Step into the public speaking spotlight with confidence

By Nicola Field

 

Comedian Jerry Seinfeld nailed our phobia of public speaking when he said, “According to most studies, people’s number one fear is public speaking. Number two is death. This means to the average person, if you go to a funeral, you’re better off in the casket than doing the eulogy.”

Our dislike of public speaking can come down to fear of rejection, according to Tim Bevan AFIML, Chairman of the IML Speaker’s Forum in Brisbane. He explains, “Suddenly we are separated from the herd and we have innate concerns about ‘will the audience be hostile?’ Or ‘will I bore them?’”.

Rather than avoid public speaking altogether, taking steps to improve your skills can boost your confidence – and your career.

 

REPEAT, REPEAT, REPEAT

Emma_Bannister_Presentation_Studio
Emma Bannister, CEO, Presentation Studio

Emma Bannister is the founder and CEO of Presentation Studio, specialising in presentation writing, design and training. She says, “Preparation is so important, and nerves should encourage better presentation.” Bannister believes content is critical. “This is your foundation,” she says. “If your content is good you can be confident in your own message. It can be a massive game changer when you know the information you provide is helping your audience achieve something.”

The clincher is to deliver content in a way that is clear. “Keep the message simple, and repeat your most important points so that people can understand them, remember them, and act on them,” advises Bannister.

Technology has changed the way we deliver presentations, and PowerPoint in particular is widely used, though not always to best effect.

“PowerPoint slides should never be used as a script to read from,” Bannister cautions. “Having a lengthy essay appear on a slide is the equivalent of using a crutch or autocue.” Moreover, she notes that when an audience is focused on reading the screen, they can’t listen to what’s being said, and that makes the speaker irrelevant. Bevan adds, “PowerPoint slides should only feature three or four bullet points, this way the speaker can talk around those points.”

 

FEEL THE ENERGY

When it comes to managing nerves, there’s a lot to be said for the old maxim ‘take a few deep breaths’. Bannister explains, “Deep breathing is critical to ensuring oxygen flows to your brain so you don’t forget what you are saying.”

While it may sound counter-intuitive, the quality of your delivery will improve if you regard your audience as friend rather than foe. “Instead of being afraid of your audience, make eye contact with audience members and use their energy,” suggests Bannister.

“If you’re speaking in a darkened auditorium, ask for the stage lights to be dimmed so that you can see members of the audience.”

Nerves can be the catalyst for rapid-fire speech, and this can seriously downgrade the quality of what you say and the image you project. As Bannister explains, “We often speak rapidly, or talk a lot just to fill in space. Slowing down your pace and allowing for pauses is vital. Have a sip of water if necessary but pause long enough to allow a message to sink in with your audience.”

According to Bevan, a pace of around 120 words a minute is ideal: “When we speak quickly we lose the power of pause, gesture and intonation.”

Speaking slowly also improves clarity. This matters because as Bannister points out you may have audience members who are not native English speakers. This further highlights why simple icons rather than lengthy essays are a must for PowerPoint slides.

 

PRACTICE MAKES PERMANENT

 

Tim_Bevan
Tim Bevan AFIML, IML Speaker’s Forum Chairman

Sitting through a monotone speech can be tortuous, and good speakers contrast their pace, volume and modulation. Bannister notes, “As human beings we like change – a bit of variety helps to keep everyone actively listening.” It may sound like a tall order but it can all come with practice. “Don’t just read through your speaking notes on your screen,” says Bannister. “Say them out loud to your team, your kids, the family pet – anyone who will listen. Get someone to video you – or video yourself.”

Bevan emphasises the need to rehearse, saying, “Practice makes permanent, and practising using the wrong techniques can become habit forming.” In his involvement with the IML Speaker’s Forum, Bevan has seen the benefits of practice combined with constructive criticism. Ryan McKergow MIML, for instance, is a current member of the IML Speaker’s Forum and was recently awarded an IML ANZ Sir John Storey Leadership Award in the Emerging Leader category. McKergow joined the group in early 2018, and says, “I’ve noticed a dramatic improvement in my public speaking ability, and also in my day-to-day communications, which is vitally important in my role as a leader.”

 

DANGER ZONES

For nervous speakers, a lectern can seem like a safe harbour. However, Bannister cautions “Audience members often don’t like it when a speaker stands behind a lectern.” She recommends enquiring about the availability of a remote system for the microphone, so that you can move around a little.

The key word is ‘little’. Going overboard with gestures – or repeat gestures like pointing and waving, can be distracting for the audience. Bannister suggests: “If you’re not sure what to do with your hands, follow the likes of Barrack Obama, whose resting position was often one hand on top of the other just below his watch. When speaking, his hands were expressive and animated but not repetitive.”

When all else fails, smile. According to Bannister, “As a general rule, when the speaker smiles, the audience smiles back.”

The thought of fielding questions from an audience can be especially daunting as this is one area where curve balls can be thrown. Bannister says it is possible to control at least part of this by explaining at the outset that you will be speaking for 10 or 20 minutes and taking questions at the end of your presentation. “This discourages interjections and maintains the flow of your presentation,” she notes.

At some stage, you will need to respond to questions, and even Bannister admits “this can be tough”. She advises, “Always start by repeating the question so that everyone else knows what was asked. Make eye contact with the person, and even if you don’t have a ready answer, explain how you are addressing the issue moving forward.”

 

THE NO-GO AREAS

When it comes to workplace presentations, humour can be risky business. “What is funny to you can be offensive to some of your audience members,” cautions Bannister. Play it safe by skipping the jokes altogether.

Bannister also believes metaphors can be equally hazardous: “I’ve seen US-based speakers consistently using baseball analogies, talking about home runs. Audiences outside of the US can become quite upset about this.” She says this highlights the need to “Respect your environment and use analogies that are relevant to your audience – if you must use them at all.”

Few things can be more uncomfortable than the sinking feeling that your audience has lost interest, and unfortunately, these days, people may even start checking their phones during a presentation. That may seem impolite, but the onus is on the speaker to prevent this happening. “Mixing up your content, visuals, and tone of voice and volume keeps the energy and engagement of your audience,” says Bannister. “People notice when things change so keep a good mix.”

Ultimately, a good presentation is relevant to your audience. As Tim Bevan points out, “Don’t focus on yourself, focus on the audience. Your aim is to be a person of influence over your audience.

This article first appeared in the February 2019 print edition of Leadership Matters magazine. 

Why short courses fall short when it comes to leadership development

By Sam Bell FIML

 

Translating learning into behavioural change takes time and a lot of effort. Even more so when it comes to learning crucial skills that impact people. Skills vital to effective leadership such as time management, communication, emotional intelligence, influencing colleagues, motivating teams, nurturing high-performers and driving innovation require more than just a couple of days in a classroom. You’re simply not going to change someone’s behaviour by sending them on a two-day short course.

Unsurprisingly, only 10% of CEOs surveyed by McKinsey indicated they are confident their leadership development efforts would make a positive impact on their business.

It’s astonishing then that the market remains awash with ‘quick-fix’ and one-size-fits-all programs that promise to transform leaders after just a few days inside a classroom. To understand if there’s any merit to these claims, we need to understand the complexity of the learning process.

 

The birth of a myth

The concept that forming new habits takes just 21 days is a myth based on misinterpretations of the published work of Maxwell Maltz. The plastic surgeon famously observed that it took his patients at least 21 days to get used to any physical changes to their body.

The latest research shows that it takes at least 66 days to form a habit or change an existing one. Sadly, that realisation came too late and many programs, courses and self-help formulas are based on this 21-day myth. In fact, some courses promise to create new managers and leaders by sitting in a classroom for two days!

Additionally, leadership development is about a lot more than merely forming new habits. It involves deep learning and shaping the type of people who will act as a catalyst for positive organisational change.

 

Consuming versus cultivating

Another issue with the typical short course or program offered to today’s leaders is the fact that often it is heavily reliant on passive learning – or as some would say a strictly ‘teacher and classroom’ format.

In fact, adult learning principles backed by neuroscience indicate that leaders develop key capabilities not just by reading or hearing but by doing. What is required goes beyond just talking about the capabilities. Leadership development should involve dealing with real problems while applying new knowledge in a specific context.

Simply put, rather than consuming information leaders need to cultivate knowledge and skills. This is something that a typical classroom-based, short-course just cannot achieve.

 

Rigour not repetitions

Interestingly, recent research by Johns Hopkins University goes against another well-accepted belief that repetition is the best way to learn. This research reveals that the process called ‘reconsolidation’ – in which existing knowledge is recalled and modified with new knowledge – significantly improves the way participants learn motor skills.

Taking that principle and applying it to learning leadership capabilities for experienced professionals provides an insightful development solution. Leaders who seek development take with them a unique set of skills, a wealth of knowledge and a roster of experience. This is not about starting from ground zero, so the focus is building upon existing capabilities. To illustrate, leadership development doesn’t involve infants, so there is no need to repeat information.

What is needed, as pointed out in the research, is to reconsolidate. Modifying already learned skills and behaviours to adapt to new challenges.

To do that, leaders need to identify where they are at and what they would like to achieve. This should not be amalgamated for the entire class – this must be a personal, targeted analysis. Your challenges, organisational goals and experience will never be the same as the person next to you. There is no one-size-fits-all. This clearly cannot be addressed without courses incorporating a one-on-one element, either through coaching, mentoring, self-assessment or individually focused learning outcomes.

 

Assess the value of leadership development programs

It’s unwise to invest in your development as a leader on a program that offers little value. Unlike a physical product, it isn’t always easy to evaluate a course’s worth. However, based on our analysis of what it takes for leaders to gain an in-depth development of their capabilities, you can assess programs based on their format and learning outcomes.

Before you book yourself in another leadership development program, ask yourself:

  • Will the allocated time for this course or program allow me to learn my required capabilities deeply?
  • Does the format of this course or program involve simply classroom-based learning, or does it have elements of practical application and personalised development?
  • Will this course or program provide me with the opportunity to assess the unique context in which I, as a leader operate within? Will it then equip me with the strategies to adapt my existing knowledge, skills and experience to lead effectively in real-world situations?

The answers to these questions impact not only your development but also your influence as a leader. If you aren’t moving forward as a leader, you risk falling behind and taking your team and organisation with you.

Become an intentional leader

IML ANZ offers leadership development programs that provide managers with the skills, knowledge and support to become intentional leaders. 

Intentional Leadership Foundations: This program is designed to help ‘accidental managers’ become intentional leaders – helping them transition from individual contribution to succeeding through their team. The 12-week program blends facilitated learning with online study, leadership coaching, one-on-one mentoring, diagnostic tools and workplace-based projects.

Intentional Leadership Accelerate: This program supports managers of managers on their intentional leader journey. It focuses on the core skills to become a confident leader of managers and advances career progression. Upon completion of the program, you will have the opportunity to be accredited as a Chartered Manager, the highest status that can be achieved as a manager and leader.

7 leadership lessons from Indra Nooyi

Few people in the corporate world command the respect that Indra Nooyi receives. Consistently listed as one of Time’s 100 Most Influential People and Fortune’s Most Powerful Women, she is praised largely as a forward-thinking leader. Her adaptive response during her 12-year tenure as CEO of PepsiCo helped revenues grow from US$35 billion to US$63.5 billion while at the helm.

Beyond aiming for financial success, Nooyi was also the chief architect of Performance with Purpose. This saw PepsiCo step up their growth efforts while making a positive impact on the environment and society.

Nooyi has accumulated a treasure trove of leadership lessons. Here we share just seven gems from this business powerhouse:

 

1. THANK PEOPLE

One of the most unusual things Nooyi did as CEO of PepsiCo was to write more than 400 letters each year to the parents of her senior executives. She was inspired after a family visit to India. She watched her mother bathing in praise from visitors who congratulated her for her daughter’s stellar career. Moved, Nooyi went back to PepsiCo and penned the letters to the executives’ parents. “I wrote a paragraph about what their child was doing at PepsiCo,” she told CNBC. “I said, ‘Thank you for the gift of your child to our company.’”

 

2. KEEP LEARNING

As CEO, Nooyi made the tough decision to overhaul PepsiCo’s IT system. To understand the technologies required, CNBC reports she read 10 textbooks cover to cover and had professors on call to answer her questions. This legwork didn’t just inform her and help her clearly identify the right solution, it also empowered her to face sceptics hesitant to make a change.

 

3. LEAD BY PRINCIPLE

Indra’s legacy is evident in PepsiCo’s guiding principles. These inform every action and message from the global giant. These six principles are:

  1. Care for our customers and the world we live in.
  2. Speak with truth and candour at all times.
  3. Respect others and succeed together.
  4. Sell only products we can be proud of.
  5. Win with diversity and engagement.
  6. Balance short term and long term.

 

4. STAY TRUE

Never one to imply a veneer of perfection, Nooyi is refreshingly honest. She is candid about the relentless hours required to be an effective CEO, and the toll that takes on her personal time as a result. Nooyi was known to work as many as 20 hours a day, often seven days a week. When asked if that made her a good role model, she answered, “Probably not.”

 

5. BRAVE CHANGE

Nooyi recognised the need to accept change as part of the course large companies take. She started putting key elements in place at PepsiCo that are now considered normal by most companies. Today, PepsiCo is no longer just synonymous with soft drink, but now has a new strong ethos of healthy product choices and a socially responsible mission.

 

6. FOLLOW YOUR MORAL COMPASS

In the 12 years with Nooyi as CEO, the beverage giant continued to be guided by Performance with Purpose. As a result, PepsiCo made the Ethisphere’s list of the world’s most ethical companies during each of those years.  ey also made a commitment to improving access to clean water in developing communities, winning PepsiCo the Stockholm Industry Water Award.

 

7. ENCOURAGE INNOVATION

Not one to leave her company standing still, Nooyi believed in innovation. She gave her management team cameras and photo albums to visit retailers and discover innovative opportunities. Additionally, Nooyi brought in an innovation expert from 3M to spark creativity within PepsiCo. The company also runs the Nutrition Greenhouse, a collaborative accelerator of emerging and innovative businesses using healthy ingredients, or waste from the food industry.

 

This list only just scratches the surface of leadership lessons from Indra Nooyi. She’s a leader like no other who excels in everything from financial literacy, employee empathy, having a strong vision, moral leadership, embracing change and remaining true to herself. Her example can help any leader become someone people want to follow.

This article originally appeared in the June 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and advertising enquiries, please contact Karyl.Estrella@managersandleaders.com.au. 

 

Why professional networks are key to advancing career opportunities

It’s an old expression that the first step is always the hardest. But what if graduates who are looking to enter the workforce or make a career change had a way to make that first step a little less daunting?

 

A helping hand

Is it any wonder then that graduates turn to further education?

According to recent research conducted by the IML ANZ and WhereTo, 82% of students sought industry-based learning, and 78% felt that this would boost their confidence when it comes time to enter the workforce.

And it’s not just the students who feel like they need a helping hand. The same study found that 50% of employers believe that graduates don’t possess relevant workforce skills – despite their qualifications, they’re perceived to lack the practical capabilities required in the modern workplace.

 

Affirmation and advancement

It’s a familiar tale. When Deakin MBA student and consultant at public policy and regulatory advisory firm, Allen + Clarke Consulting, Pauline Van IMLa, decided it was time for a career change her first thought went to further education. “I was stuck on what to do next. So I decided to do what most people would and go for further studies,” Van recalls.

Like many who pursue the post-graduate program, it comes down to validation of one’s knowledge. Van explains that the MBA for her was a way to establish herself. “It’s given me a level of credibility and shows people that I am thinking more broadly about the workplace and the issues that impact businesses.

“I knew that there was no other physical token I can have that proves I was thinking of the bigger picture.”

 

Beyond the books

However, the research by IML ANZ shows that building a solid and enviable career takes more than merely sitting in class and collecting a qualification. In Van’s experience, it’s real-world interactions with leaders that made a difference to her career.

As a candidate of Deakin’s MBA program, Van has become an Affiliate Member of IML ANZ, affording her access to member-only networking events. Remarkably, after attending her first gathering with other Members, Van immediately realised the benefits of being part of this diverse network of professionals. She got talking with leaders from different industries and fields of expertise, including the managing director of her current employer and landed “her dream job.”

That positive outcome was a clear benefit of being part of a professional network. According to Van, “IML ANZ’s network is not limited to just one university or industry. It involves a broad cross-section of professionals: students, leaders and even those in the later stages of their career. The mix is just broader and richer.”

 

The perspective of industry insiders

On top of landing a new job, Van also benefited from gaining a different perspective on what’s possible for her career. “It was surprising to have very senior leaders encouraging me to join a board. Some of them wanted me to reach out afterwards to make sure that if I needed any resources or wanted to prepare myself that I got the support,” recalls Van.

Conversations with leaders currently sitting on boards showed Van that they are genuinely seeking diversity, not just in gender, but also in age. “They argued that there aren’t enough women or young people on boards.

That combined with the way they pointed out that I now have a good understanding of governance because of my previous roles in HR, made me feel that they really saw me as a valuable board member now – not sometime in the future, but right now.”

These are simply not insights available from within lecture halls. These are insights that can only be gathered by connecting with industry insiders. As Van put it, “It’s not something that normally gets advertised. And for students, how many board members do we actually know? So it was so valuable to be around leaders who helped me think: ‘We need people like you on boards, so why not join?’”

 

Professional networks add value

Van’s experience and IML ANZ’s research confirms that it takes more than qualifications to boost employability. Partnerships between universities and professional bodies afford students the networking opportunities that open-up their career options – whether that’s a new job or a push to think about joining a company board.

For, Van being part of the IML ANZ network offered her real professional connections. “People tend to think that networking is this sterile, one-sided process where people only reach out for what they can get.

“What IML ANZ and Deakin offer showed me that it can be focused on building relationships.”

Van concludes with advice for others like her who are looking to boost their careers, “It comes down to your motive for development. Find programs that will give you the best chance to achieve your goal. If you’re given the opportunities, seize it. Don’t hold back.”

Using plastics to save the environment

By Nicola Field | Photo by Anna Rogers

 

FNQ Plastics is a custom fabrication specialist with an environmental focus and an end goal of reducing waste into landfills. Lesley Van Staveren is quick to point out that the products they sell are either made from recycled plastic or can themselves be recycled.

“We’re educating people that plastic is a good material if it’s used in the right way,” she says, noting that the HDPE tanks sold by the business can be recycled into surprisingly diverse products such as decking or privacy screens.

 

ECO-FRIENDLY OFFICE

As the 2017 Cairns Businesswoman of the Year, Van Staveren brings her eco-friendly approach to the workplace. “We don’t have any single-use products in the office,” she explains. Even employee bonuses are handed out in re-usable keep-cups and, not surprisingly, the entire FNQ Plastics team shares Van Staverens’ passion.

“We have a very strong team, with a pro-active culture where opinions are shared, and everyone gets involved,” she says.

 

BECOMING WASTE WISE

Living on the doorstep of Australia’s iconic Great Barrier Reef has played a role in Van Staveren’s commitment to recycling and waste reduction. “When people see the devastating impact of waste on this pristine environment, they want to have a voice,” she notes.

It’s this voice that Van Staveren is bringing to her community.

A little more than two years ago, she set up the Cairns Committee for Waste Reduction, galvanising locals to get involved. “I picked up the phone and contacted different interest groups, businesses, and people to gather a broad cross-section of ideas,” Van Staveren recalls.

A year later, the Committee is having a big impact at a grassroots level. “We provide workshops, help businesses become waste wise, and later this year we’ll host an awards ceremony to recognise waste wise enterprises.”

 

AN EQUAL PARTNERSHIP

With three children aged under five, Van Staveren admits she couldn’t manage her hectic schedule alone, and it’s the strong, equal partnership she shares with her husband that makes it all possible. But Van Staveren isn’t content to rest on her laurels.

The couple are hoping to open a plastics recycling plant. With an estimated cost of A$4 million it’s an ambitious project, however initial funding under the federal Regional Jobs Investment Package has allowed some early research to go ahead, and now it’s a case of watch this space.

A commitment to sustainability has allowed Van Staveren to build a strong team and a healthy business while also giving back to the community she loves. But what of those raised eyebrows when she mentions she owns a plastics business? “It’s certainly a conversation starter,” Van Staveren laughs. “But it also brings the human element back to the issue of recycling – and that’s a good thing.”

Step-by-step guide to mentoring

By Nicola Field

 

Lleyton Hewitt and Pat Rafter; Mark Zuckerberg and Steve Jobs; the Teenage Mutant Ninja Turtles and Splinter the rat. Look behind many household names, and chances are you’ll find a successful mentorship.

That’s because leadership is not about being the best. It’s about bringing out the best in others. And this lies at the heart of what mentoring is all about – allowing up-and-comers to tap into the knowledge and experience of someone who’s been there before them.

What’s particularly special about mentoring is that it benefits both people in the relationship. But it’s a partnership that calls for careful management to deliver maximum results.

 

TWO-WAY REWARDS

A wealth of studies confirm the power of mentoring. Mentees typically enjoy increased compensation, a greater number of promotions and enhanced career satisfaction. They are more engaged in their workplace and feel more positive about the organisation they work for.

On the other side of the partnership, mentors can also enjoy greater career success and personal fulfilment.

Mobile Learning Business Manager at the University of Melbourne, Edwina Coller AFIML, has extensive experience as a mentor both through local government initiatives and, more recently, through the formal mentoring program – Member Exchange – run by IML ANZ. Coller’s personal experiences confirm research findings.

“I really enjoy watching people expand, grow and move forward,” she says. “I’ve seen mentees make extraordinary leaps and bounds – to new jobs and new titles – it’s very exciting!”

Onno Van Es FIML, Manager HR Strategy and Engagement, Mackay Hospital and Health Service, has been a mentor for nine years. He agrees that the pluses flow both ways: “Mentoring is extremely good for my own self-development through the sharing of experiences and the self-reflection it brings.”

Van Es cites the example of a mentee he worked with, who was highly qualified but quite introverted and keen to learn about self-promotion. Together, they set out to build the mentee’s confidence. Van Es observes, “It made me realise that I can have similar people on my own workplace team, and I could use the same techniques to help them reach their full potential.”

 

CONNECTING THE MENTEE WITH THE RIGHT MENTOR

Emily Allen-Rose MIML, who oversees IML ANZ’s mentoring program, says, “The beauty of mentoring is that it provides a very individual perspective – an ability to focus on exactly where the mentee wants to improve, and that gives mentoring an intensity that you just don’t get through group training sessions.”

For mentees however, it can be challenging to find an appropriate mentor. As Coller points out, seeking out a more experienced colleague within their workplace is not always the best solution.

She explains, “There are often areas that mentees don’t want to discuss with their manager because it’s about them personally and not relevant to their role.” The sorts of issues Coller is referring to can range from job interview tips to the career impact of starting a family. Topics that understandably may be off limits with a workplace manager.

Coller notes that other areas of mentoring such as learning how to conduct a meeting or how to get a team to listen to you, can be difficult to raise with a manager. “The mentee may be concerned it will reflect poorly on their skill and abilities,” she explains.

It can make outside mentors a sensible option though this can be a costly process. As the value of mentoring becomes widely understood, the number of organisations offering a user-pays mentoring service has mushroomed. Some industry bodies offer programs for as little as A$300 though mentoring programs available through the private sector can cost upwards of A$10,000.

That’s where IML ANZ’s program fills the gap. Not only is it free to IML ANZ Members, Allen-Rose explains that their mentoring program uses a professional matching service that ensures a strong correlation between the mentee’s goals and objectives, and the mentor’s experience and industry background. This matching can be especially helpful when mentees are looking for guidance on niche issues such as working in a particular overseas location.

 

SETTING THE PARAMETERS

Allen-Rose is quick to point out that mentoring is by no means an easy shortcut to career success, and the first meeting is essential to set some ground rules. She says mentors and mentees are encouraged to discuss expectations and boundaries – the latter being instrumental in establishing confidentiality and building trust.

For Coller, the number one factor to be bedded down is the mentee’s motivation. “As I’m giving up my time for the mentee, I want a commitment from them, and it’s critical that the desire to be mentored comes from the individual not from their boss,” she explains. “The mentee has got to want it for themselves – be prepared to invest in themselves, make change in their own life, and they’ve got to be prepared to put the work in.”

In fact, gauging the mentee’s level of commitment is critical. A US study found successful mentoring relationships were characterised by mutual respect, clear expectations, personal connection, and shared values. Failed mentoring relationships, on the other hand, were characterised by poor communication and lack of commitment.

 

 

ESTABLISHING GOALS, BOUNDARIES AND FREQUENCY

Research by recruitment firm Robert Walters found that mentoring can be most effective when a clear set of goals is in place backed by calendar dates that confirm the frequency of meetings.

In terms of goal setting, Van Es says, “Different mentees all have different reasons and motivations for seeking a mentor. That’s why I always start out by asking, ‘What do you want to get out of mentoring?’”

He notes, “For some mentees it can be a single issue goal such as building their LinkedIn presence. Others are making a transition in their career; some want to improve their networking skills.”

Coller also onboards mentees by discovering what they hope to achieve: “This helps to formulate a direction, and from there a strategy.”

In terms of a timetable, IML ANZ’s mentoring program spans four months with a recommended six to eight meetings though Allen-Rose notes this is flexible. “We suggest the initial meeting lasts 1.5 to 2 hours,” she says. “From there, meetings are generally held every two to three weeks.”

As a guide to the degree of flexibility, Coller says she generally meets mentees for two hours in the first meeting, with one-hour monthly meetings thereafter.

IML ANZ’s mentoring program formalises the relationship by asking mentors and mentees to sign off on set terms and conditions. “It’s our way of establishing boundaries but it also represents their commitment to the mentoring partnership,” explains Allen-Rose.

 

mentoring experts

THE MENTORING METHOD

Exactly how the mentor helps the mentee achieve their goals varies widely. Van Es explains, “My style of mentoring is based around adult learning principles. It’s not a lecture style of learning, where I provide all the answers. Rather, I focus on the mentee taking ownership of their learning by being internally motivated and self-directed. At the end of the day the mentee has to drive the learning process.”

Coller uses a similar approach, saying, “My belief is that the mentee often has the resources they need within themselves – sometimes they just can’t see how to draw upon their own abilities.”

Reflecting this, Coller focuses on the mentee’s strengths and how they can tap into these. “It’s about leveraging what’s working well. We tend to lose sight of this within ourselves. But when you foster this, a person can truly develop.”

Flexibility is the key according to Van Es. “The strength of mentoring lies in developing a program unique to the individual mentee. It’s a bit like sports coaching: you customise your approach to the mentee’s level of skills and experience.”

Allen-Rose says that, in most cases, mentees work hard to be accountable to themselves and to get the most out of the experience.

That said, mentors are encouraged to push mentees to apply their learnings in the workplace. “It’s about mentees getting out of their comfort zone and exploring new ideas,” says Allen-Rose.

 

AN ONGOING RELATIONSHIP

While IML ANZ’s mentoring program typically spans four months, in many cases the mentoring relationship continues for much longer though at a less intense level than in the early stages.

Van Es says, “I still maintain casual contact with mentees that I worked with years ago. Even though I may only hear from them a few times a year once the formal process of mentoring is completed, my mentees all know I’m still there to help them if they need it.”

 

PASSION – THE KEY INGREDIENT

It’s worth noting that mentoring isn’t always about the young harnessing the experience of older peers. IML ANZ has received enquiries from octogenarians seeking a mentor.

What matters, says Van Es, is that mentors have a passion and a real willingness to help others. He adds, “I get a real kick out of seeing people grow and become better managers and better people.”

Coller sums up the rewards when recalling how a colleague, moving to the next stage of his career, recently remarked to her, “You saw something in me that I didn’t see myself ”. And that, she believes, is the essence of good mentoring. “It’s incredibly worthwhile and rewarding watching people grow and rise to new challenges.”

Achieve real engagement through real communication

Essential to the toolbox of any effective leader is communication. It’s the key to achieving buy-in, reassuring employees during difficult times and engaging people with your message. Best-selling author and international speaker on business storytelling, Gabrielle Dolan, shares her thoughts on how authentic communication can help you create real engagement.

“I understand.” A short but powerful statement and one that leaders value highly. Steering the ship often entails being the bearer of either complex, confusing or challenging messages – never an easy task.

Today’s constantly shifting business environment doesn’t help either. At any given moment, companies face mergers, acquisitions, restructures or the roll-out of new systems on top of daily emails, phone calls and a bombardment of online information.

It’s no wonder engaging people with your message is an ongoing challenge. Not only do you need to cut through all the distractions but you also need to be clearly understood.

Good thing best-selling author and global thought-leader on authentic leadership, Gabrielle Dolan is here to help with three tips on how leaders can build engagement through real communication.

 

1. Ditch the jargon

According to Dolan real engagement results from using real words.

So why is the pull to use corporate jargon so inescapable? Dolan suspects it is because it’s a popular avoidance technique. “Company executives may refer to job losses as ‘downsizing’ or ‘rightsizing’.

“In December 2018, General Motors took this to a whole new level when they referred to the closure of five plants in the US and Canada — with a loss of up to 14,000 jobs — as being unallocated instead of saying words like ‘sack’, ‘closure’ or’ job losses’,” said Dolan.

Often though, jargon is simply a bad habit. “Many leaders use jargon as the default language, assuming everyone understands what that are saying. However, this is rarely the case.”

Whether you use it intentionally or not, jargon dramatically decreases employee engagement.

 

2. Avoid acronyms

Equally perplexing as jargon are acronyms. Dolan points out that acronyms enjoyed a steady rise in usage during World War II and the cold war between the US and the then Soviet Union. Its purpose: make it harder for the enemy to understand what was being communicated.

“It’s ironic that the business world loves to use a method of communication that was invented to make it harder to understand what was being said!”

Dolan adds, “Like jargon, acronyms can cause disconnection and confusion. In a worst-case scenario, overuse can result in complete misunderstanding of the message because for every acronym there are multiple interpretations.”

Avoid unnecessarily reducing phrases to acronyms where more engagement could result if you used the whole word instead.

 

3. Share stories

Real communication doesn’t just involve avoid bad habits, it also requires cultivating good ones. Dolan believes that sharing personal stories can have an extremely positive impact on engagement. “Research, conducted by the likes of neuroscientists, Paul Zak and Antonia Damasio, indicates that sharing stories not only increases the chances of creating an emotional connection to the message but it also strengthens the listener’s trust in what is being said and the individual saying it.”

In Dolan’s 15 years of teaching leaders the power of storytelling, strongly confirms that research. “Many leaders have testified that sharing a story increased audience understanding and engagement with the message.”

The best strategy in the world is nothing if employees and customers don’t engage with it. And how can employees and customers engage with something that they cannot understand? For those seeking to improve audience engagement – whether that’s with customers or employees – Dolan advises, “Think about how you can be more authentic in your communication to create real engagement.”

 

Gabrielle Dolan works with high-profile leaders, helping them to become better communicators using the art of storytelling. She is also the founder of Jargon Free Fridays. Her latest book Real Communication: How to be you and lead true, is published by Wiley.

How forming the right informal relationships impact a leader’s influence

In literature, film and television the hero might be credited with the victory, but often their decisions are coloured by an influencer in the background. In business, being an influential leader is not confined to those with a seat in the boardroom. Leaders outside senior management are in a prime position to influence change, innovation and decision-making – if they form the right informal relationships.

Within formal, structured hierarchies, each player must know their role and stick to it. Think teams or project groups – sticking to the structure is vital in these scenarios.

However, not all decisions are made within meetings and inside structured groups. Managers can also have their ideas heard and considered by building informal relationships.

Based on a study, casual coalitions may come about through chats at coffee shops, the office hallways or even while exercising together. These informal conversations can then help managers build a friendly relationship with senior leaders and other colleagues. That, in turn, allows managers to – in the best case, inform key decisions and at worst, provide senior leaders with an idea of how the organisation thinks and feels.

The aim is to develop more candid conversations and open up new lines of communication between key decision-makers and the rest of the business, not creating a channel for lobbying personal interests.

Informal relationships do more than just afford managers the ear of senior leaders. These coalitions can influence other key activities:

Informal relationships influence innovation

Research on innovation describes it as a social process since it is not limited to the conjuring up of ideas but also involves acceptance and implementation. This means that the innovator and the individual responsible for delivering it must agree.

Whether the innovative idea is implemented may therefore rely on the strength of the informal relationship of the parties involved. The better each other know and trust each other, the higher the likelihood of a successful outcome.

Informal relationships influence change

One of the most difficult situations to manage is change. People are wired to resist it yet it’s a recurring feature in the modern workplace. However, a study found that having a strong informal network can affect successful change management.

It concluded that those with strong informal networks became clear change agents regardless of their position in the organisation. The study also found that people who built their informal networks acted as a bridge between socially disconnected colleagues resulting in improved buy-in when change is rolled out.

Make more time for quick chats and start building healthy casual relationships with your leaders and colleagues. You never know how your influence can impact the rest of the business.

Developing stronger formal and informal relationships with your teams can help foster a happier, healthier workplace. Discover key strategies you can implement with our Communication Essentials short course.

Sources (these articles are available to IML ANZ members via Leadership Direct):

The merits of peer learning for leaders

Leadership is a transformative process – once you’ve become a people manager your thinking around leadership changes. As you progress every day, many factors influence how you learn, and suddenly that is no longer an activity reserved only for the classroom. Not surprisingly, the best way to learn could be through your peers.

 

The way we learn is changing

A recent study reveals that 70% of workers learn from their peers and only 21% rely on what their L&D or HR departments offer as learning options.

Because leaders bring with them a unique set of skills, knowledge and experiences, the advantages of learning from peers are further magnified when applied to this group. According to organisational development expert and facilitator of IML ANZ’s Intentional Leadership Foundations program, Kerry Irwin, sharing these aspects amongst peers enriches the learning experience.

Irwin explains, “The theory and practice delivered in a peer learning program is brought to life by the participants’ past experiences. It embeds the learnings. So whilst the theory may fade in the mind of participants, the examples shared by others in the room means the learnings are brought further to life and they stick.”

 

Diversity of thought is better

Several perspectives are also better than one. Irwin strongly believes that leaders benefit from the wide experience and views brought into the room by a cohort of peers.

“A teacher-led or trainer-led approach limits the participants to only one view. Either that of the trainer or the organisation who designed the program.”

Irwin adds that effective peer learning does not require a trainer or a teacher. “You need a facilitator who understands and encourages the flow of discussion, which brings about fruitful learning,” she said.

 

Not a silver bullet

Of course, peer learning should be just one element of the way leaders learn. Irwin points out that coaching is best conducted one-on-one and when it comes to technical learning, courses that are focused on the individual’s skills gap, and therefore the need, is best.

Adult learning delivery should vary according to the individual’s personal learning preference, and this is a key consideration as to whether peer learning is the right choice. “Some may learn better as an individual, for example online, if group work makes them anxious therefore hurting their learning experience”.

 

Learning from and with like-minded individuals has its merits when contrasted to the typical classroom-based, teacher- or trainer-led approach. Mainly when peer learning is an element of a leadership development program, participants have strong shared motivation: learning to be better leaders. Irwin also states the importance of being open to others’ views and experience. She concludes, “If they approach the session with a curious mindset – even better!”