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11 Dec Are you always in the weeds? Understanding your mindset is the key to stopping!
When communicating up the corporate ladder, the ability to curate information effectively is crucial. However, many people fall into the trap of oversharing details, driven by underlying psychological factors that can undermine their communication effectiveness.
One of the primary reasons people feel compelled to overshare is the desire to validate their worth. The mindset of proving you’ve done a lot of work often stems from a need for recognition and approval. By sharing every detail, individuals might hope to demonstrate their diligence, competence, and value to the organization. However, this approach can backfire, as it overwhelms the listener with information that dilutes the core message. Instead of being perceived as thorough, they risk being seen as unfocused or even insecure.
Another factor is the fear of being perceived as unprepared or uninformed. Some people equate brevity with a lack of knowledge, believing that by providing more details, they can protect themselves from scrutiny or criticism. This belief can stem from a lack of confidence or an overestimation of how much information others need to see them as credible. Yet, this attitude often leads to information overload, which can frustrate senior leaders who are pressed for time and need clear, concise insights to make informed decisions.
The inability to ruthlessly curate information may also be influenced by a perfectionist mindset. Perfectionists often struggle with the fear of leaving out something important, leading them to include excessive details “just in case.” This cautious approach, while well-intentioned, can hinder effective communication by cluttering the message with unnecessary information.
To overcome these inhibiting attitudes, it’s important to shift the focus from proving oneself to serving the needs of the listeners, “It’s not about YOU!” Recognize that clarity and relevance are valued far more than sheer volume of information. By distilling your message to its essential elements, you not only demonstrate respect for your listeners’ time but also convey confidence in your judgment and decision-making abilities.
15 Nov Preventing Interruptions
Preventing interruptions begins by taking a closer look at the way you communicate your thoughts, ideas and suggestions. Beginning with the main point ensures that your listeners hear your most important insights before interruptions occur.
Learn how in this one-minute video.
5 Nov Executive Communication Coaching ~ An expanding and specialized field
Executive Communication Coaching (ECC) is a specialty within the leadership coaching field which focuses on imparting communication skill expertise to achieve individual, team and organizational success. ECC focuses on assessment and targeted goals, mindset change, skill presentation and practice; and is measured by observable results. Client self-discovery and insight are integral to the coaching process, as they greatly impact ability to integrate and apply new and effective strategies. ECC is distinguished from other Executive Coach expertise areas because of its primary focus on skills, and observable behavior change.
Why Executive Communication Coaching
Though the word “coach “is a familiar one in business today, our specialty, executive communication coaching is a relatively new area of expertise, rising in popularity since its sparse beginnings in the 1960’s…for good reason!
Research and polls consistently indicate that effective communication is linked to leader effectiveness and business results, while poor communication can sink the best business ideas.
For example, according to a 2022 Harris poll, 72% of business leaders stated that their team was challenged by miscommunication. They estimated that teams lose about one productive workday each week to poor communication.
Human communication skills remain essential, perhaps more so in the digital and AI age. In a recent LinkedIn survey, three quarters of US executives polled placed more value on human communication excellence versus AI-related skills. Professional communication skill development is linked to greater productivity, engagement, morale, and career success.
What are ECC focus areas?
Clients self-initiate or are referred for ECC group or individual programs in order to enhance effective communication mindset, strategies, and skills. Referrals are initiated by Human Resources, Learning and Development professionals, managers, and leaders/professionals themselves.
Here are the seven most frequently occurring client needs along with examples:
1 – Enhancing leaders’/teams’ presentation organization and delivery. Organizational skills include the topics of wording, themes, structure, and high impact/high interest messaging. Delivery skills include oral (speech and voice) and nonverbal (facial expression, movement, gestures) best practices. Focus on incorporating appealing slides and visuals without overshadowing the presenter is a frequent goal. Clients see presentation competence and dynamism as a key attribute for leadership.
Client example one: Ying, a director in a top pharmaceutical firm, was rolling out an organizational change which would impact other directors’ roles and resources. She sought coaching for her team to enhance message clarity, consistency, and ability to handle resistance and challenges.
Client example two: A recent client outshone his competitors in a search for Audit Director for the State Department of Transportation because he alone, among all of the auditor applicants, had completed a Leadership Communication Coaching Program. Additionally, his energetic and persuasive delivery were noted by the interviewers as essential to making an impact as a new hire.
2 – Preparing for visibility opportunities. Companies want to ensure that leaders are effective in board meetings, moderating or appearing on a panel, video communication, poster session, conference talk, media appearances, keynote and other high stakes situations.
Client example: Rowen, a marketing professor recognized as a thought leader in his field wished to develop a salable keynote speech on the trending topic of privacy in digital marketing. Though his speaking skills were above average, he knew he needed to step up his game in order to achieve keynote presenter status.
3 – Increasing meeting leadership and facilitation skills, often with emphasis on the virtual environment, and creating safe, inclusive and engaging meetings.
Client example: Haley, a biostatistician, was charged with heading a thirty – person international research team meetings on a weekly basis. She was concerned that her questions to the group were met with silence, and that one team member dominated interactions. Haley sought coaching focused on creating a more enthusiastic and professional virtual appearance, and easy to apply engagement techniques. For example, she learned ways to create PODs- Participants of the Day—team members charged with responding to questions at a designated meeting.
4 – Developing more effective interpersonal leadership communication, often referred to as “Style Coaching” A wide range of goals are included in this category including increasing contributions in meetings, and improving likability and trust building behaviors. Frequently requested topics include providing and receiving feedback, interview communication, delegating, coaching skills, and handling challenges and objections.
Client example one: Though competent, Rosa was alienating her peers and team members with her brusque style and disinterest in socializing. The accounting firm’s HR director felt she had done all she could to encourage Rosa, and sought professional coaching as a “last ditch investment” prior to letting Rosa go.
Client example two: Winn and Tomas, two super achievers in an international credit card company, were successful at every initiative–except gaining recognition and visibility with the C suite folks. When they weren’t invited to a leadership offsite at a swank Florida resort, they were fuming, and didn’t know how to handle the VP’s remark, “I didn’t think that you’d find the retreat time worthwhile.
5 – Influencing upward: Adapting to the communication style desired by company culture and senior leaders.
Client example: A large insurance and financial services firm asked our company to develop a program titled Executive Briefings. The company leaders did not appreciate the overly detailed and longwinded “summaries” presented at meetings, and wanted enterprise-wide adoption of strategies focused on conciseness and prioritizing speaking points.
6 – Reducing nervousness in communication situations (also known as communication apprehension in the communication sciences field)
Client example: Sean, a lead civil engineer, was known for showcasing his team members at client meetings yet confessed that the real reason he wasn’t “center stage” was due to his longstanding fear of speaking in front of groups. Sean was up for a promotion to partner, but dreaded having to stand up and introduce himself at high power networking events. He expressed a “now or never” desire to control his communication apprehension.
7 – Maximizing comfort for leaders who use English as a business language. Common topics here include speech clarity and intonation improvement, understanding expressions and humor, and adapting style to various listeners. Emphasis is also placed on helping listeners appreciate diversity in leadership style and speaking patterns.
Client example: Lee, a nurse manager in a community hospital, believed that others judged her accent and grammatical errors as distracting, and she held herself back from expressing opinions. Her family found it humorous that she was seen as too quiet at work, since she was known for her never ending banter at home. Lee’s advocate in the hospital training department was on the hunt for a coach who could work on refining speaking patterns and building her confidence.
Executive Communication Coach Qualifications
Executive communication coaches, as do all coaches, require a wide range of knowledge, coaching practices, and character traits of calmness, flexibility, and creativity.
There are currently no certifying bodies for executive communication coaches, though the US based National Communication Association has formed committees to study the need for more rigor in field over the past decade.
Several communication companies offer training programs which focus on two areas: 1) Learning best practices in one or more of the coaching topics mentioned above 2) Learning coaching process and methodology. Note: Coaching in vocal and speech mechanics requires a specialization in a related field such as speech/language pathology, communication sciences, or vocal performance.
Moving forward, as the field grows, and standards for training are put in place, Executive Communication Coach competencies may include: Study of research, theory and practice in leadership communication; verbal organization presentation skills; communication apprehension; interpersonal communication; speech and voice mechanics; nonverbal skills; and persuasion; knowledge and application of assessment and goal setting; coaching philosophy and methodology; and behavioral change theory and approaches.
An internship with feedback and supervision from an experienced communication coach to develop and refine coaching style and practices is a must.
The Future of Executive Communication Coaching
As the AI age advances, the need for maximally effective human communication will likely increase, as indicated in recent studies of top business priorities. The field of Executive Communication Coaching is currently adding to leaders’ and team’s presentation, meeting, speech and interpersonal effectiveness, and business results. As the demand for ECC increases, standards for training and eventually certification will likely be established.
Helping leaders communicate with competence and confidence is a continual organizational need-and the profession of Executive Communication Coaching is guiding this critical mission.
23 Oct How To Communicate Price Increases
Many items and services have become more expensive in the last few years. Auto insurance, health insurance, homeowners’ insurance, and restaurant food have all seen turbulence and rate changes.
As a coach, we often run 1:1 and group training sessions where we role-play (“real play”) to practice difficult conversations, such as raising a fee or price increase for your services and products. From medical devices to business insurance, we know firsthand how your wording and approach can make or break those conversations about billing and rates.
Some people will avoid this conversation or approach it with guilt or nervousness.
Some will come on too strong, sound defensive, and lose the customer entirely.
Some will need to build trust and demonstrate value to set themselves up for success.
Some fear negotiation overall due to a lack of formal negotiation training.
Successful Negotiation Skills Are Key
The ability to be fearless, ask for what you want or need, and know your value (or the company’s value to the customer) has a tangible impact on the quality of a negotiation and your long-term success. Also, the company depends on you to help meet the overall revenue goals.
One way to approach a rate increase with a client is to examine your mindset. Your mindset has a direct impact on the quality of your negotiation skills.
Having a mindset for success can be a primary factor in finding mutual gain and making both parties feel respected after a negotiation.
Here are some action items you can do to set yourself up for success when you need to address a price change with a client or customer:
How to Ask for What You Want
- Continuously show the value you provide the customer, not just when discussing money.
- Make your gain their gain; how can you create a win for THEM? (I suggest you ask them this)
- Think LONG TERM, not just one conversation at a time.
- Do your homework/ prework. Don’t wing it.
- Build authentic, trusting relationships. How? Be a good listener, do good work, and be helpful but not overbearing.
- Check your tone (be friendly, not apologetic). Smile. Make sure your facial expressions match your words. Listen for their tone also. Does it match?
- Follow up, get creative, and be ready to find new common ground or even part ways if needed.
Align Pricing with Your Organization’s Strategic Goals
Leadership needs to be aligned on how pricing is meant to support the overall strategy and then communicate this with sales reps and folks having these conversations. Without this alignment, any pricing planning is a wasted effort.
We can all agree that paying more for services and products makes us grumpy, but most customers have become trained to tolerate price hikes. Good communicators can have tough conversations and know they can maintain the relationships they have so carefully nurtured over the years.
14 Oct Think Mind Over Mouth
The ability to convey ideas with a significant impact is highly associated with career and organizational success.
Yet, technology leaders and professionals face a major challenge; simplifying complex and technical information so that others “get it”, buy-in, and take action for the best results.
Here are some truths about transmitting knowledge and influencing others outside your field:
Knowing your topic does not equal speaking clearly about your topic.
Your listeners likely don’t care about your topic as much as you do-sorry!
Anytime you speak, whether one-on-one or to a crowd, in person or virtual, in a formal or informal setting, you are a “presenter”.
Preparation, not Desperation: Strategize and plan, no matter how knowledgeable you are.
Let’s look at key strategies for thinking and speaking “mind over mouth”.
- Develop communication empathy
As experts in your field, your knowledge, breadth and depth, mastery of the big picture, AND the details are valued.
Don’t be heartbroken to learn that your audience doesn’t care to hear it all…especially some of those technical specifics.
Approach your meeting with a listener-centered mental mindset, what I call communication empathy.
Let’s consider questions to develop your communication empathy:
1. What are the top three points these listeners care about?
A CTO I worked with bored his board when he went into passionate detail, complete with sixteen spreadsheets about a system upgrade.
All the board needed was the benefit of the change, and of course, the cost!
2. What can I omit to focus and streamline? (And not feel like you are giving away your firstborn!)
If you’re worried about leaving out something important, keep in mind that you can always troubleshoot questions you may be asked in advance, or follow up after the meeting if requested.
- Check in with your listeners
1. Communicate in advance.
The best communicators get comfortable with asking listeners what they’d like to cover before the meeting. Executives in a large healthcare company I’m working with shared this blunt advice: “Talk about what I want to hear. Just ask me and I’ll tell you.”
You may also want to consider consulting with a colleague who knows the listeners or conduct a needs assessment prior to a high-stakes presentation.
2. Consider listeners’ level of knowledge about the topic.
If you’re over their heads, the deal may be over as well. Jess, a biostatistician I prepped, lamented “I messed up an investor presentation. I thought they were savvy about research, but they were confused by even basic terminology
Wish I knew that in advance.”
We all know what she should have done: her research before the meeting.
Preparation not desperation, Jess!
3. Stop to include your listeners.
Make sure you’re meeting their needs during the presentation. No one hits the bullseye 100%. Make your key point at a meeting in 60 seconds or less, then volley to your listener(s). Become comfortable with questions like:
Anything you’d like to add or ask?
Are we on target?
Questions, comments?
- Master verbal organization
Excellent speakers convey their message concisely, with fluency and focus.
Show me a great presenter in your field, and I bet you they have prepared, practiced and probably have a coach. One-half of one percent of the population is gifted verbally. The rest of us benefit from learning and mastering techniques.
1. Headline for impact:
Work to convey your key points in 15-25 words, what I call a verbal headline.
(That’s actually a generous number of words, a newsletter or a slide headline is usually less than twelve words). Listeners value your ability to bring what they need or want to hear to the foreground. Devote time to figuring out what matters to your listeners
and then create your headlines. Here’s a strong, succinct headline a VP shared recently:
“We’re innovating to improve complex care.”
Note that the wording is well chosen to streamline and tighten the thought.
2. Learn the HEC Model
The HEC model is popular with clients who present an idea, or who are on the spot at meetings.
HEC stands for Headline—Example—Comment
Headline followed by an Example, and then an ending Comment (opinion, perspective, action).
Practice HEC with this question:
What do you find most rewarding about your work?
Here’s a sample reply:
Headline: I enjoy creating and designing landing pages for individuals and groups.
Example: An investment firm asked my team to design
a page for analysts preparing to present at a conference.
Comment: Not knowing what’s around the corner, and always having a fresh project at hand keeps me busy and energized.
3. Make new ideas or terminology easy to understand.
Listeners are uncomfortable when they don’t know a term, abbreviation, or concept you are sharing. It’s crucial to scan your words and be sure to explain and simplify what isn’t familiar or clear. This sequence will help:
State the term, Define the term briefly, then offer an example.
Try it out with a word or idea that listeners outside your field find challenging.
Let’s give it a try with the words “fast pacing”.
Term: Watch out for fast pacing with non-technical listeners.
Definition: Fast pacing means you are including too much material in the time you have.
Example: A speaker who is too fast-paced will lose their listeners at point one, while they are already on to point five.
Keep these tips about concise organization, defining terminology, and sensitivity to your listeners’ needs in mind for your next meeting.
You will be on your way to speaking for success!
24 Sep Simple & Effective PowerPoint Strategies for Non-Technical Listeners
When presenting to non-technical listeners, remember that your PowerPoint slides should clarify and emphasize your key business points. As a presenter, you may think all the information on the slide is important, but do your listeners need to understand it? Avoid overcrowding them with text and complex charts. Remember, your listeners should be listening, rather than reading your slides.
Here are four tips:
- Identify the main takeaway for each slide.
- Remove any unnecessary information.
- Add value by conveying information not shown on the slide.
- Ensure every slide is essential.
12 Sep Meaning Keeps Non-Technical Listeners Engaged
I recently met with a client who was concerned about presenting on a “dry topic”. His topic was full of data and technical concepts that he felt would bore the audience, and after hearing his first run through, he was correct.
One of the best ways to present technical information to a non-technical audience is to focus on what data means, not on the data itself. For example, if you analyze the stat sheet of your favorite athlete, the collection of numbers and statistics translate into how good or great the athlete is. Perhaps the data indicates that they are stronger on the road than they are at home, which is meaningful when you plan to bet on a game.
This example translates across industry from life-sciences to logistics. Instead of breaking down the scientific method, talk about how many lives your therapy saved, or how quickly life-saving supplies can be received after employing your new system.
Getting to the point or meaning behind your message will keep your non-technical listeners glued to your message. Then, when they seek you out to learn more, you’ll have the details in hand and ready for them to dive in.
5 Sep Cross-Cultural Conversations: Why Do We Misunderstand Each Other?
The topic of misunderstanding has many angles to discuss; it’s hard to pick one — tone, choice of words, inflection, context, etc.
Let’s look at teams that have members from other cultures. Now, remember, each group has its own culture, so when you see me use the word culture, it does not only mean different countries; it might mean other departments. The specific word I’ll focus on for this discussion is IDIOM.
Definition
an expression in the usage of a language that is peculiar to itself either in having a meaning that cannot be derived from the conjoined meanings of its elements (such as up in the air for “undecided”) or in its grammatically atypical use of words (such as give way) – Source: Merriam-Webster
While this may all sound like Latin to you, are we indeed that different in today’s modern world? Has the world changed that much? I like the topic of idioms because it’s how many Americans and other cultures communicate. Without awareness, it can be highly confusing for individuals learning English as a second language or those visiting an American culture.
A less formal explanation is that an idiom is a collection of words that together convey a specific meaning, but if you look at each word, they have very different uses.
Examples
These are just a few. As professional speech coaches, we train teams on cross-cultural communication often. During training sessions, we want participants to learn that what makes sense to them may not make sense to someone else. The other person might understand each word, but the collection of words together may have a different meaning. They should be aware of what they are saying, how they are saying it, and confirm understanding.
Imagine your daily conversations at work. How fast do you talk? How much information do you cover during a meeting? You see, your listeners nod and smile. Your talk makes great sense (to you). They express visual responses of understanding when, in reality, they have no clue what you’re saying. Then, you are surprised when the project comes out differently than expected.
Great communicators make an effort to maximize understanding. Perfect? No. However, we can improve our speech to communicate with clarity when we recognize the idioms that have become so ingrained into our speech. The sounds and words we use to communicate our thoughts can make perfect sense to us, but do they make sense to our listeners? If you use an idiom, try explaining it or consider how your listeners will or will not understand it. Give it some thought, and see how being more careful when communicating with people from other cultures does not improve.
26 Aug Pause and Consider Your Pauses
Pauses in conversations serve several important functions and are an integral part of effective communication. A pause can signal the end of one thought and the beginning of another; a break between two related thoughts can give the speaker a moment to gather their thoughts or indicate that the speaker is searching for the right words. Pauses can also convey the speaker’s emotions, such as hesitation, uncertainty, or discomfort.
In some cultures, long pauses are considered a sign of disrespect or disinterest; in others, they are seen as a sign of reflection or respect for the listener. For example, in some Asian cultures, pausing before answering a question is customary to show respect for the person who asked the question and to show that the speaker is considering their response carefully. SSee Talk is silver, silence is golden: A cross-cultural study on the usage of pauses in speech for more information.
Pauses can also be used strategically in conversation. For example, a speaker may pause to emphasize a point or create suspense. A well-timed pause can indicate the speaker’s confidence and control over the conversation. In contrast, an awkward or lengthy pause can signal nervousness, discomfort, confusion, loss of control, or a lack of preparation on the speaker’s part.
It is important to note that the length and timing of conversation pauses can vary depending on the speaker’s culture, language, and personality. Some speakers may naturally use longer pauses, while others may use shorter pauses. The context of the conversation may also determine the length or type of pauses used. The best way to determine the appropriate length and timing of pauses in conversation is to observe others and practice using pauses in your conversations. If you find yourself stepping on another’s words or vice versa, you may want to pay more attention to the length and timing of your pauses.
In conclusion, the importance of pauses in conversations cannot be overemphasized; pauses play a crucial role in effective communication and should not be underestimated. By understanding the various functions of pauses and practicing their use, we can improve our ability to communicate effectively and build stronger relationships with others.