Job seekers anguish over how they will appear on an interview so much that they often forget that the manager they will report to is also auditioning for them. Your manager has the most power of anyone in the company to advance your career. Before you work for someone make sure they have the capacity to teach you things you don't know and steward your career - either directly or indirectly.
I have had many mentors throughout my career who never knew they were my mentors. I studied their behavior, as well as their sense of process and connection. You dont have to ask someone formally to be your mentor to learn from them
Be selective in who you will work for. Not just what company - what manager. Ask yourself these questions:
I AM SO EXCITED TO ANNOUNCE THIS! I have spent the fall writing and designing a very special set of go-to practice cards that capture the essence of how I teach my clients to have and maintain executive presence. They are ready in time for the holidays!
When tense moments threaten your executive presence 90 Seconds to Ease Cards bring you confidence, connection and calm before you do, write or say something you regret.
What you'll get:
• 10 beautifully designed cards with 90-second go-to strategies to serve as your private coach in difficult moments.
• The ease of having something quick and sturdy at your fingertips to address anxiety with flow on the go.
• A unique and thoughtful gift for congratulating someone in a new role, a special occasion or for yourself.
• An easily accessible tool to carry with you anytime or have handy in your desk, briefcase or nightstand.
You don't want to get emotional at a meeting. You don't want to lash out or withdraw at a...
1. Be YOU-SMART first.
Self-awareness is a leading indicator of happiness and success because if you are aware of what is in your mind you can self-regulate a negative thought before it triggers bad behavior and cripples your executive presence. Don't retreat to a default behavior of lashing out, withdrawing, defensive posturing or paralysis. Be mindful of your thoughts. Become an observer of them without inserting yourself into the emotion of them. Be gentle with yourself. Be self-compassionate when you doubt yourself. If you know your strengths, play to them. Surround yourself with people who have your weaknesses as their strengths so that you may observe their behavior.
Define your personal values so that you know when you are out of alignment with them and can readjust in situations as opposed to trying to achieve an expectation that isn't in alignment with your authenticity. Personal values are simply the things you hold dear that no one can take away from you such as humor,...
Recently I had a client tell me that when she opened a discussion with a direct report about a violation of the dress code the person erupted, quit on the spot and immediately left the workplace. We role played the discussion and how to frame such a discussion so as to depersonalize it.
What I found most interesting is that the company rehired this person who abandoned the workplace the same day at another location in another leadership role. What???
Now my client has to manage a team who knows the organization will tolerate unprofessional and insubordinate behavior. She has to gain respect from a team who knows they don’t have to listen or adhere to company policy to keep their job.
We are now positioning her transferable skills for a company with a more solid culture. In the meantime here is a tip for when you need to have a difficult conversation with an employee.
Recently a client told me of a firing squad interview experience that warrants a share and checklist.
Thirteen candidates were interviewed in a large room, 20 feet apart, by 12 people who scored them on three questions. Their names were drawn from a hat as to who would go first for all three questions. Candidates could hear other candidate’s responses. There would be a second round of these interviews to reduce a pool of 26 candidates to 4.
Question Checklist for When They Call to Schedule the Interview. Ask:
Throughout my years as an executive coach I have seen people triumph over immense hardship while others falter over minutiae. I’ve seen a sense of urgency spearhead achievement while chronic victimization hamstring progress. I’ve been party to personal transformations because people risk vulnerability with great courage and I’ve seen stagnation be the end-product of complaining about unmet expectations. Most often the underachievers carry self-doubt that they don’t know how to convert to confidence.
It’s pretty clear to me what makes people happy and empowered to create the life they want and what does not. It’s a simple equation.
The Golden Rule of Happiness
The shorter the distance between what you want and where you are the happier you will be and the more risks you will take.
You Want a Better Job
Let’s say you want to move up in your career, possibly changing companies. And right now you are in a miserable role. There...
As an executive coach I see three main challenges repeatedly surface for leaders seeking to better their careers, teams and relationships.
When things aren’t going well people get stressed and think that if they just try harder the situation will get better. They focus on one size-fits-all strategies such as – work more hours, hold more meetings, take a course, call a recruiter, network more, get another degree, put in for another promotion, change for the sake of change, read more self-help or business books. They think things will improve because of their fierce dedication when in fact doing more of the same just brings more disappointment, let down from unmet expectations, stress, lack of confidence and makes them feel exhausted on the treadmill to nowhere. They seek “more” instead of less. They can’t slow down enough to be vulnerable – to risk searching inside themselves where the answers always lie. So...
When you are in that high-stakes meeting, sales presentation, interaction, or conflict your executive presence is both emotional and physiological. Your thoughts race and your heart rate escalates. People watch you. How do you execute when the pressure is on?
Confidence and self-esteem are two different things. Both are essential for executive presence. Confidence is being capable, but that isn’t enough. Self-esteem is feeling worthy – that you belong. We build both intentionally by challenging ourselves and regulating our emotions in the moment. That means you know the goal but focus on being your best without pre-occupation with your performance. Slow down your breathing and move your focus from anxious thoughts to following your breath. That clearing allows you to observe your behavior before emotions move you into a fight-or-flight mentality.
A prime athlete trains to win. When the game is played she isn’t focused on the score, just...
Slow down. Recruiters and talent acquisition professionals get an overwhelming number of applicants for each open position and must eliminate most of them. Your resume only stands out from the slush pile as a keeper when the hiring manager can 1) tell you understand the mission and goals of their organization, 2) have aligned your past experience with the role at hand and 3) have positioned at least one distinct “It-Factor” that intrigues them. Fashion your resume with the detail of a fine tailor. Reference organizational qualities you’ve learned from the website. Site news on the company or industry that you’ve researched online. Position internal contacts you’ve developed on LinkedIn and elsewhere as advocates to give you insight into the culture and to open a door for you.
I see a trend in the American workforce and as a coach struggle with how to make sense of it. This week alone one of my clients was terminated, one was put on a 90-day Performance Improvement Plan that is likely to end in termination, and another had his compensation decreased by $100,000. I find it no accident that the ages of these three people respectfully are 56, 57 and 61.
In many ways, our culture does not value the seasoned wisdom of decades of experience or appreciate the dedication of years of service. Companies see that they can replace “aging” employees with younger people they can pay less. It’s as if they feel “younger” energy will bring more innovation and greater results at a lower cost. They feel the aging employee’s mindset is outdated and that they can’t keep up with technology. That is just plain and simply — Age Bias — and short-sighted.
Employees see this coming. Organizations send people they have...
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