How To Turn The Dream Into A Reality

The first step is to understand that in order to achieve success you must take action.  Inertia is the most common reason for lack of success!

What is your dream?  Your goals for the future?  What do you want to achieve in your life in the next week? month? year? 5 years? What would you like people to remember you for after you have left this world?

Think big - challenge yourself.  Reach for the stars!


Be clear about where you are now.  Audit your strengths and areas for development


What needs to be done to eliminate the gap between your dream and the reality?

Prioritize – Look for quick wins, consider those things which will have maximum long term impact.  Build solid foundations, think of sustainability!

Set challenging but realistic targets. Aim high.

Communicate your vision, and keep doing so.  Ensure that all stake holders understand and subscribe to the same vision.

Who do you need to involve?  How will you ensure they sign up to and stay committed to the vision?

Think about the language you use – sound positive, if others think you are confident it can be achieved they will gain confidence too.  Develop a “Can do” mentality within your staff.  For every problem there is a solution, encourage others to see themselves as problem solvers not problem givers.

Create clear lines of communication which operate at every level and in all directions.

Break each priority down into small achievable steps, involve your team. 

Who needs to do what – by when?  Set a timetable

Identify the roles and responsibilities for all staff; ensure that staff take ownership without creating a “jobs worth” approach.

Ensure that people are appropriately trained and that training is constantly updated.

Build in the monitoring and review process from the start so you can evaluate performance and be prepared to adjust as necessary.  (By creating a culture of development rather than blame huge potential will be released.) 

Celebrate success! and remember to thank people for their contribution, give credit where it due and be generous with it.

Develop professional honesty within your staff, constructive feed back can be invaluable. 

Finally leave your ego behind as it will simply get in the way of your success.

Read More

How To Overcome Nervousness When You Speak In Public

Even if the speech you have is already prepared and you know everything about it, public speaking can be difficult. Many people are very nervous when they speak in public. Here are some tips for you to overcome your nervous feelings when you speak in front of many people.

Preparing your presentation

1. Center on yourself. Try practicing standing properly – with your feet under the hips directly. This position is the best and most stable for speaking in public. Rehearse this position with somebody or in front of your mirror.

2. Your shoulders should be relaxed. The muscles in the shoulders support directly your larynx, so it has a fast effect on your voice. Shoulders should be rolled out.

3. Warming up the voice. You should treat all your presentations as if they were performances. Prepare yourself by rehearsing. Deeply breathe into the bottom part of the lungs. You feel your rib cage is expanding slightly higher than the navel. You should thrice sigh. Sighing is your signal to the body that everything is okay and it is just perfect to relax. Then make a siren sound, starting from a high note to a lower note at the bottom part of the voice range you have. With enough practice, you will be able to find the low note connecting to the place located right above the navel. This is the natural voice pitch that you have.

Managing meeting skills

1. Directing your voice. Every time you speak, imagine that each word you say is like a beam of laser traveling from your mouth to the end person listening to you. Practice this outlook to be able to reach to many people at the same time.

2. Directing your thoughts. Pay attention to your thoughts, especially their beginnings and endings. Make your communication complete and fully rounded.

3. Diction as well as articulation. Convey clearly your message.

During questions

1. Give yourself time and space in breathing.

2. Before answering, slightly breathe out first. When you are flustered or nervous, you usually take in more additional air than you need, and you hold onto that air while you try to think. However, this is not helping you. Usually, this method causes you to panic. Remove this habit by breathing air first before you speak, allowing you to relax and thoughts to come in clearly and more logically.

Read More

How To Master Your Material For An Oral Presentation

One of the techniques that great public speakers have is knowing their material.

You cannot be a master mechanic and give a speech on "How to Grill the Perfect Steak".

It is very important for a speaker to have a mastery of the topic that he will present so that his audience will be properly informed.

After all, you want to be known as a reliable speaker so it is really vital for you to have a mastery of your topic.

Below are 3 easy steps on how you can master you material when you need to address the public or make an oral presentation:

1. Make an outline.

Do not go to a battle unprepared.

When you need to give a speech, make sure that you have all the necessary equipments to deliver an informative presentation.

First, gather all the materials that you can about the topic.

Second, sift through all the written material that you have and pick out the useful bits and pieces of information.

Read the articles which you have picked out from the lot. Do not memorize, though, because this might cause you to be confused if you forget a particular part of your speech.

Be as spontaneous as possible, yet knowledgeable enough about the topic. This is so that you can answer any question to come up through the discussion with enough confidence.

The lesser you know about the topic, the more your anxiety will increase.

2. Review the outcome of the actual speech.

Now that you more or less have your actual speech prepared, you need to review your presentation.

Scrutinize the outline and make sure that you have all the important points covered.

For example, if you are giving a speech on "Hybrid Technology", you might have discussed the definition of the term but missed out on stating examples of the products of hybrid technology.

Give ample attention to detail because there might be someone in your audience who knows about your topic and point out the things that you failed to discuss.

3. Rehearse and master your final material.

Before you are given a topic to present, you are first informed of the time that the presentation should run.

It is vital to rehearse your speech and determine exactly how long it will run.

If you only have twenty minutes to present but you have material enough for a thirty minute speech, you can still trim it down.

Finally, by "hearing yourself" rehearse the speech, you would have a preview of how your actual presentation would run and make the necessary improvements, thus coming up with the perfect oral presentation.

Read More

How To Master The Art Of Public Speaking

Public speaking is an art of delivering a speech in front of an audience. Speaking in front of a group takes a lot of courage and preparation. You need skills to be a good public speaker. Below are 10 characteristics of a good public speaker.

1. Knowledge. It is important that you know what you are talking about. Read, read and read. Being a wide-reader is a great help because you have a better idea of the topic you need to discuss.

2. Preparation. Nothing can replace good planning and preparation. Analyze what you need for your speech, like visual aids. Review your speech. The more prepared you are in your speech, the more likely you will succeed in delivering it.

3. Message. Your message should suit your audience. Evaluate your message. Ask yourself these questions:

- Does it teach something new to your audience that they did not know before?
- Does it entertain your audience?
- Does it persuade your audience to practice what you have discussed?
- Does your speech share knowledge that can help people?

4. Language. Learn to use the appropriate words to suit your audience and occasion. Avoid using jargons. Use simple and understandable terms. Refrain from using uhm’s and ah’s. Using these words convey lack of confidence and knowledge of your subject. Instead, pause whenever you need to recall what you need to say.

5. Self-confidence. By no means should you let your audience doubt your ability. You can show your confidence by looking well prepared and delivering your speech well.

6. Enthusiasm. A good speaker can reach out to his audience and exhibit enthusiasm in his work no matter how he feels. He shows vitality in his topics, his choice of words and his gestures.

7. Listening skills. You also need to be a good listener in order to be an effective speaker. There are three type of listening according to their purpose:

- Emphatic listening - you provide emotional support to the person who is talking.
- Comprehensive listening - you gather information to form an accurate conclusion or idea. You focus on details and facts.
- Critical listening - this type of listening is most useful in decision making.

8. Sense of self. This pertains to how you perceive yourself. It is communicated to your audience as confidence, self-assurance and power.

9. Integrity. Your sense of self forms your integrity. People listen to you if you have respect and confidence in conveying your message.

10. Sincerity. A good speaker believes in what he is saying.

The ability to speak in public pays well in every part of your life, whether you are in a small group sharing opinions or delivering a speech in front of an organization.

Read More

How To Learn When To Say "No!"

Let’s face it! Many people just seem to have great difficulty in saying “no” or denying any favor asked from them. As a result, they often find themselves trapped in the middle of nowhere because of their own hastened decision or acceptance of an unfavorable task - just because at one particular point in their life, they were afraid to say “no.”

For those who are constantly faced with this problem, the following tips will prove to be useful.

1. Do not occupy yourself with things that do not concern you.

If you habitually engage in something you hardly know anything about, you are making your situation far worse than the one who does nothing at all. On the other hand, some people seem to get satisfaction by intervening in other people’s business. Always be alert and possess utmost care to ensure that no one meddles in your own affairs. Good moderation in all areas of life will be helpful in the end.

2. Decide first whether a task is worth your precious time.

Just a simple thought: If it will just eat your time away from the more important things you consider in your life, then it’s not worth your time. Period.

3. Avoid incurring obligations beyond your capacity.

Instead, nurture your skills and abilities for the time being. There will come a right time for you to step up; and when that perfect moment arrives, waste no opportunity. But as long as you are not sure of the outcome, say “no” for the meantime especially if the favor will just derail your strategy.

4. It is always harder to come out well from an incurred undesirable obligation than to avoid the embarrassing situation of not committing yourself from the very start.

It is a judgment test for anyone. Ask this question to yourself, “Do I want to avoid them or conquer them?

5. If you have to think, take a break and take your time.

Matters that can cause an adverse change in your life require a lot of thinking. There are times when people act on first impulse, on what they feel and think at that very instant. Certainly, this is not always the case.

Although less commonly known to people, acquiring tasks (no matter how simple they may seem) is synonymous to putting your honor at stake once you allow yourself to be involved. Be sure that when you put your name and honor on the line, everything will end up well.

It takes as much courage for a person to earn a responsibility as to deny it. Whatever you decide on, always keep in mind that there is nothing wrong in saying “no.” When in doubt, it may even be the best thing to do.

Read More

How to Identify Future Leaders

Every meeting provides an opportunity to learn important things about the people who attend. Here's what to watch for:

> Is it planned?

Effective leaders always begin with clearly defined goals and then prepare plans for achieving them. They have the courage to set a direction and then make changes as new information becomes available. They communicate with candor knowing that people perform at their best when they know what is expected. Thus, did the person who called this meeting prepare an agenda? Was the agenda distributed before the meeting? Did the agenda tell you everything that you needed to know to work effectively in the meeting? If so, this serves as a positive indication of effective leadership planning.

> Is it efficient?

A meeting is the culminating step in a larger process. It begins by setting goals and preparing an agenda. Then the chairperson should have contacted key participants to inform them of their roles in the meeting, told everyone how to prepare for the meeting, and alerted people who may be asked to accept responsibility for action items. All of this work before the meeting assures that the meeting will progress smoothly, efficiently, and effectively. So, how is the meeting going? Is there evidence of this attention to detail?

> Is it logical?

Pay attention to what people say during a meeting. Do their ideas contribute toward achieving the goals? if so, this shows that they're working as part of a team to help find solutions. Do their ideas build upon what others just said? If so, this shows that they're paying attention to the dialogue. Do their ideas demonstrate originality, creativity, and knowledge? If so, this shows they’re working hard to add value. Effective leaders possess strong analytical thinking skills.

> Is it helpful?

Evaluate the comments and behavior during a meeting. Are the participants working to support each other? Are people contributing to the safe environment that is essential for open creative thinking? Are people adding high-value contributions (instead of stories or jokes that distract everyone)? Note that chronic unproductive behavior betrays either fear, a lack of effective work skills, or misunderstood expectations. People who perform poorly in meetings may need constructive coaching.

> Is it controlled?

Leadership involves more than watching people talk. Thus, observe the dynamics of the meeting process. Is the chairperson leading everybody through methodical steps that take them to a result? Is the meeting being conducted in such a way that the participants feel that it is a fair process? Is the chairperson helping others perform at their best so that the group can produce an outstanding result?

Someone who excels in the above areas should be considered for leadership positions. This explains why most executives consider a person’s ability to lead meetings when selecting future leaders.

Read More

How To Distinguish Public Speaking Problems

Fear of speaking in public is number one in the list of "phobias" which Americans have.

Phobia is defined as a persistent or intense fear of a certain object, activity or situation.

Fear of public speaking is one type of social phobia which is often associated or developed through a person's adolescence.

How would you react if your boss suddenly tells you that you have to do a presentation in front of your colleagues?

If the mere thought of having to stand and speak in front of a crowd is enough to give you panic attacks, then you have this type of phobia.

As with all types of fears, you can learn to cope with your public speaking anxiety by recognizing the symptoms first.

Who knows? Once you are up there, you might eventually realize that you are good at giving speeches or addressing the public, and even make a living out of it.

People are always hungry for information and there is no to better way of keeping them informed than by conducting presentations and giving out speeches about certain topics which you have already "mastered".

First, take a look at the physical and mental manifestations of a person who experiences fear of public speaking.

>Nervousness

Being nervous before the day of your speech has several physical symptoms, which are as follows:

1. You have butterflies in your stomach.

2. Your palms are sweating.

3. Your hands are shaking.

4. Your knees are also shaking and you feel as if your legs are about to collapse.

5. Your heart beats much faster than normal.

6. You experience a slight dizziness or you have a "fainting" feeling.

7. You have a stomach disorder.

6. Your face is flushed and your mouth is dry.

7. You have "cold sweat" all over.

8. 'Panicky' thoughts.

Any of the above symptoms are quite normal, in certain situations. However, if you experience them in excess, you might have to seek professional help.

Public speaking anxiety would also lead to a lot of 'panicky thoughts'.

You might be afraid that someone in the audience knows more about the topic than you do.

You are afraid that there is a question to come up that you are unable to answer.

You are afraid of committing a blunder for everyone to witness.

You can actually channel these negative thoughts into a more positive output, resulting in a spontaneous, very informative and even humorous speech.

By recognizing the symptoms and learning how to deal with your fear, you will eventually learn how to address the public and make it enjoyable and informative, both to yourself and your audience.

Read More

How To Delegate: One Key Step Towards Leadership

You've made an unusual discovery - there's not enough time left at the end of the day. The corollary, of course, is your list of important things to do never gets smaller. In any company, the CEO's to-do list has the potential to grow infinitely.

What's a senior executive to do?

This is not simply a personal problem. Your company's future depends on what you do next. As you drive your organization beyond its current plateau, you must change the way you relate to your work. There are three stages to making the transition from chief-cook-and-bottle-washer (CC&BW) to CEO (source of the management and direction of the business). They are:

* Understanding your highest value contribution to your company and focusing on that role.
* Recognizing your position as a leader and owning the job.
* Delegating everything else, and holding others accountable.

Previous articles, Time Well Spent, deals with transition one; Visions of Leadership addresses transition two. This article examines the problem of delegation - giving the work away.

The Issue

You have doubtlessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level - senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales - many things you handled in the past, often out of necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn't sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you "know" you could do better? The things you are "best" at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on

Now, the thorny part. Many executives refrain from delegating responsibilities they've labeled "critical". They fear the job won't be done correctly. Or no one else can do it as quickly, and it won't get done on time. Or the right attention won't be paid. Or something. Or something else.

Give it up! The growth of your organization will be stifled to the extent that you hold on to critical functions. Your company will suffer in the exact areas where you think you are the expert!

Product design? You hold up the development of a key component, because you are the expert, yet you are away at a customer meeting. Staffing? Two engineers can't be hired because you haven't signed off and are out of town at a meeting with investment bankers. Sales? Negotiations on an important deal are held up because you are in Asia meeting with a vendor.

You become the choke point on each of these vital functions. And you feel - of course - "I have to be involved." No you don't. To the exact degree you have not developed your staff to assume these functions, the growth of your company will be retarded.

Aside from fear the job won't be done as well, there is another, more insidious reason senior executives (particularly entrepreneurs) do not delegate. If you aren't doing the "important" stuff, you become redundant. Dead weight. Overhead. If you have a great VP of Sales, or a Chief Technologist, what will you do?

You feel this way because you haven't completed transitions one and two: you haven't taken the trouble of understanding how you personally create value in your company, and you haven't fully assumed the role of leader. Once you make these transitions, you won't have time for the rest. Delegation, not abdication.

Many executives delegate like this. They say, "John, would you take on this project? It has to be done by next Thursday. Thanks." That's it. Then, when the job comes back incomplete, they are infuriated. What happened? They left out accountability. They neglected the structure for making sure things happened according to plan.

There are five components to successful delegation.

1. Give the job to someone who can get it done.

This doesn't mean that person has all the skills for execution, but that they are able to martial the right resources. Sometimes the first step in the project will be education. Maybe your delegate has to attend a seminar or take a course to get up to speed.

2. Communicate precise conditions of satisfaction.

Timeframe, outcomes, budget constraints, etc.; all must be spelled out. Anything less creates conditions for failure. It's like the old story about basketball - without nets the players don't know where to shoot the ball.

3. Work out a plan.

Depending on the project's complexity, the first step may be creation of a plan. The plan should include resources, approach or methodology, timeline, measures and milestones. Even simple projects require a plan.

4. Set up a structure for accountability.

If the project is to take place over the next six weeks, schedule an interim meeting two weeks from now. Or establish a weekly conference call, or an e-mailed status report. Provide some mechanism where you can jointly evaluate progress and make mid-course corrections. This helps keep the project, and the people, on track.

5. Get buy in.

Often timeframes are dictated by external circumstances. Still, your delegate must sign on for the task at hand. If you say, "This must be done by next Tuesday," they have to agree that it is possible. Ask instead. "Can you have this by Tuesday?" To you this may seem a bit remedial, but the step is often overlooked. Whenever possible, have your delegate set the timeline and create the plan. You need only provide guidance and sign off. As General Patton said, "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."

If you skip any one of the above steps, you dramatically reduce the likelihood things will turn out the way you want them to. On the other hand, if you rigorously follow the steps, you greatly increase the odds in your favor. Isn't this more work than doing it myself, you ask. No - it isn't.

The time it takes to

1) establish the goals,
2) review the plan, and
3) monitor the progress,

is not equal to the time it takes to execute. That is how you gain leverage. This is how you multiply your efforts.

(Occasionally it does take longer to communicate something than to do it yourself. Delegate it anyway. The next time will be easier.)

Above, I've referred to projects. This is not to say delegation is reserved for discrete tasks and problems. You also delegate ongoing functions. The process is the same in each case.

As an exercise, ask yourself, what am I unwilling to delegate? Make a list of the reasons why not. Identify the best person in your organization - not you - to take on this project or function. Then call a meeting. Begin the meeting with step one, above.

If there is no one to whom you can give away key functions, you have to look carefully at your staff situation. It may be time to hire the right people. If you don't have the revenues to support the staff additions, consider what is restraining your growth.

Review your relationship with your assistant or secretary. Have you let them take on there fair share of the workload? Are you giving them sufficiently sophisticated work to do? Are they ready to upgrade?

Some situations call for you to dive back in. Perhaps you are the only one in your company with some particular technical knowledge, or your insight will accelerate the design process, or you have the long-standing relationship with a vendor or customer. Go ahead, dive. Do your thing - briefly, complete the project and resume your leadership position.

Oh, one more thing.

The only point to delegating something is if it frees you for things which create greater value for your company. Don't give away the hiring function if you are spending your time fiddling with the corporate web site. Don't hire a Sales VP, if you are spending your time on purchasing. The greatest leverage you have is in leading your company. Lavish your time on that.

Read More