and its never money.  It is always priorities.  So here’s my question - what are yours?  If you’re not putting a high priority on accelerating your career development, who is?  Time to figure out what’s holding you back.  Here are a few possibilities: 

You’re afraid that admitting you need help is admitting you’re not perfect.  Nobody’s perfect.  Top performers see their opportunities and always invest in themselves.

You haven’t developed the essential habit of getting a little better each day.  You don’t become great at anything in an afternoon.  Start now.

You’re afraid to ask for money for coaching or professional development because you don’t think they’ll approve it.  Companies always have money to invest in their high potentials.  Even in turbulent economies.  High potentials are people who out perform, believe in themselves, and are willing to ask for what they need.

You’ve tried learning something, found you’re not not a natural, and given up.  As a coach who works with top executives, trust me, it takes years just to develop confidence and skill on the platform.   Nothing worth doing is easy.

If any of those sound like you, time to figure out what’s holding you back and deal with it now.  Today becomes tomorrow, and if you’re still asking yourself the same questions then you’re simply not moving ahead, or taking charge of your own destiny.

The Top 5 Myths About Motivating Employees

Dangerous in a recession, deadly in a recovery

MEDIA CONTACT:
Sal Vittolino
Phone: (610) 359-8773
mailto:salvitt@comcast.net

In a typical workplace, only 29 percent of employees are actively motivated and engaged in their jobs, while 71 percent are unmotivated and disengaged - either not engaged at all (54 percent) or are actively disengaged (17 percent) - according to the Gallup Management Journal’s Employee Engagement Index.

“While there has been a slight uptick in employee motivation in recent surveys, this may be only temporary because it’s based on survival. As the pendulum swings back, employers should watch out - because employees will look at their jobs and their companies differently,” said Bates.

The Top 5 myths about motivating employees, according to Bates and “Motivate Like a CEO,“ are:

Myth #1: Money is the number one way to motivate employees. “Salaries and bonuses have been the staple of motivation. Most companies relied primarily, even completely, on monetary rewards,” said Bates. “Money is only one of many factors in motivation. Yet companies have become lazy about motivating people instead of giving them what they really crave, which is recognition, praise, and the opportunity to learn.”

Myth #2: If you want to motivate people, don’t let them in on the bad news. “This is a particularly damaging myth. Bad news always gets out to employees. They hate it when you hide bad news; they consider themselves partners in the company, and they long for a chance to contribute and make a difference, especially in tough times,” said Bates. “The surest way to motivate people is to empower them even with terrible news, so they can come to terms with reality, think their way through the crisis, and contribute to creative solutions going forward,” said Bates.


Myth #3: Most employees know what motivates them. “Many people are searching for a larger purpose, and they are not finding it in their work,” said Bates. “In challenging times, employers can become a powerful source of motivation and pride among talented people. In a downturn, leaders must talk to employees and help them discover who they are and what motivates them. Spend time with them; ask them why they enjoy the work, what they enjoy most, how they want to contribute, and where they see themselves in the future,” said Bates.

Myth #4: You simply cannot motivate everyone. “This was true in boom times, when organizations were bloated and some people you hired were marginal. Those days are over,” said Bates. “Now that companies have downsized and are arguably leaner and meaner with the best talent, this is a damaging assumption. It is a leader’s responsibility to motivate employees. It’s time to stop blaming employees, and start looking to leaders to ignite the spark,” said Bates.

Myth #5: People are just grateful to have a job, and this attitude will survive the downturn. “Top talent will always have a place to go, and while they may have had less mobility during the recession, your competitors are already looking around to see who is unhappy and ready to leave,” said Bates. “Employers who keep believing their people are just grateful to have a job will be blindsided when their top talent walks out the door because they don’t have leaders who are engaging them, praising them, recognizing them, and giving them opportunities to grow.”

If you are member of the media and would like to schedule an interview or set up a time to speak with Suzanne, please contact: Sal Vitollino - salvitt@comcast.net

I took part in a podcast on this topic with Tom Collins, host of “Tom on Leadership” on Blog Talk Radio.  Check it out!  http://www.blogtalkradio.com/Tom-on-Leadership

How hot is executive coaching today?  Fast Company reported a study by Dr. Brian Underhill in 2008, which found that it now reaches into the highest levels – 43% of CEOs and 71% of senior leaders report they’ve worked with a coach and 92% would use one again.  63% of organizations reported they planned to increase the use of coaching over the next five years.   

If you’ve never had a coach it may feel like a big step.  Do you really want someone spending that much time, knowing that much about your professional life, and providing a more structured path to success?  Do you have the time and energy to invest in this when you’re so busy just doing your job? 

This is a great question - but don’t make the mistake of thinking its about time and money.  It’s really a question of your priorities.  You take a big step when you have a big goal.  As Dale Carnegie once said, “The person who gets the farthest is the one who is willing to do and dare.  The sure thing boat never gets far from the shore.”

 Typically, an executive coach is hired by the organization to be your partner.  You vet the coach as well, discussing your strengths and needs for development, goals and timelines and measures of success.  Organizations should look for coaches with extensive experience and a track record of success.  While a coach is hired by the organization and accountable to them, your relationship is confidential - they are there for you.   Their job is to advise, train and guide you and act as confidante.  Because of the nature of the work, they should be authorized to keep the specific content of the coaching interactions confidential, while setting up a reporting and check in process that allows you to get feedback on your progress.

Coaching is rewarding and it is fun, when you have the right person at your side.  As you achieve your goals you feel great about where you’re going.  Right now, my sense is many professionals are feeling stuck - promotions are not as frequent in this economy, bonuses are stagnant or non existent, and they are looking for ways to hone their skills to prepare for a more robust economy ahead.  This is a great time to look into coaching.

How effective is coaching?  That depends upon the coach and you, but the statistics are pretty compelling.  A study by Right Management Consulting  in Forbes Magazine looked at 100 senior executives in Fortune 1000 companies – and found that coaching paid off almost 600% above the initial cost. 70% of the executives who received coaching estimated the return on investment at $100,000 or higher. 53% said they were more productive. 48% said they produced higher quality work and 48% said the organization was stronger and more cohesive as a result of executive coaching.    

Why are organizations turning to coaching?  Because it is effective! A 2009 Harvard Business Review Survey on the question – “do companies and executives get value from their coaches?” found clients keep coming back because “coaching works.”  48% of companies now use coaching to develop the leadership capabilities of high potential performers.

If you’re interested in learning about how coaching works, how to choose a coach and get the most from a coaching program, I have just made available a 50-minute MP3 that answers many of your questions on coaching.

If you would like to download this audio program, please contact our marketing director, Meredith O’Connor, at moconnor@bates-communications.com