The Daily Recruiter

The Ezine for Executive Managers … brought to you by The SearchLogix Group.

How to Make Your Speaking Voice Sound More Intelligent

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Article Written by:  Dr. Nick Morgan, PublicWords.com

You’re standing in the wings, getting ready to go on stage to give an important speech. If you’re like most people, you’re just a little nervous at this point. Well, OK, maybe more than a little nervous. Maybe you’re terrified. And maybe you’re asking yourself, how do I sound more intelligent, confident, dominant, and attractive than I really am in order to succeed with this audience?

Fortunately for you, Susan M. Hughes, from the Department of Psychology at Albright College, has carried out a neat little research study to help you do exactly that.

The results are more nuanced and surprising than you might expect.

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Small Details for Big Picture People

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Article Written by:  Eric Torrence, ThinDifference.com

For some of us, details are like the Dementors from Harry Potter. If “Dementor” is a foreign word to you, here’s how one of J.K. Rowling’s characters, Professor Lupin, described them: “Dementors are among the foulest creatures that walk this earth. They infest the darkest, filthiest places, they glory in decay and despair, they drain peace, hope, and happiness out of the air around them.”

For a large portion of people (including me), details drain peace, hope, and happiness out of the air around us. Perhaps that sounds melodramatic, but it’s how I feel whenever an Excel spreadsheet opens up.

Detail Oriented or Big Picture: Which Are You?
We all tend to fall into one of two categories: big picture or detail-oriented. Big picture people love grand visions, brainstorming new ideas, and Cliff Notes or “Executive Summaries.” Detail-oriented individuals love intricate systems, spreadsheets, and nuance. They probably do their own taxes.

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Pulling together your understaffed team

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Article Written by:  Naphtali Hoff, SmartBrief.com

You’ve seen it many times. The bickering. The lack of healthy communication. Folks sitting quietly at their desks, hoping to stay under the radar and not be burdened with more work, let alone someone else’s work. Others prioritizing their wants and needs over those of the team.

Territorialism. Silos.

Without question, silos and the turf wars that they enable devastate organizations by wasting resources, killing productivity and threatening goal achievement.

As demands increase, individuals start to think in terms of self-preservation and protecting their turf. Of course, this is the exact time when team members ought to be pulling together and complementing one another. Those that do can more than make up for shortages in manpower and individual expertise.

It’s the leader’s job to construct powerful, cohesive teams that support and rally around one another and complement each other’s skill sets.

So, how can you know whether your team needs a “pull together”?

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7 Power Tips For Having A Tough Conversation

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Article Found on Leadership Freak Blog

7 Power Tips for Having a Tough Conversation:

#1. Build positive relationships.

#2. Prepare carefully.

#3. Choose an effective location.

#4. Stay open.

#5. Get to the point quickly.

#6. Turn to the future.

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Here Are 5 Ways To Negotiate An Apology

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Article Written by:  Tanya Tarr, Forbes

What’s a key resource in any business? Relationships. Experts point to the value of strong relationships in developing success and leadership at work and in the world. But what if we accidentally jeopardize those relationships? We all make mistakes. Maybe it’s a botched meeting or a tragically double-booked day. Maybe you forgot about a conference call and logged on (accidentally) 15 minutes late. You didn’t calculate time zones correctly, or you just spaced out at your desk. Whatever the case may be, we have all been there. While concrete steps should be taken to avoid future mistakes, the way we recover and apologize can mean the difference between making a career limiting move or repairing and possibly strengthen work relationships.

This all comes down to the art of apology. While you might not consider an apology to be a negotiation, it absolutely is one. While I’ve written about the power of having a strong walkaway plan, there are times when executing your walkaway plan aren’t feasible. It also might be the case that walking away would be more damaging than negotiating the space where the disagreement lives.

Where a negotiation based on price involves a zone of possible agreements, negotiating an apology involves a zone of possible concerns. Respect and trust are the values being transacted. Taking the time to surface the concerns of your negotiating partner (or the person you missed the meeting with) is part of defining that zone of possible concerns. The other part of defining your zone of possible concerns is determining what actions will re-establish trust and strategically communicate respect. Let’s look at five ways to do this:

1. Be sincere, direct and clear in your communication. Principled negotiators often mention the importance of clear and direct communication. That might look like briefly stating the honest reason why something might have gotten fumbled and offer a short, sincere apology. I’m not talking about over-apologizing, which can be a hazard for some. This would be a situation where it’s clear you had direct fault in a negative outcome. The key here is to speak very plainly, own fault where appropriate, and pivot quickly to a solution. That solution might be a discussion on how you can make the situation right or how you will take steps to make sure it doesn’t happen again in the future.

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How Not To Let All Those Blank Stares Derail Your Talk

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Article Written by:  Anett Grant, Fast Company

Unfortunately, your audience won’t always be smiling and upbeat when you’re speaking in public. Here’s how you can prevent their poker faces from rattling your nerves.

How Not To Let All Those Blank Stares Derail Your Talk

Other people’s facial expressions affect you physically, not just emotionally. According to one recent study, seeing someone smiling can lower the body’s cortisol and stress levels. As a speaker, though, you may not always get those benefits when you need them most to calm your nerves. Many of your meetings and presentations will kick off with a sea of blank stares facing back at you, and it’s your job to avoid showing how intimidated you are and keep sounding interesting. These four tips can help you do exactly that.

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17 Simple Things These Successful Executives Do Every Day No Matter What

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Article Written by:  Christina DesMarais, Inc.com

“The things you repeatedly do define your quality of life.”

Whether they’re for your physical condition, emotional outlook, or level of productivity, the things you repeatedly do every day define your quality of life. Here are the daily habits several executives credit for the success they have achieved.

1. Set up predetermined browser tabs to open automatically.
“Thanks to Chrome’s Startup Settings, I’ve created an essential daily habit–having my predetermined browser tabs open automatically for my review. If I know I’ll be working on a particular task every day, I will add it to Chrome as a startup tab, so I can stay organized and on track. This allows me to focus on one task at a time and cut out ineffective multitasking from my workflow. When I’m done working on a specific tab, I close it.”

–Aytekin Tank, founder and CEO of JotForm, a profitable online forms platform with more than 3.3 million users that has been bootstrapped since its founding in 2006

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How Leaders Create Engagement and Competitive Advantage

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Article Writtenby:  Skip Prichard

How Leaders Create Engagement

A decent product at a fair price with good customer service may once have been enough. No longer. The bar has moved. Employees and customers want organizations to do some social good along the way.

My friend and bestselling author John Izzo is out with a new book, co-authored by Jeff Vanderwielen: The Purpose Revolution: How Leaders Create Engagement and Competitive Advantage in an Age of Social Good. The book is full of examples and ideas to help you move your organization to one that is infused with purpose.

I recently asked John to share more about his research and work in this area.

“Winning in the purpose revolution requires authenticity.” -John Izzo

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4 Mistakes CEO’s Make in Difficult Conversations

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Article Written by:  Bill Benjamin, The CEO Magazine

One of the most important things a CEO must do is have skillful difficult conversations – holding people accountable, rolling out change people don’t like, pushing back with the board, and for those of you with teenagers, telling them “no” to something they really, REALLY, want. I’ve trained and coached many CEO’s, and these are 4 common mistakes that they (and I) make that will trigger other people defensive emotions when having a difficult conversation:

1. Not managing your own emotions and thinking first. If we go into any conversation and we are emotionally triggered or anxious, or we are focusing on the wrong thinking – or both – that spells doom for the conversation. From our work in Emotional Intelligence, we recommend that you take time before a difficult conversation to disconnect (i.e. not think about the conversation), breathe deeply for a few minutes (meditation is even better), then shift your thinking from all the things that could go wrong and focus on the reason and purpose for the conversation – or as we say in the next bullet point, focus on your positive intention for having the conversation.

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Three Ways To Lead A Pack Of Complainers

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Original Article:   https://leadershipfreak.blog/2018/02/13/three-ways-to-lead-a-pack-of-complainers/

 

Success always encounters complainers. But some people complain like it’s an Olympic sport.

#1. Practice optimistic transparency:

Don’t sweep complaints under the carpet. Expose them to the light.

Reject anonymous complaining.

Never represent an anonymous complainer.

Fear of making matters worse motivates some leaders to deal with issues quietly. But you should assume that recurring complaints are already known by others. 

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