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Put Your Audience’s Needs First When Preparing for a Speech

When you’re giving a speech or presentation, it’s not your job to get the audience to like you. In fact, if the audience is paying too close attention to you, they may actually miss your message. Instead, focus on being present and staying attuned to your audience’s needs. From the moment you begin to prepare, think about who will be in the room. Each time you practice, maintain focus on your imaginary audience. The moment you catch yourself going into autopilot, stop and restart your sentence. And right before you speak, take a moment to breathe and look directly at your audience. Then begin with a “you” statement, e.g “Each of you in this room…” or “I want to share a story with you about the power of…” This immediately signals to your audience that you are there to help them.

This tip is adapted from “Do You Need Charisma to Be a Great Public Speaker?,” by Sarah Gershman

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Find Daily Opportunities to Mentor Junior Employees

Many companies have formal, hierarchical mentoring programs nested somewhere in their HR department. But evidence shows that these programs alone won’t sufficiently engage or develop junior talent. If you’re interested in mentoring, think about becoming a “mentor of the moment,” by seeking development opportunities in daily interactions. Check in regularly with junior colleagues. See how things are going and offer support or resources as appropriate. Ask questions about their development such as: “In a perfect world, what would you be doing in 10 years? How can I help make it happen?” When you observe a junior employee in action, make time to provide reinforcing feedback about what you found most successful and what you learned. This type of mentoring, while informal, often pays off big for organizations in terms of better retention and more loyalty and commitment among employees.

This tip is adapted from “Real Mentorship Starts with Company Culture, Not Formal Programs,” by W. Brad Johnson and David G. Smith

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Help Your Team Make Better Decisions

Every manager wants their employees to have good judgment. The good news is that judgment is a muscle that you can help your team build. Start by talking through how you make important decisions. Explain the criteria and stakeholders you consider, as well as any risks and trade-offs you assess. This will teach people how you think, help them understand company priorities, and demonstrate the factors you want them to consider when they’re making future judgement calls. Acknowledge that mistakes will happen, and that it’s okay. You need to let your team members make big or hard decisions on their own from time to time. Remind yourself of the mistakes that you made that helped you grow. And, be curious, not dismissive, when a team member makes a poor judgment call. Ask them questions that help you understand their thought process and push their thinking for the next time.

This tip is adapted from “Do You Really Trust Your Team? (And Do They Trust You?),” by Amy Jen Su

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Silence Your Inner Critic Before Your Next Job Interview

Job interviews can make even the most confident person question themselves. But it’s important to quash those negative thoughts so that you can allow your best self to shine. First, remember that the interview isn’t about proving your technical expertise or subject-matter mastery. You already demonstrated that in your application, and the interviewers want to know what it will be like to work with you. So let go of needing the interview to be technically perfect. As with every skill, the more you do it, the better you’ll be, so practice, practice, and practice some more. As your aptitude improves, so will your confidence level. Manage your anxiety by focusing on the elements you can control. For example, if you’re worried about arriving on time, try taking multiple routes to your destination before the day of the interview to see which one gets you there fastest. Above all, put yourself in the hiring manager’s shoes. Articulate the team’s needs as you understand them, and tell a story of how you’ve solved similar problems. Following these tips will help you overcome your nerves and place yourself head and shoulders above the competition.

This tip is adapted from “Don’t Let Impostor Syndrome Derail Your Next Interview,” by Susan Peppercorn

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How to Ask for — and Get — an Email Introduction

Requesting an email introduction from a current contact can be a big ask. Busy people may get multiple similar requests each week, so it’s important to do what you can to reduce their burden. One option is to provide them with a forwardable email that they can pass on to the target contact. Make sure you include a relevant — and brief — summary of your experience. Show that you’ve thoroughly researched the third party by including a few specific lines about how you think the new contact can help you. Avoid using vague reasons like, “I want to expand my network.” When the connection is made, make it easy for the person to connect with you. Offer several options for meeting times and send a calendar invite with the dial-in information. Most importantly, thank your current contact for the introduction and let them know how it went. They are more likely to make another one if they know you appreciated it and see that it led to new opportunities.

This tip is adapted from “How to Ask for an Email Introduction,” by Ruchika Tulshyan

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Freelancers, Build a Rapport with Potential Clients

From the initial conversation to the moment you seal a deal, success for independent contractors hinges on the client’s decision to invest in and engage with you. Many freelancers focus on the business aspect of the interaction, but relationships and authentic connections drive business, so tell your story. Begin with an idea that explains your passion and approach. For example, if your expertise is public relations, you could say, “To me, PR is about understanding an audience and giving them a good story.” Then, help your potential client understand your expertise, including relevant details about your career path. Finally, rather than ending on something about yourself, connect it back to them. For example, you might say: “The story you have is something people need to hear, and I can see it making an impact in a publication like Time.” Also, pay attention during small talk. Whether you’re talking about your rescue dogs or your shared sports fandom, you’re building a rapport that signals: “We are cut from the same cloth. Your goals are my goals.”

This tip is adapted from “How to Negotiate as a Freelancer,” by Andres Lares

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Create a “Knowledge Cascade” to Capture Institutional Memory

Every business has subject-matter experts who are the keepers of critical information or who serve as the firm’s institutional memory. How do you ensure that they pass their knowledge on to the next generation, especially if you don’t want to burden the person with training lots of people? Try using what experts call a knowledge cascade, where the specialist shares the information with a small group of people, who are then responsible for teaching the next level down. In its simplest form, this might be a “pay it forward” model, where the expert trains someone, who then directly teaches or mentors others. Or you might try convening a “campfire” meeting where the expert presents lessons to a group of less experienced individuals, and they then discuss and expand on those lessons to generate new knowledge. Or you could think creatively about preserving the expert’s knowledge, for example, interviewing them for a podcast that future employees can listen to. By formalizing a process, you’re ensuring that you’re not only preserving essential information, you’re multiplying its impact for the future.

This tip is adapted from “How Your Organization’s Experts Can Share Their Knowledge,” by Dorothy Leonard and James Martin

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Use Curiosity to Break a Bad Habit Why is breaking a habit so difficult? It’s because habits are made up of three components: a trigger (for example, feeling stressed), a behavior (browsing the Internet), and a reward (feeling sated). Each time you reinforce the reward, you become more likely to repeat the behavior. The key to breaking this cycle is to become more aware of the “reward” reinforcing your behavior. First, figure out your triggers. If the habit is procrastination, for example, pay attention to the circumstances surrounding you when you put things off. Do you have a big project you’re trying to avoid? Do you have too much on your plate? Then, try to identify the behaviors you engage in when you procrastinate. Do you check social media instead of working? Do you take on unimportant tasks instead of what you should be doing? The next step is to clearly link action to outcome. Ask yourself what you get from surfing the internet for pictures of cute puppies. How rewarding is it in the moment, especially when you realize that it isn’t helping you get your work done? Lastly, replace the reward with curiosity. Being curious helps you acknowledge the sensations you’re feeling — boredom, distraction — without acting on them. This tip is adapted from “How to Break Up with Your Bad Habits,” by Judson Brewer

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Where Are You in Your Career? Where Do You Want to Go?

In the run-up to the new year, we’re resharing some of our favorite tips from 2019. It’s not always clear how you should think about growing in your career. One thing to try is writing a “from/to” statement that articulates where you are today and where you want to go. For example: I want to progress from an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team. To write a from/to, ask trusted superiors and colleagues for their candid view of your current role and your goals. Tell them to be brutally honest, because their transparency will help you figure out how you need to grow. Reflect on their answers and incorporate them into your from/to statement — and then have your colleagues read it. Sometimes people think they’re far ahead of where they are, or they choose a destination that is unrealistic. Your advisers can provide a reality check.

This tip is adapted from “A Simple Way to Map Out Your Career Ambitions,” by Marc Effron

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Managers, Know When to Stop Talking and Start Listening

In the run-up to the new year, we’re resharing some of our favorite tips from 2019. As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.

This tip is adapted from “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason

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Tips for Giving a Persuasive Presentation

In the run-up to the new year, we’re resharing some of our favorite tips from 2019. When you need to sell an idea at work or in a presentation, how do you do it? Five rhetorical devices can help — Aristotle identified them 2,000 years ago, and masters of persuasion still use them today: Ethos. Start your talk by establishing your credibility and character. Show your audience that you are committed to the welfare of others, and you will gain their trust. Logos. Use data, evidence, and facts to support your pitch. Pathos. People are moved to action by how a speaker makes them feel. Wrap your big idea in a story that will elicit an emotional reaction. Metaphor. Compare your idea to something that is familiar to your audience. It will help you clarify your argument by making the abstract concrete. Brevity. Explain your idea in as few words as possible. People have a limited attention span, so talk about your strongest points first.

This tip is adapted from “The Art of Persuasion Hasn’t Changed in 2,000 Years,” by Carmine Gallo

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Getting People to Join Your Paid Online Community

Starting a membership website is a great way to build a community (and a source of income) around your area of expertise. But how do you get people to sign up? First, make sure you have a critical mass of users — at least 50 — before launching. If people go to your site and don’t see any activity, they won’t be inclined to join. Use social media and your email list to identify potential members, and reach out to colleagues and contacts who may be interested. Once you launch, be heavily involved early on. Members won’t know each other, but they will know you, so provide content and start conversations. Keep an eye on the tone of discussions — if they start to turn negative or get off track, step in to redirect them. And help new members get acclimated quickly. Long-standing users may be dismissive of new arrivals, so create a culture in which everyone feels welcome.

This tip is adapted from “How to Create an Online Community That People Will Pay For,” by Dorie Clark

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Is It Time to Stop Deliberating and Just Make a Decision?

Waiting too long to make decisions can slow down companies, frustrate employees, and lead to missed opportunities. But it can be hard to know whether you should just go ahead and choose or gather more data first. In these situations, consider two factors. First, how important is the decision? When it’s of little consequence, pick something and move on. When it’s truly important, reflecting more or gathering additional information is probably a good idea. Second, how often will that particular decision be made? If it will happen often — maybe it’s about pricing, inventory, or hiring — it may be worth developing a systematic approach. Doing so will take time now, but you’ll save time when the decision comes up again. And if you’re still struggling, give yourself a deadline, which can be a helpful way to constrain your process. (You may not have time to gather more data, for example.) Once you’ve made the decision, analyze the process you used so that you can improve it next time.

This tip is adapted from “When to Stop Deliberating and Just Make a Decision,” by Thomas H. Davenport

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Before a High-Pressure Situation, Distract Yourself

Even the most talented, successful people have bombed a job interview or botched a presentation. When the pressure is on, we tend to panic and start overthinking a task that usually comes naturally to us — and that can make us choke. There are several things you can do to short-circuit this reaction. When you’re about to go into a stressful situation, don’t overthink what’s next. Five minutes before the big event is not the time to go over every detail again. Instead, take a few moments to focus on something else. Do a crossword puzzle. Visualize the vacation you’re planning for next month. Catch up on the latest issue of your favorite magazine. If you’re still struggling to get out of your head, try singing a song or repeating a one-word mantra. By distracting your brain this way, you’ll keep it from running wild when you need to stay calm.

This tip is adapted from “Why Talented People Fail Under Pressure,” by Sian Beilock

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Make Sure Your Seasonal Employees Feel Valued

If your company hires seasonal employees, it’s important to make sure they feel valued and engaged. Those who do are more likely to work for you again in the future, and to recommend your company to others. Start by onboarding seasonal workers thoroughly. Sometimes temporary staffers feel as if they’re being thrown into the job without enough preparation — don’t let that happen. Train them in what they need to know, show them it’s OK to ask you questions, and help them get to know other employees. When they’re on the job, no matter how short their stint, find small, personal ways to show that you appreciate them. For example, you might buy everyone lunch one day, or create opportunities for the team to connect during breaks or after work. And to the best of your abilities, treat everyone equally. Just because someone is a temporary worker doesn’t mean they should feel like a second-class citizen.

This tip is adapted from “Do Your Seasonal Employees Feel as Valued as They Should?,” by Jennifer Moss

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Today’s Tip

Reaching Out to Someone Whose Career You Admire

We all have professional idols we’d like to meet, people whose careers inspire and impress us. But how do you connect with them? Start by establishing your credibility. When you email or message your hero, mention mutual connections, shared alumni affiliations, or work you’ve done in their field. This person likely gets a lot of requests, so demonstrate why connecting with you will be mutually beneficial. Be specific about what you’re asking for and what you can offer. (If you don’t have something valuable to offer, that might be a reason not to reach out.) You should also be clear that you have no expectations — you like what they do and you’d enjoy the chance to be useful to them, but you completely understand if they’re too busy. By showing that you are aware of their circumstances, and don’t want to take up too much of their time, you can set yourself apart from the rest of their inbox.

This tip is adapted from “How to Reach Out to Someone Whose Career You Admire,” by Dorie Clark

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Is Your Board Setting a Good Example for the Company?

The CEO sets the example for how employees should act — and board members should be setting an example for the CEO and senior management. If board meetings start late or have discussions that devolve into personal attacks, those behaviors can cascade throughout the company. That’s why boards and senior leaders need to model how they want others to act. A good first step is to create an “operating agreement” that lays out the CEO’s expectations of the board and vice versa. The agreement might include, for example, running meetings in which everyone has a chance to voice their opinions, providing monthly reports on the state of the business, and treating each other with respect. Think about what kinds of cultural norms you want to establish, and what you want business as usual to look like. Review these expectations annually during performance reviews and board self-assessments. Evaluate whether senior leaders and board members are sticking to the agreement, and remind everyone of their commitments.

Adapted from “How to Make Sure Your Board Sets a Good Example for Your Company,” by Kenneth W. Freeman

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When Giving Negative Feedback, Stick to the Facts

Everyone needs feedback to grow. But if you deliver it in a way that feels like an attack, your employees will probably get defensive and shut down. Here’s how to give negative feedback more productively:

1. Start the conversation by noting when and where the behavior you want to discuss occurred. Next, describe it in detail, explaining exactly what you saw and heard. For example: “In our staff meeting this morning, when we were discussing strategies, you interrupted Jessica while she was talking and said, ‘That idea will never work.’”
2. Describe your reaction to the behavior. You might say: “Your interruption disappointed me because I didn’t get to hear more from Jessica, and it also made me not want to share my own ideas.”

When done well, this fact-based approach is not judgmental and doesn’t try to analyze the person’s motives. As a result, the employee is less likely to get defensive, which means they’re more likely to thoughtfully consider what you’re saying.

Adapted from “What Good Feedback Really Looks Like,” by Craig Chappelow and Cindy McCauley

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Making Creativity Predictable (Instead of a Welcome Surprise)

We may never know exactly where creativity comes from, but you can create the conditions that invite it. One way to spur creative thinking is to spend some time considering the problem you're trying to solve — and then walk away from it. Letting the problem marinate gives your brain a chance to draw connections and sort through possible paths forward. To help this process, keep a journal of ideas that inspire you, whether they’re from books, conference sessions, or random conversations. The goal is to have something to refer to when you need a mental jolt. You can also get inspiration by doing things that don’t interest you. Does a magazine have an article on a topic that bores you? Read it anyway. You never know where your next big idea will come from. Lastly, when inspiration hits, stop what you’re doing and get to work. Don’t let those moments go by without capturing your ideas on paper.

Adapted from “How to Be Creative on Demand,” by Joseph Grenny

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Make Empathy a Part of Your Company Culture

Empathy can improve collaboration, morale, and employees’ stress levels — which is why making it a part of company culture is so important. To build a more empathic culture, start by thinking about your company’s social norms. How do employees generally act toward one another? Will empathy clash with what people are used to? For example, if your culture tends to reward aggressive behavior, empathy is probably going to be a hard sell. Then consider how you can highlight the behavior you want more of. When you see instances of empathy at work, recognize and applaud (and maybe even reward) them. Showing that you support kindness — especially with more than just words — will help it catch on. You should also identify “connector” employees, the people who naturally encourage team cohesion, and recruit them to your cause. New ideals are more likely to spread when there are both top-down and bottom-up efforts.

Adapted from “Making Empathy Central to Your Company Culture,” by Jamil Zaki