Put Your Audience's Needs Before Your Own

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Many leaders want to be more compelling presenters. Often they are so focused on what they're trying to say that they overlook a key strategic consideration: the needs and wants of their audience.

One of the reasons why presenters fail to hit the mark is because they've missed crucial points of connection with their audience. They may have misjudged the audience's level of awareness and understanding of a subject, overlooked burning issues or concerns that are weighing on their audience's mind, or misjudged what the audience feels is crucial to a successful outcome.

The key is to meet them where they are, not where you are. ‎Help make your next meeting or presentation more effective by asking yourself a key question: what does this group need, want or expect from me during this interaction? ‎ If you aren't clear on the answer, start asking some questions until you feel you have a handle on it. Keep this at the forefront of your thinking as you craft your presentation or plan your meeting, and see how engaging and compelling you can be! 

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Give yourself a break.

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We live in a world that glorifies being busy.  Somehow, being overwrought with too much to do – and working around the clock – have become badges of honor.  Although leaders acknowledge the importance of work-life balance, many still haven’t totally bought into the value and wisdom of taking a real break and disconnecting from work.

As a leader, you’re only as good as your energy allows you to be.  When you’re depleted – physically, mentally, or emotionally – it means you have nothing left to give to those around you. To continue to operate in this state does an injustice to you as well as those you lead.

Giving yourself a break – a real break, for at least a week – helps shift up your brain patterns and allow for more creative thoughts and solutions to manifest.  It helps you get re-grounded and refuel that precious energy that makes you such a good leader.  It also sets a good example for others.  When your people see you taking a break, they’ll feel more welcome to do it themselves.  (Remember, the opposite is also true.)

This month, commit to take the downtime you need and deserve!  

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Change begins with you.

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Most of us are familiar with the famous Gandhi quote, “Be the change you wish to see.”  This statement is all about accountability.  Thinking like an owner.  Understanding that the buck stops here, and that change begins with you.

There will always be things that aren’t going the way you want them to; problems, challenges, breakdowns in the system.  You can focus on “admiring the problem,” blaming others or assigning excuses.  But the true call of leadership is to light a candle.  Be an agent of positive change.  And help the organization find a better way.

Being the change you wish to see means that you step up, make your concerns and observations known, come forward with a solution and do your best to effect change.  An environment of accountability is healthy and powerful.  When others see that you are holding yourself accountable, they will begin holding themselves accountable.  It creates a leadership norm.

Today, think about a problem in your organization that’s really irking you.  And think about what you can do to drive positive change, either personally or through others.  If not you, then who?  

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May 2014: Have conversations that matter.

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Time is precious.  As a leader, you know that better than anyone.  So make your conversations count with substance and integrity. 

It’s easy to put off awkward conversations or squander opportunities like staff meetings and one-on-one interactions, engaging in more superficial chat instead.  But with every interaction that fails to matter, you’re wasting invaluable time and a chance to create more productive, effective relationships.

What big, honking conversations are hanging out there, waiting to be had? Is there something that needs to be said to your boss, peer or direct report?  Are there things you wish you knew or understood about someone? Are you craving greater clarity about your role? Do you see some things that need to be addressed in your organization? Are there performance issues you’re avoiding?   

It’s often easier not to have the conversation.  But when people see that you’re willing to put the real stuff on the table and that you care enough to engage in substantive (sometimes awkward) subjects in an effective way, you build trust.

Today, ask yourself, “how can I have more conversations that matter?”  

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April 2014: Behave your way into the change.

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Oftentimes, leaders hesitate to launch a change effort – especially culture change – because things are not perfectly lined up to guarantee complete success.  Truth is, change is messy.  And it takes time.  The only way to get moving is to, well, get moving.

The most important thing to remember is that change rarely follows a straight line.  You will inevitably take two steps forward and one step back. But as long as leadership is aligned on the direction and expectations, and has truly positive intent and a commitment to persevere through the ups and downs, you will make progress.

As you’re trying out new behaviors, transparency is a powerful tool.  Let people know what you’re doing, and why.  Ask for some forgiveness in advance.  And ask for help – especially feedback.  If you’re leading a function or organization through a change, encourage those around you to do the same.  You’ll find that if you all start behaving your way into the change – and helping one another when you fall – you will feel the wind at your back as you move along your change journey.