If you are interested in learning to communicate better (clearly, concisely and crisply) and in learning to talk like an executive, this deck is a starter for you.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
This document outlines the agenda and content for a coaching skills workshop for managers. The workshop will address coaching fundamentals like the differences between coaching, mentoring and training. It will cover coaching principles such as learning styles and barriers. Various coaching methods like the GROW model and giving feedback will be taught. The workshop aims to provide managers with the skills to effectively coach their employees to improve performance.
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
Executive Presence and Personal BrandingAnkit Sachan
This document discusses executive presence and personal branding. It defines executive presence as the ability to engage, align, inspire, and move people through strong leadership skills, communication abilities, and influence. Personal branding is marketing oneself and one's career as a brand through developing and maintaining a reputation. The document identifies characteristics of executive presence like confidence and emotional intelligence. It provides tools to enhance one's online presence and discusses how executive presence can be strengthened through personal branding.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
Executive Presence: Why It Matters & How to Build It Among a Diverse Group of...Monica Marcel
Presentation for the Forum on Workplace Inclusion in Minneapolis, Minnesota by Christal Morris of Towers Watson and Monica Marcel of Language & Culture Worldwide, LLC. Contact monica@lcwmail.com for more information.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
The document provides an overview of basic leadership skills, including people skills, communication skills, planning, delegation, and coaching. It discusses concepts like understanding different personality types, assessing opportunities for leadership development, and principles for effective delegation. The goal is to help readers improve their leadership abilities in managing teams and organizations.
Developing the Coaching Skills of Your Managers and Leaders - Webinar 08.19.14BizLibrary
Whether you’re a manager developing your employees or working to improve your own skills andcapabilities, effective coaching skills impact business results. According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21% compared to those who never coach.
In this webinar we'll discuss:
why coaching skills are so important
the objective of coaching in ourorganizations
emerging principles in employee coaching for managers
the objective of coaching in our organizations
traditional models and how we can improve them
a coaching toolkit for your managers
www.bizlibrary.com/webinars
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
Executive presence - 7 Strategies to stand out as a LeaderLaureate Global
Executive presence is sometimes referred to as personal presence or leadership presence. We admire it in others and want is to ourselves. Check out this slideshare to learn how to be an authentic leader!
Creating Executive Presence through Enhanced Presentation Skills
At most any point in your career, speaking well will be the single factor that determines your success. You may have enormous value to add but you won’t be able to bust through to the big opportunities unless you can articulate your ideas fluidly and confidently. This two-hour workshop is designed to start you on your way to new possibilities in a powerful and confident way.
The document discusses executive presence and what contributes to it. Executive presence is defined as an outward expression of power, authority, and reputation. It is developed through how one looks, acts, and interacts with others. Non-verbal communication such as body language accounts for 55% of impressions, while vocal tones account for 38%. Interpersonal skills are more important than technical skills, influencing reasons such as keeping a job, getting promoted, and winning clients. Executive presence relies on social intelligence, trust intelligence, engagement intelligence, and partnership intelligence factors.
As a member of Connect: Professional Women's Network in LinkedIn, I asked the question about what characteristic stands out for a woman who has executive presence. This presentation is a profile of a few of the more than 500 responses to this question.
This document discusses executive presence - what it is, why it's important, and how to develop it. It provides a worksheet to help readers visualize someone who embodies executive presence and reflect on how developing their own executive presence could help them professionally and personally. The worksheet also has questions to help create an action plan for getting feedback and measuring progress on increasing executive presence over time.
Stand out - Stand out - Dressing for Executive presenceSharon Connolly
Executive presence coach, Sharon Connolly shared her experience with the ladies of the TNT Asia women in leadership program.
In this lively interactive program Sharon helped the ladies to discover their own personal brand and how to effectively advertise it with excellence in their organisation.
Topics included Personal Branding, Executive Presence, Body Language, Networking
Pitch deck tips for startups looking to raise funding (also advice for presenting in MassChallenge Rounds 2 and 3)
Presented by Stacie Andrews, CTO of ProvadoMarketing.com (also happens to be a Masschallenge 2010 finalist of a high-tech company launching soon)
Co-contributor of this presentation: Christopher Mirabile, Investor and Adviser, Managing Director at LaunchPad Venture Group LLC
Leaders create followings when they speak, and speak well. It takes time, preparation and good writing. Here are four easy hacks that will help you leave your next audience wanting more.
This document outlines 10 simple steps to improve speechwriting: 1) Don't reinvent the wheel, build on existing materials; 2) Consider the environment and audience; 3) Make the opening engaging to break the ice; 4) Use transitions between sections; 5) Keep the speech short, typically 5-10 minutes; 6) Structure the speech with a clear path and destination; 7) Personalize the speech by relating to the audience's experiences; 8) Use lists of three points for emphasis; 9) Paint a vivid scene with descriptive language; 10) Employ contrast and antithesis between ideas for impact.
Social Media & Executive Communications: Disruption or Opportunityjdragoon
Social Media and Executive Communications: Disruption or Opportunity. My recent presentation at the Ragan Speechwriter and Executive Communication Conference. A first hand experience from the point of view of a CMO.
This training outline covers effective communication through four modules. It introduces four communication styles and their main characteristics. The first module discusses the importance of effective communication and includes a video. The second module and video cover different communication styles. A communication self-assessment is available. The third module teaches how to effectively relay messages. The fourth module teaches how to effectively receive messages. Evaluations are included at the end of levels 1 and 3.
This document discusses how social media can magnify the impact of speeches by enabling research before writing, facilitating backchannel discussions during speeches, and sharing content like podcasts and transcripts after speeches. It provides examples of how LinkedIn, Twitter, and YouTube can be used at different stages. Contact information is included for Ian Griffin, an executive communications expert speaking at the Ragan Speechwriters Conference on using social media to amplify speeches.
8 Secrets to powerful executive communicationLearningade
Being able to communicate at the right level is crucial for any executive at any level. Discover 8 secrets for upgrading executive communication for leaders and manages required to conduct presentations to peers and top managements. Find out more to becoming proficient at executive communications at any level!
Developing effective communication skills seemacareer14
This document provides information on developing effective communication skills. It covers basics of communication including defining communication as a two-way process of exchanging messages. It also discusses telephone etiquettes, listening skills, questioning, and barriers to communication. The key aspects covered include the 7 C's of communication, processes of communication, essential do's and don'ts, and types of questions. The overall document aims to improve individuals' communication and listening abilities.
This document provides an overview of a manager training program. The summary includes:
1. The training defines the role of a manager, expectations for managers, determining performance issues, delivering feedback, and coaching employees.
2. Activities include discussing management wisdom, analyzing managerial focus and styles, evaluating one's own management, and discussing solutions to performance gaps.
3. The training covers providing feedback, recognizing employees, coaching using feedback techniques, and developing accountability and self-sufficiency in direct reports.
Enabling Development July 2010 newsletter with articles on Coaching creating benefits in the An Garda Siochana (Irish Police Service), Taking control of Time and Self Image
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
Intended Outcomes:
- Identify the strengths and weaknesses in leading the PALSI sessions
- Identify possible solutions to the challenges faced
- Explain how ePortfolios can help manage & present one's learning, development and accomplishments
Activities:
- Self reflection on the PALSI sessions & performance using the SWOT analysis & a simple survey
- Discussion on problems faced and possible solutions through small group discussion, i.e. think-pair-share
- Lecture on basic concepts of ePortfolios
- Demonstration of a portfolio using a celebrity as a sample
The document provides an overview of various professional development workshops. It describes the methodology used in the workshops, which are highly interactive and focus on adult learning principles. Several sample workshops are outlined, with indicative schedules and sessions. The workshops would help managers develop skills such as decision making, problem solving, communication, leadership, and managing change.
Can Evaluation Process All Levels With Sample Questions Rev 3 2009tvoelkel
The document provides an overview of a candidate evaluation process used by xpedx to help managers determine the best candidates for openings. It includes tools to objectively assess a candidate's skills for a position. Managers should apply good practices and maintain objectivity when using these tools to make the best hiring decisions. The document also contains forms for evaluating both internal and external candidates, including rating forms and sample interview questions focused on assessing key competencies for individual contributor, supervisor, manager, and middle manager positions.
This document discusses attitudes and customer service. It begins by defining attitude and explaining how attitude, behavior, and habits are related. It emphasizes that having a positive attitude makes everything easier and that focusing on positive factors helps one remain positive. The document then discusses effective communication skills like empathy, discipline, responsibility and leadership. It outlines levels of maturity in attitudes and principles of good communication like seeking first to understand. It provides guidance on listening, speaking, feedback and overcoming barriers to communication. Finally, it defines customer service and explains its importance for business, defining customers and the need to keep customers through ongoing efforts.
The document provides an overview of a presentation on motivation, engagement, and assessment in education. It includes learning intentions, instructional design principles, formative and summative assessment strategies, and examples of assessment rubrics. The key points covered are the importance of clear learning intentions and success criteria, using descriptive feedback to inform students and teaching, incorporating questioning, peer and self-assessment, and developing rubrics to evaluate student work.
This document discusses leadership skills and developing leadership abilities. It contains the following key points:
1. Developing leadership skills is important because success is limited without strong leadership, and leadership ability remains relatively stable over time.
2. Effective leaders attract other good people through inspiration and teamwork. A leader's ability to attract high-quality followers depends on their own leadership level.
3. Leadership involves persuading or inspiring a group to pursue shared objectives through integrity, passion, competence in relevant fields, service, and consistency. Managing focuses on processes while leading focuses on setting direction and motivating change.
4. Volunteering experiences can help develop leadership skills in real-world settings by preparing one to lead peers
The workbook provides templates and prompts to guide self-reflection exercises around topics like personal purpose and vision, understanding human nature, identifying problems in the system, generating breakthrough ideas, and developing an impact model. Users are prompted to fill in blanks and answers to thought-provoking questions in order to develop insights that could form the basis for social or environmental initiatives.
The document provides information about developing work priorities from the Certificate IV in Business Administration course. It discusses planning one's own work schedule, monitoring work performance, and taking responsibility for career development. The learning outcomes focus on planning and completing work schedules, monitoring work performance, and coordinating professional development. The document then outlines several sessions that will be part of the course delivery, including establishing personal work goals, setting and meeting work schedules, and developing and maintaining professional competence.
This document provides a guide to finding meaningful work by discovering one's personal "forte." It introduces the concept of a forte as the intersection of why, how, and what - one's purpose, personal values/traits, and skills/experience. The guide is divided into six sections to help the reader define these areas for themselves and find work that fits their forte. Section two focuses on defining one's "hows" or natural tendencies, values, and ideal work environment through exercises involving personality tests, reviews of past jobs and education, and identifying core values. This will lay the groundwork for discovering one's "why" or core purpose and motivation in section three. Ultimately, the FORTE method aims to help
The document discusses personality development and defines personality. It states that personality is the sum of physical, mental, and emotional characteristics that make a person unique. It also lists several factors that are important for personality development, such as having clarity of goals, initiative, enthusiasm, self-discipline, and a positive mental attitude. The document provides tips for improving attitude at work, including developing confidence, having realistic expectations, and asking for help or reassignment when overwhelmed. Overall, the document focuses on understanding personality and providing strategies for continuous personality development.
The document provides an overview of teamwork and team development. It discusses what makes an effective team, including clear goals, commitment, defined roles, and successfully dealing with conflict. It outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Each stage is described in terms of the team's focus, decision making process, and the leader's role. The document also discusses some reasons why teams may fail and why team members may give up. Finally, it introduces the Jungian model of personality types in terms of introversion/extraversion, sensing/intuiting, and thinking/feeling dimensions.
This document outlines a communication workshop for company cofounders. It discusses establishing shared understanding of intentions, impacts, and behaviors between individuals ("the net model"). It emphasizes the importance of emotional awareness and management in teams. Key aspects of developing group emotional intelligence are participation, collaboration, cooperation and establishing group norms. The document recommends fostering a culture of appreciation and vulnerability through self-disclosure, giving and receiving feedback respectfully, and focusing 1-1 meetings on two-way feedback exchanges.
EA Effectiveness: It’s not about how much you know but how you use it Mike Walker
The document provides an overview of soft skills and emotional intelligence for enterprise architects. It discusses how architects traditionally focus more on technical IQ over EQ, and the impacts of that. It encourages shifting to a mindset of starting with understanding why before considering how or what. The document provides tips for architects' communication journeys, including learning from other professions, body language, accountability, and having a sense of humor. Resources for further developing soft skills and EQ are also listed.
This document outlines the objectives and structure of a leadership development program. The program aims to help participants understand leadership essentials, develop leadership tools and strategies, assess their leadership skills, build a support network, and create an action plan to enhance leadership in Vietnam. It consists of 6 days covering topics like vision, self-awareness, coaching, decision-making, influence and stakeholder management. Participants will apply their learning to a project and present their plan to strengthen Vietnam's leadership. The program uses techniques like assessments, group activities and peer coaching to equip participants with leadership skills and strategies.
Mentoring involves a trusted relationship where a mentor acts as a role model and advocate to help a mentee learn and develop through sharing wisdom and enabling thinking, with the aim of better performance, productivity and effectiveness through creating a partnership for mutual development and learning.
This document discusses different options for operationalizing analytics and AI, including Excel, Shiny R, home grown solutions, and low code platforms. It provides examples of using Excel for rapid proofs of concept and prototyping due to its ease of use. Shiny R is presented as an agile way to do data science by facilitating the creation of interactive web apps and dashboards in R. Home grown solutions are noted as a double-edged sword, providing foundational IP but also risks of re-inventing the wheel. Low code is described as a way to accelerate adoption for lower cost. The document emphasizes choosing the right option based on whether it is "fit for purpose" for the intended use such as proof of concept
P 01 ins_analytics_ai_in_life_case_studies_2017_10_16_v12Vishwa Kolla
1. AI is helping life insurance companies improve processes like underwriting and claims handling by making them more efficient.
2. One case study showed how using consented health data and predictive models allowed underwriting decisions to be made in hours instead of weeks.
3. Another case study demonstrated how combining human and machine pattern detection helped identify suspicious claims patterns that could indicate fraud.
ML, AI, DL, DS, AA - are all of these the same or are they different? So much confusion. Learn how ML can be applied (with Insurance as an case study).
P 02 ta_in_uw_transformation_2017_06_13_v5Vishwa Kolla
Text Analytics can be fun, useful and distracting. It is not just about the tools, but about how to use tools to drive business outcome. In this deck, you will get a sneak peak into some uses of text analytics in Life Insurance Transformation
P 02 internal_data_first_2017_04_22_v6Vishwa Kolla
Data is the new oil and Analytics is the combustion engine. Internal data plays a special role in every organization. See how one can become internal data rich and move the value needle. Through what we call thoughtful data engineering, we found good data trumped good models time and again.
P 01 advanced_people_analytics_2016_04_03_v11Vishwa Kolla
Vishwa Kolla presented at the Predictive Analytics World for Workforce conference on applying advanced analytics to workforce issues. He discussed how employees are a company's biggest asset and focusing analytics on acquisition, nurture and retention can improve productivity, engagement and performance. Network analysis of employee interactions was highlighted as a way to better understand engagement issues. Careful data collection and modeling over time was emphasized as critical to successfully implementing people analytics initiatives.
Crossing the Digital Chasm - Applying Advanced Analytics in acquiring, nurtur...Vishwa Kolla
We are at a point of inflection of embedding Advanced Analytics everywhere.
If you are interested in learning about:
1) Why should we cross the Cigital Chasm
2) Which of the areas should one focus
3) Which of the problems should one focus on
4) What are the opportunities / challenges / mitigations
then this is for you.
Big Data and Analytics - Why Should We Care?Vishwa Kolla
Big Data is Big and it is easy to get lost. If you are interested in a primer on what it is all about and how you can get started on the analytics, this deck will help you scratch the surface.
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Developing Executive Presence
1. Tepper School of Business
Developing Executive Presence
Vishwa Kolla, Tepper MBA ‘09
2. SABA – Exec Presence
Topics For Review
1 What is Executive Presence?
2 Why is Executive Presence Important?
3 How can one develop / refine Executive Presence
4 Practice
2
3. SABA – Exec Presence 1 The What
Executive Presence is all about making things simple
How can I make things simple?
1. Clear Crisp Concise
2. Walk the Walk
3. Listen, Learn, Improvise
4. Command & Control
5. 2 Reasons
6. 3 Aspects
7. 1 Primary driver, and 3 Levers
8. Ability & Agility
9. Impact & Influence
10. W5H (What, Why, Where, When, Who, How)
3
4. SABA – Exec Presence 1 The What
Examples of how Executives Look / Think / Communicate
1. What are some of the key messages from the video
2. Why do you think the messages were effectively made?
Video 1 Video 2 Video 3
Time: 1:14 Time: 1:05 Time: 21:23
4
5. SABA – Exec Presence 1 The What
One can recognize Executive Presence through 9 expressed qualities
What you bring to the table? How you bring to the table?
Poise - the look of sophistication (through
background and experience)
Clarity – the ability to tell a story in a
Passion – the expression of
clear, concise and a compelling way
commitment, motivation, and the drive that
shows people you really believe in what you do
Candor – the appearance of honesty, through
Warmth – The appearance of being accessible the willingness and skill to constructively tell
to others and being interested in them about things as they are
Thoughtfulness – the projection of thinking or
Sincerity – the conviction of believing in and
having thought through something before
meaning what you say
responding
Self Confidence – the air of assurance, such
Openness – the appearance of not
that others know you have the required strength
prejudging, of being willing to consider another
and resolve
point of view.
5 Source: AJC.com
6. SABA – Exec Presence 2 The Why
The level of Executive Presence determines which trajectory you are on
CEO
Executive
Level in
the organization
Director
Tepper
MBA
Grad
2010 2011/12 2021/12
6
7. SABA – Exec Presence 3 The How
People are not born with Executive Presence ; It is an acquired skill
Level of
Executive
Presence
1. Am I taking on leadership
roles?
Act 2. Am I working on making
myself get noticed?
1. Am I not paying attention to the details?
Practice 2. Am I not speaking up enough?
Practice 3. Am I not asking questions (at least a few
Practice thoughtful questions every class / meeting)
1. What is the choice of words someone is using?
Listen 2. How can I say this better?
Observe 3. What do I use as a means to think on my feet – paper /
Learn whiteboard, people, technology?
4. How much attention am I paying when someone is talking?
1. Where am I?
Become 2. What are my core skill sets? People / Processes / Technology / Data?
Self-Aware 3. What do I absolutely enjoy doing something continuously for 15 hrs a day?
7
8. SABA – Exec Presence 3 The How
Open Vs Closed Questions
Closed questions keep control of the Open questions give control to the
questioning respondent
Characteristics Characteristics
1. They give you facts 1. They ask the respondent to think and reflect
2. They are easy to answer and 2. They will give you opinions and feelings
3. Have short responses 3. The deliberately seek longer responses
Examples Examples
1. Isn’t the weather great? 1. How was your holiday? I hope the weather
God cooperated.
2. Where do you live? How are you?
2. Why is this so important to you?
3. Are you happy with your current supplier?
3. Can you elaborate more on this topic. I would
4. Will you sign the deal if I can get you this
like both of us to be on the same page.
paperwork by tomorrow?
4. You are looking down. What’s up?
5. How can we help make this even better.
6. I wonder what would happen if your
customers complained even more.
8
9. SABA – Exec Presence 3 The How
Some additional ways of asking questions
Speculative 1. Why do you think this happens?
Hypothesizing 1. What if the situation was not the effect, but the cause
Analysis 1. What are some of the key drivers and/or contributing factors and why?
Reflection 1. What do you think we can learn from this situation?
Evaluation 1. How would you compare approach A with that of B
Consequence 1. How would you compare approach A with that of B
Pay Off 1. How would it benefit you if you could?
Additional Help : Blooms Taxonomy
9
10. SABA – Exec Presence 3 The How
Some Good Ways to Speak
1. It would be a remiss, if I did not ... 21. Aha moment.
2. This is why I am convinced ... 22. Table stakes.
3. Business opportunities. 23. My personal bias is towards
4. Pain points. 24. Take a step back, remove the curtain.
5. The net of this. 25. Based on your experience
6. There is another part to this. 26. Word choice
7. For example. 27. What got you here won't get you there?
8. Which I believe deserves special mention. 28. I have an obligation/commitment that I cannot break.
9. Shouldn't be a surprise. 29. Add insult to injury
10. In my honest opinion … 30. Fit for purpose
11. I know we differ on this point, but can we agree on … 31. The good news is that
12. My challenge / worry / concern / issue … 32. Anything that you guys think (myself included) ...
13. Putting money where the mouth is ... 33. Between now and then.
14. Follow the Dollar … 34. "yes and" and not "but"
15. Build and they will come - Field of Dreams … 35. Yeoman's effort.
16. A Barometer - for directional purposes … 36. No skin in our game.
17. Advice clients … 37. You stuck a chord in my brain here.
18. Let me turn it back to ... for a closing. 38. Narrow the aperture.
19. Start from the ground floor and work my way up. 39. Just so you know ...
20. Project will collapse under its own weight. 40. The net of that research was that ...
10
11. SABA – Exec Presence 3 The How
Some Good Ways to Speak
41. That information is available if anyone is interested ... 61. Yes and,
42. Growing at a double/triple digit growth. 62. Way 62
43. There is much work to be done on ...
44. Any questions or comments so far ...
45. Client economics standpoint ...
46. To address your request / concern / worry ...
47. Appreciate the efforts to rationalize this ...
48. Horse's mouth understanding ...
49. Resounding yes ...
50. Use data skills as an enhancer to other skills ...
51. Assemble the roster ...
52. A good head on the shoulder ...
53. Take a step back and take a broader view ...
54. The thinking behind this approach ...
55. Get a handle on ...
56. Rick did a nice piece of work using ...
57. Slide 4 reinforces ...
58. We picked some of the obvious ones ...
59. Chatted up.
60. Listening, Learning, Improvising ...
11
12. SABA – Exec Presence 3 The How
Some thoughts / comments – there is no right answer
Executive Presence can be felt only in person
It is better to stay quiet and not to ask a dumb question
Giving a response in a timely manner is much more important than taking all the
time in the world to give the correct response
When you don’t know the answer, a thoughtful question to a question is better
than keeping quiet
12
13. SABA – Exec Presence 3 The How
Some Tools that personally helped me
WSJ Videos
iTunes / Podcasts Notes, Notes, Notes
13
15. SABA – Exec Presence
Topics For Review
1 What is Executive Presence?
2 Why is Executive Presence Important?
3 How can one develop / refine Executive Presence
4 Practice
15
16. SABA – Exec Presence 4 Practice
Teams Tasks
Team 1 - Team 2 -
1. Name 1 1. Name 1
1. 3 Words to describe our
group
2. 2 of the 9 qualities that we
constantly struggle with and
what we plan to do to work
on them
3. Describe 1 recent project /
Team 3 - Team 4 - assignment that I / we have
1. Name 1 1. Name 1 worked on
Headline
$$$
Elevator pitch
16