Selling the Big Idea

TAKE US WITH YOU! Listen to this article on the go:

Imagine This:

You manage a product team for a consumer electronics company. Over the last few years, customer feedback and input suggest that there’s an opportunity to combine two of your products into one to improve customer satisfaction and usage. In fact, combined capabilities could simplify how customers use the product.

But it’s out of line with the timing of your go-to-market strategy and would require the executive team’s and the Board’s approval to disrupt the product roadmap and push this concept forward. A year ago, you presented the customer insights and got approval from both groups to explore a prototype.

And now you have it! It’s time to sell the big idea from market potential to production costs and forecasted revenue. And while the steps to this point have gone smoothly, there’s more than a 50% chance it won’t move toward production.

Why? Most leaders say they stall ideas at this point because the insights shared aren’t clear or compelling. And that’s a communication roadblock.

How can that be? After almost a year of effort by an innovative product team, the potential of a prototype stalls because of poor communication. And poor doesn’t mean the presenters weren’t confident about what they said. It means they approached the presentation the wrong way and missed the things the listeners needed.

They made one poor assumption as they built out the communication about HOW to get to product launch. They assumed the listeners could reengage with this concept from the discussion they had that launched the prototype. More than a year ago!

It’s the most common blind spot we see in high-stakes presentations: a presenter who communicates from their perspective instead of the listeners. And while that may seem like an obvious blunder as you read this…it’s not. Most communicators can’t recognize the difference between the two perspectives without some coaching to understand and adjust for what a listener values.

Take the example above. The product team has vested almost a year in getting to that prototype and working through details of market analysis, production and revenue forecasting. From their perspective, the point of a presentation at this point is to get approval on a plan and a budget to get this new concept into market. And they’ve worked hard on the HOW behind it. They’ll come in with details, charts and numbers to support the execution. And in under ten minutes, they will be at odds with the leaders.

The blind spot and gap in perspective is significant:

• The senior leaders and Board members haven’t thought about this concept for a moment beyond when they agreed to a prototype exploration.
• The product team has thought about it every moment for the last nine months.

It would be virtually impossible for these two groups to be on the same page, and yet, it’s how many organize presentations. They assume the listeners are where they are in understanding, interest and buy-in.

Starting with a listener’s perspective is one of the most critical skills of content development. It’s the component of a storyline that sets up more about WHAT and WHY in order to guide a listener to the HOW of the details.

And if you’ve taken a workshop with us, you know that good messaging drives clarity. The message for this presentation might be: When product X and Y are combined into a single product Z, we will see a 40% reduction in production costs and an additional $30 million in revenue.

At the start of the presentation, the listeners hear value and impact through messaging. Then, we leverage a concept we call “Funneling” to set a storyline that creates interest and validation for WHY it makes sense to disrupt the product schedule and push this new prototype to the front of the line.

Here are the elements of a compelling storyline that gain approval and buy-in from some of the toughest audiences:

Listeners start with External Perspective.

Leaders and board members think broadly, and they want to know that you’ve done the same. Before they’ll take your word for a big idea, they want to know that the concept began from someone else’s: ideally, your customer. In the scenario above, the product team has this, but they presented it a year ago and then left the ideas behind. The listeners have forgotten it and will need it to see value in the prototype. They need to remember that customers gave a lot of input on this combined product idea and in fact, it’s what drove the decision the leaders made a year ago.

 

Then, the listeners will want Internal Perspective.

This is contrasting what you currently have against the insights above. Why have you not combined the products before? What makes this a viable option today in a way it might not have been before?  Can you leverage change or interest called out in the External Perspective to pivot the listeners thinking on timing and positioning that helps them see a valid reason for considering this now?

 

And finally, listeners want you to dive a little further into Specifics.

This gives them a way to quantify the magnitude of disruption and interest. How do they think about this shift? What happens to the product timeline if they do it? What happens to the customer interests if they don’t?

 

These three elements set the compelling storyline that leads a listener to the HOW it could be done. And those are the insights that matter most to the product team at this point. So it isn’t that one perspective trumps another. It’s the skill of being able to put the listener first pulling them to your perspective that gains buy-in.

When I shared this concept of our storyline with a client recently, she said: “Basically, you’re telling me I have to go backwards in order to pull the listeners forward.” And it’s an interesting way of thinking about communication when you’re the communicator. When you start with the listeners’ perspective, you‘re focused on setting the stage and providing context they need to get to your perspective. In the scenario above, it would have made a $30 million difference.

What’s the risk of your communication?

If your team needs to set a more compelling storyline, we’d love to coach a group on how to do it.

We’re here when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Reigniting Ideas & Strategies with Teams with Keith Wilmot

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It’s safe to say we all wish we could wake up every day and bring everything we have to the roles we’re in. Each day would be a new day, every agenda a clean slate. But the reality is that many of us are in roles that are a little messier than that.

So messy in fact that getting to new ideas or exploring an out-of-the-box concept isn’t easy. In fact, with a pile of problems and challenges in our every day, new ideas can feel impossible.

Unless you’ve spent time with Keith Wilmot.

In our latest episode of What’s Your Story, Sally talks with Keith about how his agency, Ignitor, helps teams get unstuck by blending process and creativity to release new ideas and broaden the lens on most situations. And he also has a wild story to share about his own experience with getting unstuck.

 

More about Keith Wilmot

Keith’s successful career spans over two decades of leading innovation and creativity for global brands such as Coca-Cola, Listerine, Neosporin, Brach’s Candy and many more. Keith has extensive experience in global, publicly traded organizations, as well as leading small, privately held firms. He is described by his team as a student of leadership and disciplined operator with a unique skillset of money and magic.

Show Notes

• Coca-Cola Company – coca-colacompany.com
  • Built an internal agency called Ignitor https://ignitoragency.com/
  • Built innovation capability, behaviors, and mindset shifts in the organization to allow creativity to happen inside the organization.
• McDonald’s mcdonalds.com
• Nandos nandos.com
• Mercedes-Benz mercedes-benz.com
  • The first company to create the crash dummy and the crash dummy process
• Leaders get stuck in some core behaviors and mindsets that force certain types of processes and operations and organizations.
  • Impact efficiency
  • Impact teams and organization
• If they’re not intentional about breaking those patterns and looking differently at their organization, those areas of getting stuck can be pretty damaging to an organization.
• Decentralization of the innovation strategy – a decentralized approach to creativity in an organization and innovation, meaning that every single person that’s in your organization is responsible for and owns the innovation agenda of the company
• Virtual vs In Office workers
  • Ignitor believes it’s about engagement and collaboration, If meeting in person teams must make meetings more intentional. If teams are going back into the office, you’ve got a whole new cultural challenge.
• Salesforce salesforce.com
• It’s important to make sure companies are still bringing people face-to-face.
• How to clarify the challenge, and how do to clarify what you’re trying to solve for?
  • Several tools that go into helping organizations, brands, people, and leaders better clarify the challenge.
  • Insight and finding insight in places that you normally wouldn’t find.
  • Suite of eight behaviors and six mindsets that accelerate collaboration, and innovation creativity in the teams and the organization.
  • Growth mindset, and it’s the difference between a growth mindset and a fixed mindset.
• What are the most important initiatives?
• What are the initiatives that we believe are going to deliver the most value?
• Coca-Cola Red coca-colacompany.com/press-releases/coca-cola-and-red-inspire-people-to-move
• The worst place for an HR leader in an organization to be is in their office.
• Why hiring a group like Ignitor for offsite and onsite training is more effective than having the leader of the organization add it to their list.
• Norwegian Cruise Lines norwegianvoyages.com
• We’re innovators that are powered by inspiration that powers us, but we’re measured by the realization of ideas. So a team has to come to a point where whatever they create together has got an output, and has an impact on the organization
• When did  Ignitor fail an organization?
• Ronald McDonald House charities org
• Animal Kingdom Lodge – disney.go.com/destinations/animal-kingdom
• What is your 600-pound white Siberian tiger story?

Like what you hear? Hear more episodes like this on the What’s Your Story podcast page!

Speaking Up May Be Harder Than You Think

It’s true that feedback is a gift. But sometimes, managers go beyond sharing insights and they offer the employee the “perfect” solution for how to resolve it. With communication feedback…that can get a little tricky.

That’s certainly been my experience as I’ve coached people who got feedback to “speak up”.

It’s one of those phrases that seems so simple. In reality, it means different things coming from different managers.

• Some use it to tell someone that they’re soft-spoken and need to speak up so they can be heard… They’re guiding projection.
• Others use it to suggest that someone isn’t adding to meetings or discussions, and they need to “speak up more”…They’re guiding brand and impressions.
• Still others use it more generally to suggest to someone that they need to speak up in a setting or with a specific group…They’re guiding executive presence.

As we’ve explored this further with clients across the globe, we continue to learn the meaning of the phrase across different backgrounds and diverse cultures. More formal cultures guide respect by not speaking up unless you’re asked to. There may be a “sir” or a “Ms. Jones” added as part of it. For this employee, “speaking up” may be harder than you think.

Many people have shared their beliefs that they don’t have the right to speak up unless someone calls on them or asks for their input. Sometimes gender plays into it and skews their confidence in speaking up.

Still, others shared their upbringing and beliefs about being assertive. They were encouraged to be assertive, so they weren’t ignored or tuned out. They enter a lot of business settings ready to defend their perspective and may be seen as pushy or aggressive. Their goal has always been to “speak up.”

And the best way to approach feedback with any of these perspectives is to start by understanding the WHY instead of jumping in with WHAT they should do differently.

The manager’s perspective is right. People do need to be seen and heard in settings to establish their brand, their experience and their way of thinking. No one sees you as a strategic thinker unless they hear you as a strategic communicator.

But everyone may not get there in the same way.

Here are a few suggestions for uncovering the WHY behind “speaking up.”

You have an employee who is soft-spoken.
Start this conversation by asking “Has anyone ever told you that you’re soft-spoken?” Technically, they need to understand how to get their voice forward and project more effort behind their words. But they may have known that since they were six years old, and they may have tried multiple ways to do this. Most people have the ability to do it; they hold their voice back for various reasons. It could be because a parent spoke softly, and they learned to follow that speech pattern. It could also be the opposite. A parent spoke very loudly, and they spoke softly to avoid mirroring an overbearing speech pattern.

Some women view soft-spoken as demure, and they may be in a culture that fosters that. Some men view soft-spoken as respectful, and they may be illustrating a more formal upbringing.

By allowing someone to tell you more about the WHY behind soft-spoken, you’ll know whether there are some perceptions to work through as well as skills to support voice strength.

You have an employee who doesn’t speak much in meetings.
Start this conversation by asking: “Do you want to add to conversations?” And then allow the employee to tell you WHY they don’t speak up. It could be that they don’t want to speak up because others speak too much, and it makes meetings run long. They may hear the feedback as a suggestion to show up more like a peer who talks too much. Managers often give guidance by saying “You should speak up like Jeff does in meetings.” Jeff may monopolize conversations more than you realize, and an employee who is more introverted than Jeff will never follow that advice.

As you explore the WHY, you may also learn that an employee doesn’t think as fast as others in the room. They may say that they have thoughts to add…. after the meeting wraps up. They just need more time to think it all the way through.

Every manager should know the make-up of a group and the different kinds of thinkers in the room. Someone who is more process-oriented needs time to think it through before they’ll jump in with an idea or answer that may be wrong. If you knew this, you could help this employee by providing agendas ahead of time. A process thinker will be great if given the time to prepare.

You might also have an employee who isn’t speaking up from a place of respect or a more formal upbringing. And they may literally not know when to do so. You can learn more about this by asking “If you have something to add, what keeps you from jumping in?” If you knew this, you could create openings in conversations and invite a more hesitant employee into the conversation. So, they’ll worry less about when it’s appropriate and speak up more when you invite them into the conversation.

You have an employee who talks too much.
Start this conversation by saying: “You had a lot of enthusiasm today. I felt like you said the same thing multiple times. Why?”

If someone was guided to be assertive, they may continue to “speak up” again and again until they feel acknowledged or as if they won the discussion. They may be seeking some kind of validation or credit that isn’t likely in most meetings.

So how do you guide the “over-talkers” to a better balance?

Their blind spot isn’t really how much they’re speaking. It’s the lack of focus on everyone else. There may be insights in the WHY behind someone who feels the need to be heard the most. For this employee, the real opportunity or learning is the perspective of everyone else. Get insight on how they feel heard by asking “How did the group react to your idea? What was the reaction you were expecting?”

You can guide this person through awareness of team dynamics and the concept of a great team player who not only speaks to share their perspective but also speaks to move a topic toward an outcome that includes everyone’s input.

 

“Speaking Up” can mean something different to each of us. If you have an employee who needs to show up differently, start with a better understanding of WHY they don’t speak up. Be less quick to solve it from your perspective and more patient with understanding the WHY from the employee’s perspective.

Feedback is a gift, and spending the time to understand the WHY behind a behavior gets everyone to a better outcome. If you’d like to improve the way you give feedback, we can help.

We’re here when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Doubling Down on Your Off-Site

It seems every people leader is now responsible for hosting an off-site meeting. And for very good reasons! It’s an opportunity to bring a team together, ignite collaboration, clarify direction and invest in personal development.

We’ve seen twice as many off-sites completed and planned for in the last year than the last three years combined. Off-sites have become the new team meeting, and most of these “away” meetings are getting rave reviews from employees.

We’ve been a part of many off-sites over the last year, resetting team dynamics, facilitating the discussion of team priorities or developing skills needed to reach top priorities. And we’ve seen what works and what doesn’t with employees.

If you’re planning your off-site in the next few months, these pointers may help you consider the new dynamics before you’re confronted with them. Because, while “off-sites” are back, they need to be planned and led a little differently than before.

 

Here are seven dynamics to consider:

Invest in the setting. Most managers have a team event to kick-off the year or touch base on a quarterly basis. And we called it an “off-site” even when we held it down the hall in a conference room. You can’t do that anymore. Those are team meetings, not “off-sites”, and employees think of them differently. Add to it the continued push to get people back into offices. If you’re planning a day with your team in the office, consider that a team meeting. If you want the group to view it as an “off-site,” make the commitment to host it somewhere else.

It doesn’t have to be an airplane ride, but no one will be disappointed if it is. It should be a few nights away, and it should be mandatory. You can’t connect as a team if you’re missing colleagues. There may still be an occasional absence due to illness, but for those who are able to attend, invest the effort and the money to take the team to an interesting setting. It increases their desire to be there, and that’s worth a lot.

Teams aren’t as close as you think. Sure, they talk over virtual platforms all day. Or they see each other in the office once a week. But the full group is seldom all together, and it’s one of the biggest mistakes we see leaders make at off-sites. They assume people are comfortable together. And they jump right into a heavy agenda. I continue to be surprised by the number of people who haven’t met or haven’t seen each other in quite a while. It takes intention to reset people, and they need a little time to settle in and connect with each other before they connect with the work.

People can’t sit still. We assume people sit all day when they work virtually. But they move around more than you realize. And when you ask them to sit through an eight-hour agenda, it’s not something that they’re used to doing. If you can reserve a meeting room with natural light, do it! But most conference space is in the interior of a hotel or resort, so the choices can be limited. Add plenty of breaks and even a group-led stretch throughout the day. Be specific about expectations on devices and breaks. It’s disappointing to bring people together for collaboration and in short order they’re all on laptops and phones. But it happens – and it’s much more frequent these days. As the leader of the meeting, you need to set the tone and the expectations. Otherwise, people allow their own priorities to override the group setting.

Every voice counts, even the soft ones. Group dynamics have gotten harder with less interaction. And it takes more intention to be sure that everyone is participating, and the louder voices don’t overshadow the softer ones. Depending on the size of the group and the objectives of the leader, it’s often best to bring in a facilitator to run the discussion. A good facilitator will balance the energy and input to keep everyone involved, and they can provide good insights to a leader on what they observed once the off-site wraps up. It’s hard for the leader or another team member to run the agenda and participate in the discussion simultaneously. It confuses the group and often shuts down the employees’ perspective.

Are we having fun? You need to because that’s what most employees come for. Make sure there’s a cooking class, scavenger hunt, incredible race or something that’s meant to be just fun. You’ll get lasting benefits out of organizing a few fun events. Some groups like competitions; others prefer less strenuous activities. Ironically, this was one of the hardest roles of a leader during the pandemic…finding ways to entertain their teams and creating virtual games or events to bring them together. Hire someone to do this for you. Most conference centers or resorts offer corporate games and will manage the entire experience.

Let’s focus on me. Professional development is the number one ask of employees. While they like a flexible work environment, they know they’ve fallen behind on development opportunities. And the off-site is a great time to add some training to the mix. Even if it adds an extra day, it’s more cost-effective to deliver it while the team is already together versus scheduling it as a separate event. And it’s often the highest-rated portion of the meeting because it feels as if it’s focused on the employees’ benefit rather than the benefit to the company.

And… did you bring stuff?  Everybody loves bling and logo wear! It’s a great way to keep teams connected to the company brand. Send it home with them in a pullover, a cooler, an insulated cup, a cookie, and hundreds of other items. The off-site gets off to a great start when they check into their rooms and find corporate gifts. It’s one more retention strategy, and it adds to the fun factor when employees go home with a gift from their manager.

 

Do you already have some of these practices in place? If so, increase your efforts this year and you’ll have a happier group and better takeaways from the off-site! Or if you’re just getting started and would like a little help meeting the new expectations, we can put great ideas into actions with you.

This is the year to double down on your off-site….and we’d love to be a part of helping you get great results.

We’re here when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Our Top Three Challenges – 2022 Case Studies

When we’re called on to address a new situation or think outside the box and develop a new approach, we’re always up for the challenge! And when we bring curiosity and creativity together, we get great outcomes.

As we looked back at the broader application of our work this year, there were three programs that stood out with innovative thinking, accelerated learning, and great results.

Here’s a quick look and a profile of some of the development projects that seemed to resonate most this year.

 

CASE STUDY #1: Getting to the Heart of the Matter  

Situation: More than a handful of times, we were asked to work on a refresh/reset/redesign of company values. In some instances, it was a request to bring values to life and help leaders get creative with storytelling to illustrate the values. And in other instances, it was a total overhaul or fresh start for the values themselves.

Solution: In each case, we started the project with leadership interviews to understand the current state of the values and the perspective across the senior leaders. And regardless of how we got to the table, each company was surprised at the insights we uncovered. They weren’t very favorable. Values took a hit during the pandemic, and few leaders know how to revitalize them. Or worse, they don’t agree on what revitalizing means.

We went to work to shape up a set of principles that the group could discuss and shape into their own. Then, we put processes in place to get input from employees and captured what resonated and what didn’t. Finally, the process led us to a communication strategy that brought new energy and creativity to how leaders illustrate values and involve employees in living them.

Impact: Whether it was a new or renewed group of values, we saw interest and alignment take shape within each organization. And the unexpected outcome was that the project seemed to energize leadership teams and solve for some of the concerns around bringing clarity and connection back into the culture.  And for a few groups, it was a great way to get teams back into their office a little more, too.

Interested in this topic? Talk to us about Values Reset

 

CASE STUDY #2: Ready or Not…

Situation: As all companies struggled to fill leadership gaps created during the great resignation, an immediate ask was to help managers show up as leaders …. quickly. And it got us thinking about the tools we give new leaders through coaching as they onboard to bigger roles. We gathered the insights to be sure we understood the gaps, and we built a program to simplify the tools to an “emergency kit” that built confidence quickly. The goal was to equip a new leader with insights that allowed them to settle in and consider new ways of building trust and alignment with a more complex team.

Solution: With multiple programs under our belt, we discovered commonalities that ran deeper than we originally thought with the new generation of leaders. All said the learning didn’t come fast enough, and they were relieved to have a “starting point” for evaluating a team, inspiring a group and thinking through decision-making.

Impact: Our work with these groups lifted confidence in a single day by introducing proven tools. But each workshop also linked new leaders to each other. We kept small groups engaged in coaching circles to share ideas and problems with a coach and a few peers. And while our work wrapped up, all of the coaching circles we activated are still intact and proving to be a great way for new leaders to grow together.

Interested in this topic? Talk to us about Manager to Leader

 

CASE STUDY #3: Do we have a match?

Situation:  There’s been a lot of focus on the job market, from a shortage of candidates to a plethora of opportunities. But no one has said a lot about the impact all that activity and movement has had on the hiring managers themselves. And once we discovered it, we knew we could help. Interviewing is a task most managers take on a few times a year. They rarely describe themselves as great at it, but they can find the candidates they’re looking for through some trial-and-error interviews. When you speed up the rate of turnover and the number of candidates, that approach doesn’t work. Today, managers interview frequently and need a consistent way of getting to the experiences and foundational skills sooner.

Solution: So, we built a workshop that helps managers think about what they want to know, and we developed the tools that help them observe and compare one candidate with another. We introduced an interview format that covers the foundational behaviors and drills down to previous experiences. It helps a team align on a common approach and work through how to evaluate candidates more effectively.

Impact: And what was the result? Well, better interviews for starters! The instinctive and “seat of the pants” approach with candidates became more structured and measurable as a tool. And even the tougher concepts, like gauging culture fit, can take shape as teams talk them out.

Interested in this topic? Talk to us about Compelling Interviews

 

So, with four weeks to go, we’re energized by bringing curiosity and creativity together to solve the development priorities we heard about this year. And we’re already intrigued by what’s ahead as early planning suggests that 2023 holds new challenges with skill gaps and communication challenges. We can’t wait to partner with you to explore it.

 

Here’s to the year ahead….and as always, we’re here when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Early Career – Development Priorities

It’s that time of year for budget reviews and planning as a new year begins to take shape. And as companies consider priorities and corporate strategies, it’s a good time to also align individual’s growth and priorities.

Early Career Development Priorities is part 3 of our 3-part series focusing on trends, priorities, and insights to help align personal growth with business priorities for the year ahead.
Read Part 1 – Peak Career Development Priorities here.
Read Part 2 – Mid-Career Development Priorities here.

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Today’s young professionals are setting a new way of working and shifting the thinking from work as a place we go, to work as a thing we do. This group of employees entered the workforce with savvy technical skills and solid educational backgrounds that seem destined for success. And the current labor shortage has given them more opportunities to choose from.

As the newest players in the workforce, they’re negotiating flexibility as well as compensation. They’re outspoken about where they want to work and how they want to work. And that’s exciting when you’re young and feel like you can set your own lifestyle and balance work alongside other interests. But there is another view of that flexibility that most early career employees don’t see.

They’ve traded off visibility for flexibility. And that may be a short-sighted advantage with long-term consequences. We’re seeing some early signs of that. Many companies saw phenomenal growth coming out of the pandemic, but it was not sustainable growth. And they’re resetting to a more modified growth track. That meant some workforce reduction that will continue as we head into 2023.

Reduction is never easy across teams, but it’s easier when we don’t really feel connected to an employee. If you joined a company and have worked virtually for the duration of employment, there’s not the same loyalty to you as others on the team. You haven’t had the visibility to leaders and therefore you don’t have the same support team when the tough decisions have to be made.

And if you allow flexibility to be the only motivation of your early career decisions, you may find that you’re stepping from one company to another without really moving up from one role to the next. The first decade is an important time to set a career path and make smart choices in order to leverage opportunities for more than a flexible schedule.

As we’ve worked with early career professionals and managers, we’ve focused on three priorities to strengthen their visibility and impact.

 

Career Runway

Jobs feel a little like window shopping right now. It’s fun to see so many choices, and the window dressing makes every opportunity look exciting. But buyer beware! Shop for more than the package wrapped up for you. Look at the company, the culture and the advancement opportunities. Are you considering the long-term as well as the short-term as you evaluate a role? Did you meet the co-workers and the hiring manager? Is this a good fit or just a good paycheck?

In addition to finding a role that meets the way you want to work, consider the role that will help you get to the next one. Resumes are shaped in the first decade of work. Hiring managers like to see that someone took an interest in you and helped you gain skills and additional responsibility. When the career path doesn’t show that, it’s a red flag.

We can help. Many data points prove out that early career employees will change jobs much more frequently than others which means framing up your experience more often. Our book, Disrupted! How to Reset Your Brand & Your Career focuses on how to position yourself and your experience. It also links to your personal brand and impressions. We developed a course to support it and can help you prepare for an interview or an internal, introductory meeting to help others get to know you and your interests. It makes all the difference in finding the next opportunity and positioning yourself for it.

 

Brand Awareness

Your personal brand is how people think about you and talk about you when you’re not around. It’s a reflection of someone’s impressions of you that take shape over time.

The savvy professional takes note of impressions and makes choices about how to come across as confident and credible. Impressions of confidence are why certain people get heard when they speak up. Confidence isn’t just a skill for leaders; it’s a differentiator that strengthens any employee’s personal brand and impact in an organization.

But it’s rarely an instinctive skill. It’s more about awareness of how people see you and hear you and focus on what it takes to really connect with a group. And it’s harder if you aren’t in an office often to be seen and heard. Early career professionals need to think about impact and add intention to visibility moments and their opportunity to be visible and involved in key initiatives.

We can help. Our workshop, Strengthening Personal Brand & Impressions, is offered internally for working teams or quarterly as an open-enrollment workshop. The program raises awareness of brand impressions and guides the discovery of professional presence and a confident communication style.

 

Manager Exposure

Everybody needs a champion. And in today’s shifting work environment, most people are going to need more than one. A champion is someone who knows your work and is willing to speak up on your behalf. It may be your manager, but it could also be your manager’s peers or others that you’ve worked with on projects. Champions start the process of a network within a company, and they are critical to bigger opportunities and advancement.

We used to build relationships as we met people in the corporate gym or cafeteria. It was easier to evolve relationships over time because we saw people often and had informal interaction and a chance to get to know each other. That’s a consequence of hybrid and virtual work models. It isn’t happening by happenstance. It takes an intentional plan to meet with someone and plan for those interactions, and early career professionals are going to have to work harder to get these connections.

Companies are trying to help with development programs and opportunities to connect with managers. Take advantage of all of these opportunities. When your company hosts a lunch, be there. When they set up a volunteer opportunity, be there. It’s going to take intention to start a network, and managers notice who’s taking an interest in it and who’s not.

We can help. Both programs described above include an element of building champions. We can also help you think through your own plan in 1:1 coaching and map out a conversation to gain insights and input from a potential champion in your organization.

 

Flexibility is a wonderful addition to career paths, and it’s an advantage that seems to have taken hold. But don’t make it the only factor in your early career decisions. Leverage the current role you have to build your brand and find the managers who will champion your skills. While it may take a little more in-office time, it will be the difference in your career advancement in the long run.

As always, we’re here when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Mid-Career – Development Priorities

It’s that time of year for budget reviews and planning as a new year begins to take shape. And as companies consider priorities and corporate strategies, it’s a good time to also align individual’s growth and priorities.

Mid-Career Development Priorities is part 2 of our 3-part series focusing on trends, priorities, and insights to help align personal growth with business priorities for the year ahead.
Read Part 1 – Peak Career Development Priorities here.
Read Part 3 – Early Career Development Priorities here.

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For some time, I’ve referred to managers in their mid-career years as the Mighty Middle. And I can’t think of a time when the phrase has been better suited to middle managers than today. I’m just not sure if the significance is more about the Mighty or about being in the Middle…because both are true!

Middle managers have always been a mighty muscle and influencer in companies. In the last two years, we’ve strained that muscle by expanding their roles and asking them to manage everything from mental health to physical health and well-being. They were given very little training to do it, but they did it. And many developed a whole new skill set in the process.

Then, we began to reset work structures. And as hybrid models emerged, managers were stuck in the middle. They’ve been squeezed between top leaders who want some semblance of an office setting to return, and most employees who want to keep their blended style of working and managing life on a flexible schedule. The friction intensified with the great resignation, and most of these managers picked up the slack, shifted the work and altered the way their teams would function.

They are the unsung heroes of the last three years. But the looming question is whether the last few years were energizing or exhausting to them? Are they motivated to continue growing as people leaders or are they likely to step away to avoid additional pressure? Companies have leadership gaps, and there is great opportunity for advancement. But it doesn’t feel great to step up to something you don’t feel qualified to do.

When you ask middle managers how they think about it, they talk about skill sets and development. While they like increased responsibility, they want to feel as if they have the support and experience to step up to new challenges. And the last few years haven’t provided a lot of time for that to happen. Companies have the desire to do it, but many are still focused on reset steps and culture that we identified in last week’s newsletter.

Middle managers need to take ownership for their own development and ensure that they feel qualified for the opportunities that are sure to come their way.

There are three priorities where we encourage middle managers to invest their time. Here’s a look at each priority with thoughts on how we’re supporting them.

 

The first priority is Skills.

Every day, companies look at a manager and decide whether the manager has the skills they need in a role. They can decide to develop a manager to expand the skill set or they can bring in a candidate from the outside who already has the skills. It depends on the momentum and pace at which a company needs to move. The shortage of candidates worked in favor of the internal managers, but it is shifting a bit.

We talked about learning and development priorities in our fourth book, Disrupted: How to Reset Your Brand and Your Career. Those priorities haven’t changed. The L&D team focuses on training needed to deliver top goals within a company. If you’re tied to the top goals, you may be a top priority for development. But if you’re working on a goal that’s lower on the list, you may not be the focus of the year.

You can take ownership by asking for development. Pay attention to shifts in company direction. Pay attention to who is managing some of the projects and the skill sets they have. You can gain experience without being in a role, and you can develop skills without waiting for the company to tell you that you need them.

We can help. If your skill gap is less about technical skills and more about influence and team dynamics, we can help. Last year, we introduced a workshop called Manager to Leader to focus on the skill sets needed to manage a bigger team and a broader responsibility. It sets the right foundation to help a new leader feel confident quickly and creates coaching circles that give the manager some bandwidth for input as they settle into a new role.

And our foundational programs can build confidence around increased visibility by providing skills to Lead Executive Conversations and Master Executive Presence within an organization.

 

The second priority is Relationships.

One of the benefits of leadership development programs within a company is the relationships built with peers. Over the last few years, companies have tried to continue the programs virtually, and the relationship aspect suffered. It’s harder to get to know people when you don’t have the downtime and social interaction together. And many companies are resetting to an in-person format to bring the relationship opportunities back.

But it isn’t just the relationships with peers that middle managers need to focus on. It’s relationships across the company that will make the difference in new opportunities. And that’s harder than it’s ever been. Because while people are returning, it isn’t an everyday, consistent schedule that brings easy interaction.

Leaders, a key group for most middle managers to interact with, aren’t as willing to connect as they have been in the past. And that’s because they’ve developed their own habits. They’re not around as much, so it’s harder to find 15 minutes to stop by. Every interaction takes a set appointment, and that’s a bigger commitment that’s harder to manage.

Today, it takes a lot of intention to build a network. In fact, it takes a plan to think about champions within a company and find creative ways to build relationships if the hallway conversations are limited.

We can help. We can help middle managers build plans for networking and gaining visibility across a company. In fact, we often do this with small groups of managers to ensure the leaders feel the investment works. There’s impact in numbers and bringing small groups of colleagues together helps a leader see value in the touchpoint as well.

 

And that leads to the third priority…Coaching.

We’ve seen tremendous growth in our coaching business and a lot of that has to do with a company’s attitude towards coaching. Coaching has become a great retention tool, and it’s the fastest way to help a manager gain confidence and support while taking on expanded responsibilities. Visibility leads to liability, and middle managers want to feel that they have the right tools and support to be successful in an expanded role.

Coaching can also offer feedback on a brand and help a middle manager understand how they’re seen within a company today. As a new leader, a manager can leverage a new opportunity to strengthen a brand or reset misconceptions.

We can help. In fact, in the last few years, we’ve doubled our resources to meet the added demand. If you’re a middle manager expanding responsibilities quickly, ask for coaching. It builds confidence and provides confidentiality with an objective partner who can talk through decision-making and offer a support system to build new tools and skills. And with SW&A, it’s access to the tools we know you’ll need.

 

The opportunities for middle managers have never been greater. But so are the risks. Experiences haven’t prepared most managers for those opportunities, and those who are succeeding got a little help along the way. It’s an exciting time to be a future leader. Take advantage of the opportunity and ask for the support you’ll need to be successful.

As always, we’re here when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Peak Career – Development Priorities

It’s that time of year for budget reviews and planning as a new year begins to take shape. And as companies consider priorities and corporate strategies, it’s a good time to also align individual’s growth and priorities.

Peak Career Development Priorities is part 1 of our 3-part series focusing on trends, priorities, and insights to help align personal growth with business priorities for the year ahead.

Read Part 2 – Mid-Career Development Priorities here.
Read Part 3 – Early Career Development Priorities here.

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It’s hard to get a senior leader’s attention on their own personal development. They believe that the last two and a half years have put more demand on their skills than at any other point in their careers. And they’ve enriched their skills under fire and close scrutiny. Peak career leaders have dealt with more issues in the last two and a half years than they’ve probably seen over a 30+ year career span.

Many would say ‘if I’m still sitting here after all the tough spots and decisions, I should have the skills I need to weather almost anything.’ And to some degree, they’d be right. The last few years have developed and defined new expectations for leaders.

But the work isn’t done.

There are three burning priorities in front of senior leaders, and they will each take innovative thinking and a new approach to resolve. Here’s a look at what we’re hearing from leaders and how we’re supporting the priorities they see ahead of them.

 

The first priority is Culture.

Companies are still all over the board trying to reset the company culture within a new way of working. Many are still testing out the new working model from fully virtual to some form of a hybrid model. And regardless of where it lands on that spectrum, leaders know it will impact the culture. It already has.

The office environment is part of culture. From the physical space to amenities in the space, many companies illustrated their intent with employees through their location. And they created situations that drew people together to feel a part of the culture.

Virtual interaction is not the same as in-person interaction. Leaders have seen it in the last year and often talk about losing the connective tissue of an organization because people aren’t together. The environment contributes to the illustration of values, and it makes it harder when people are rarely together for the culture to take hold organically.

The great debate on senior leadership teams is: who sets the culture?

Do we define it at the top of the organization or do we build it from the bottom of the organization?

It’s both.

Culture starts with intention from the top. Leaders have to buy into the culture and agree on what to create and how to lead it. Then, the employee base will reinforce it as they make it their own.

In our current work setting, even the best of cultures feel as if they’re losing a bit of their identity. Leaders see some of their best employees walk out the door because they’re not as connected as they once were. And they see bad behaviors gain momentum in ways they never have before.

Leaders say it’s harder to reinforce culture when they can’t walk the halls and find a personal connection to employees. There’s more pressure on a few moments rather than every moment. And it’s going to take an intentional plan to rethink how employees experience culture going forward.

We can help. Over the last year, we’ve worked with leadership teams to consider a new way of embedding culture into companies. It’s a shift from culture showing up in every little thing to making sure it’s integrated into the big things as well. Managers can own the little things, but leaders have to rethink how culture and values are reinforced in everything they say and do. We’re involved because it takes a communication plan that can integrate culture elements into town halls, strategy reveals and company goals.

 

The second priority is Communication.

Communication will be essential to reset the culture and almost everything else ahead for senior leaders. A new way of working has created fragmented visibility. Leaders are running town halls, but they don’t have full participation or focus as employees dial-in to view it or listen to a recording a few days after it

Every situation counts. Communication is the skill and the tool that helps you bring clarity and conviction to the direction of the company. Employees aren’t engaged in the same way as they consider work more a thing they do vs. a place they go. Live, in-person energy and connection has returned to most parts of our lives, and that’s what a company leader is competing with.

Leaders need to find ways to breakthrough with messaging. They can’t push it on employees. Instead, they’re going to have to be intentional about how they draw employees in. Many leaders developed bad habits during their own virtual work. They felt virtual required less preparation, so they relied on notes and a more casual way of talking to employees. It has to get focused again. It’s going to take conviction and connection to get employees’ attention and drive actions from ideas.

Leaders are resetting their own barometers to speak a little less about what’s happening in the world and a little more about the direction of their companies. Communication has to shift back to big vision, and for leaders that means a reset on messaging, a reset on skills and higher expectations for impact.

We can help. Developing compelling communicators is our passion. And with senior leaders, we’re helping rethink the brand and impact needed within an organization. Often, we combine the culture work with communication coaching to make sure they align and work together.

The input we give every leader is this: From board members to customers and employees, your key audiences haven’t changed. And the way they assess your style and impact hasn’t changed either. It all matters, and if you haven’t refreshed and reset your communication skills, it may be the most important thing you do in the year ahead.

 

The third priority is Succession.

I’ve talked to many leaders about how their teams have fared over the last few years. I get a mixed report on who’s retained direct reports and who’s swapped them out. But I get a consistent report about future leaders and succession.

All say the development of leaders behind the current team has stalled. One reason is the senior leaders themselves love hybrid work models. It’s given them the flexibility they never expected to see until retirement, and they’ve built a pretty strong case for why they don’t need to be in the office all the time. They have all the tools and connections they need to do their job well anywhere.

But the consequence is they don’t spend as much informal time with future leaders. They don’t realize that building visibility for future leaders isn’t happening organically, and it’s even a little awkward when it happens with intention. Planning for lunch or coffee together takes a fair amount of coordination just to run into each other on the same day.

Senior leaders see it as they begin talent review meetings. They notice in these conversations that they know people less than they once did. And they aren’t hearing the cross-functional support for future leaders the way they used to in these discussions. Those are red flags to a company that wants bench strength.

Senior teams need to get actively involved in future leader development. It’s more fragmented than it once was, and companies need to get innovative in how they reinvent it. Learning teams can sharpen the skills, but they can’t impose the relationship component that is equally important.

We can help. As we’ve heard companies talk about this trend, we’ve responded with programming built to transition someone from a manager to a leader, and coaching circles that can add exposure and guidance for senior leaders. We’ve also led discussions with senior teams to rethink the way they support future leaders and to find better ways to accelerate visibility, responsibility and trust.

 

The demands on peak career leaders haven’t subsided. Every company has to get out of reset mode and reimagine how people fit together. The priorities of culture, communication and succession should be top of mind, and those who excel at it will redefine what leadership really means.

And we’ll ensure that you’re one of those leaders.

As always, we’re here when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Talent, Data & People: The Strategic CHRO with Kim Sullivan

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We all faced new dynamics and uncharted waters as managers and leaders navigating a pandemic, social unrest and different ways of working. But if you considered the corporate role that felt the most impact, the CHRO, Chief Human Resources Officer, would rank high in terms of the toughest leadership positions over the last few years.

And that’s why this episode is so timely. In this episode, Sally talks to Kim Sullivan, who has been an HR leader for three global companies, and a CHRO for the last six years. Kim guided HR teams pre and post-pandemic, giving her invaluable insight on what’s changing and what lies ahead.

More about Kim Sullivan

With more than 20 years in the HR industry, Kim Sullivan has had an extensive career, including a mix of strong business acumen and the desire to develop people, while also identifying the business drivers and complex issues of every organization she’s worked with. She has experience modernizing the People Solutions (HR) function by implementing new HR service delivery models; redesigning, eliminating, and repositioning roles; and implementing a digital HR strategy to address short and long-term business needs. Kim is a thought leader in all things transformation, including organizational culture. She is passionate about elevating HR team performance to ensure people and culture strategies enable a company’s value agenda. She holds a master’s degree in Human Resources Development from the University of Houston and a bachelor’s degree in Speech Communications and Organizational Psychology from Texas Southern University.

Show Notes

• CHRO – Chief Human Resources Officer
• What has been the change of the CHRO role over the years?
  • Typically tucked under the CFO
  • There is a heightened need for the CHRO role to be at the table helping to make decisions that support the stratic outcomes for the business
• CHRO in the Global pandemic
  • Continued to reflect on the overwhelming impact on the world
  • Defining digital transformation
  • Moving people from worksites to their homes in three weeks or less
  • Keeping the lights on
• CHRO continues to learn from March 2020
• Essential skills to be a CHRO
  • Understanding the business and how to business makes money
  • How to solve problems that positively impact the organization’s business goal
  • Understanding what are the people implications and cultural implications
  • Must be talent savvy, biz savvy, data-savvy – how do you use data to make decisions
  • Coaching and advising the leadership team
  • Engage with leadership and with the frontline staff
• Employee Experience – everything a worker learns, does, sees, and feels at each stage of the employee lifecycle.
• How do companies define reset?
  • Hybrid/ Virtual work
  • Plan what the “return to the office” looks like for their organization dependent on the organization and employees
  • People value flexibility – What is the why, and when should they come together? What happens when they get there?
  • Define what roles should be remote, in-person, or hybrid.
• Mid to senior career-level workers feel more productive and focused at home; recent graduates want more in-person networking opportunities but do not want to be in the office every day.
• How to define what is valued as work-life integration?
  • Collect data to find what is the desired work style
  • Use that data to establish the workplace strategy
• Leadership is culture; culture is leadership.
  • Be deliberate about the culture you want to create and who you are as a company.
  • Clearly define your values and be intentional about when you come together.
  • Define what your employee’s role is, make sure to check in with them, and have systems in place to support them
  • Mirror what you say you do as an organization at all levels of the company
  • Management needs to be international and consistent
  • Stay visible even in remote settings
  • Make sure you show up with these values to attract outsiders to your organization
  • If you are a people manager today and you are not equally focused on the business and the well-being of your people, you are not doing your job
• The Great Resignation – An ongoing economic trend in which employees have voluntarily resigned from their jobs in large numbers beginning in early 2021 due to low wages, cost of living increase, career advancement, seeking better benefits, and remote work.
• What are essential skills for new leaders?
  • How to have fun
  • Encourage employees to take time off
  • Not celebrating grind culture
  • Demonstrating that leaders care about employees
  • Prioritizing resources to make sure employees are taken care of. Want employees to be engaged and happy
• DEI – Diversity, Equity, and Inclusion
  • Employees need to feel included and represented in the workspace
• Is there a talent shortage?
  • Value proposition – making people interested in working with your company
• Glassdoor – www.glassdoor.com
• Gig Economy – a labor market characterized by the prevalence of short-term contracts or freelance work as opposed to permanent jobs: Fiver – www.fiverr.com
• How to factor these desires into our work models?
  • Determine which jobs can be a gig vs. remote vs. in person
  • Work on attracting different nontraditional talent
  • Focus on skills, not just job level
• Asynchronous communication- happens over a period of time—rather than immediately.
• Synchronous communication- takes place in real-time.
• Successful organizations invest in talent.
• Company Culture- describes the shared values, goals, attitudes, and practices that characterize an organization
• What is leadership’s role in Company Culture?
  • Set the vision
  • Clearly define what their desire is for the culture
  • Ensure their leadership team has leaders ready to model the behaviors that support your desired culture – a senior leader needs to hold their team accountable
• CHRO role in Company Culture
  • Partner with the senior team, and articulate the culture will be
  • Help to operationalize the culture through people processes or operational process
  • Coaching and being an advisor to the CEO
  • Own the measurement of an organization
  • People analytics and insights on what is going well vs. not

Like what you hear? Hear more episodes like this on the What’s Your Story podcast page!

Slack Me Your Brand

As a new way of working has settled in for companies, Slack, Microsoft Teams, WhatsApp, Viber, Lark and dozens of instant messaging (IM) channels have taken hold as an easy and efficient way of communicating with each other throughout the day. And that’s why we’re often asked:

Can your personal brand take shape on an IM channel?

The simple answer is yes, and I think it’s happened over and over again as managers have become more dependent on the channels.

• Similar to meetings, people who monopolize a channel can seem like “know it all’s” and come across as arrogant.
• Similar to meetings, people who don’t contribute and remain silent can come across as uninvolved or unsure.

People who offer guidance seem helpful. People who are long-winded seem scattered. There’s a lot of similarity between in-person impressions and IM impressions.

If you’ve doubled your use of it, then you’ve probably also raised your awareness of what people like in this format and what they don’t. Cut and pasting information vs a link is frowned upon because it takes up a lot of space. Short sound bites are valued, keeping the chat informal and to the point.

But the flow of communication is more transactional. It’s tied to task and inputs and less to connection and touch points. As we’ve asked people about their experiences with IM channels, some say that they notice wit and humor in co-workers’ personalities as they add a little levity to a stream of inputs. And in many cases, it‘s a few personalities that come through an uneven representation of all personalities in the chat.

And that’s when the question should really become: Are IM channels enough of an impression? And that answer is probably not. Chat and short form conversations are best used as a supplement to live conversations, not a replacement for them.

Here’s why.

True connection requires a response from someone. People have found some connections with each other on IM channels, but they tend to align with people who think just like them or agree with them, rather than a different perspective or different approach.

It’s harder to work through differences without true connection and non-verbal signals from each other. Engagement is still about give and take and that means a live conversation with a view of the other person.

And when engagement hasn’t really occurred, we don’t get as vested in each other. And that may mean we don’t promote each other as much as we could. We’re not as likely to call out someone’s effort or even fully notice it. And we’re already seeing some consequences from the limited communication channel.

The biggest consequence is employees and managers don’t know each other very well. Future opportunities come from expanded conversations and a more relaxed connection with a manager.

An employee can become somewhat invisible if they don’t have a regular cadence of face-to-face connections. When relationships are limited, trust can’t develop as it has in the past.

So, what do you do to strengthen your brand in this new way of working?

If you’re trying to establish your brand in a company, make sure that you encourage face-to-face communication at least once a week. It doesn’t have to be in-person; it can be over a virtual network. But make sure that you become a visible presence with your manager. To succeed in a company, you’re going to need a champion. Opportunities are created by people, and managers recommend people that they know and trust. You need to make sure you’re building a relationship with a manager, more than one is even better, and not just a transactional conversation.

If you’re managing people in a virtual setting, remember that people tend to stay at organizations because of their connection to other people. If you allow a team to work too independently, they never truly engage with co-workers and they seek connection somewhere else. Impose the face-to-face interaction among the team. If they never get together in the same location, you’ll have to work harder to initiate relationships across the group. You can do this with small group projects, pairing team members together for new ideas or solutions, and adding intention to discussions and virtual meetings so that everyone gets heard across your team.

Impressions take shape in all formats, so your brand does take shape across IM channels. But it’s not enough to build relationships that will lead to opportunities.

There’s a reason that leaders at most companies are saying “come back in the office” and “we miss seeing you around here.” They know that those virtual impressions only take connection so far. And as we’re all working to find the right balance of virtual, in-person and hybrid working, it will take a little more intention on the connection side to make sure that trust continues to grow with managers and teams.

If you’re trying to strengthen the connection and value within your team, we can help. Through team building experiences or work on personal brands, we’ve helped many groups reset and rethink how they work together. And we’d welcome the opportunity to explore what your team might need.

As always, call us when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!