The Daily Recruiter

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

Category: Executive Management Decisions (Page 1 of 34)

How to Make Your Speaking Voice Sound More Intelligent

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Article Written by:  Dr. Nick Morgan,

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,

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,

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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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,

“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:


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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The 4 Questions All Leaders Must Ask

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Article Written by:  Bruce Court,

It’s a well-known fact that effective leaders do more seeking than telling. Some behavior analysts, like consultant and academic Neil Rackham, look for a ratio of approximately two “seeks” for every ”tell” (Rackham has written primarily about the behavior of salespeople, but his rule of thumb is a good one for leaders, too). Author Daniel Goleman popularized the concept of Emotional Intelligence, and DDI’s own research concluded that EQ trumps IQ in four areas: Cultivating Networks, Driving Execution, Leading Teams and Compelling Communication.

Over the last six months I’ve provided assessment feedback to leaders on three continents, at multiple levels, in various industries. These leaders had varying levels of experience, skills, and personal attributes—yet among them, a common theme emerged. These leaders were either not asking enough questions or they neglected to ask the right questions. It didn’t matter what level in the organization the person was from, nor what competency they were having assessed.

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Most Leaders Know Their Strengths — but Are Oblivious to Their Weaknesses

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Article Written by:  Jack Zenger and Joseph Folkman,

“Oh, I pretty much know my strengths and my weaknesses.”

If we had a dollar for every time we’d heard this from an executive we were coaching, we could have retired a long time ago. When probed, they often proclaim that while they might not recognize all their strengths, they are confident about knowing their serious weaknesses.

And yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. They are shocked to find themselves scoring so low — even though approximately 30% of all the leaders we’ve studied have at least one fatal flaw.

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