Tag Archives: career management

Are Your Meeting a Waste of Time?

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Small business owners and their small staffs are busy, and the last thing they need is an unproductive meeting that drags on and on. How do you tell if your meeting is wasting valuable time and how do you correct the problem?
[ Special bonus:  Download the Effective Meeting Checklist <<HERE and NOW>>]
Some basic rules for meeting management will help the situation:

1) Have a specific purpose and goal for the meeting.

2) Only have agenda items that support and accomplish that goal.  (If you have multiple goals for one meeting, then you run the chance of wasting valuable time for the people that are only interested/involved in one of the goals.  Call different “shorter” meetings instead).

3) Only invite people that have the authority to “do something” to accomplish the meeting’s goal.

4) Setup and publish the meeting’s purpose, ground-rules, time-limits and explicit agenda-topics.

5) Have a note-taker that is not expected to actually participate in the meeting to take notes and publish the notes (you can now include video taping or audio taping of the meetings as well — but you still want someone to quickly summarize the results and action items)

6) Always do an end-game review:

  • Review/Summarize the highlights and decision;
  • Decide if the meeting’s purpose and goal was actually accomplished;
  • Emphasize the “Call to Action” items;
  • Identify the explicit owners for each Action Item;
  • Assign a deadline or time-frame for the item;
  • Clarify the success criteria for each Action item (make sure everyone in the room has the same understanding of what DONE really means in this specific issue – make sure everyone has the same expectations);
  • if it was decided that the meeting was not successful in completing it’s goal – Outline any remaining Open Items,
  • Specify the date/time for the next meeting if there are any Open Items and who is in charge of facilitating and who should be attending that next meeting.

Often times meetings are unsuccessful because they simply do not have the right people in the meeting to make the decisions.  If you have a specific goal for each meeting, you can decide early on if the meeting has the right people to accomplish the goal.  If the right people are not there – do not proceed with the meeting OR have the right meeting for the people that are there.

 [ Special bonus:  Download the Effective Meeting Checklist <<HERE and NOW>>]

How Should Employed Candidates Job Search Secretly?

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Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time  and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.

Today’s question is:  How Should Employed Candidates Job Search Secretly?

The most effective way to job search secretly is to perfect your business networking skills.

I am assuming that you have already explored promotions and lead positions with your current manager.  I am assuming that your manager is aware of your career goals and individual development plans.  I am assuming that you feel that your manager can not assist you in these areas.
Some networking options available to you are:

1) Don’t overlook other positions within your company.  Get to know co-workers in sibling departments and invite them for lunch to find out more about their department, positions, products, etc.

2) Offer your services to sibling departments, nonprofit organizations, friends and family – doing the things you want in your new job.  Illustrate your skill and talent in this area to others.

3) Get an appointment with an external recruiter and just talk to them (in confidence) to find out the relevancy of your current skill set, if you need to master a different craft, or gain additional certification to make yourself more attractive to the outside work force.

job labyrint If you are ready to take that step toward job interviewing, I have a list of good questions to ask at a job interview.  To get your copy, please register <<HERE>>

If you need additional information, I am  available for business and professional development coaching.

I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit.  The toolkit goes into the who, what, where, when, why and how of all of the above.  It contains audios, videos, presentations, and worksheets for your use and growth.  Take the next step and check the toolkit out <<HERE>>

How to be super productive when you only have five minutes

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There are several ways to be productive when you only have five minutes (i.e. this will take less than 5 minutes to read):

1) Learn to delegate.  Be open to the concept that you have a talented staff around you.  Just because you can do something doesn’t mean you should be doing it.  If the item is something that others can handle satisfactorily, hand it off.  Only keep the items that ONLY YOU can do.   Only keep the items that are aligned with your pay-grade, and career goals.  This allows you to use your five minutes to review several projects that other people are handling for you.

2) Set your timer.  Often times it’s never a “all or nothing” type of thing.  Set your timer for 5 minutes and chip away at some of your inventory and backlog of email, notes or clutter. When the timer goes off – so do you.  Repeat this several times during the week until your inventory is eliminated.

3) Use the time to setup appointments that leads to high-income activities.  Keep your phone conversations short, to the point, and use them to setup a longer meeting to fully discuss the issue.  Keep the interactions to the point — i.e.  decide on time, place, and reason for the meeting.  Then hang-up and log it in your calendar.  You can set several high-income generating appointments within 5 minutes.

4) Announce upfront that you only have 5 minutes to review their progress or listen to their issue.  Use that time to properly delegate to the right group or agree to a longer meeting later to discuss.  Hand-off the coordination of that meeting to the person that brought the issue to you. Tell them at that time, how much time you will have for that lengthier meeting.   Leave in 5 minutes (use the timer method).

5) Always arrive at least 10 minutes early to a meeting or event.  Carry a professional or personal development activity or your Individual Networking Strategy Workbook (discussed further in the Professional Development Toolkit) with you.  When you arrive at a meeting early or the meeting is starting late — take out your professional or personal development activity and study it.  OR use this 5 minutes to business network with those around you.

The Professional Development Toolkit goes into more detail on the who, what, where, when, why and how of all of these things.

For more information, why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward.
With enough notice, it would be my honor to guest speak at no cost to your group organization.

How to Prep for a Job Interview

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Hello, this is Laura Lee Rose – speaker and author.   I am a business and career management coach that specializes in time management, project management and work-life balance strategies.  I help people create procedures and systems to save time and enable them to delegate to others.  Simply put, I give people the peace of mind to know that everything is getting done the way they want.
Today’s question came from a reported regarding the best way to Prep for  a Job Interview

Hi, Laura;

I’m looking for surprising, out-of-the-box ideas on how to best prepare for a big job interview.

Here are some proven, out-of-the-box tips (these tips also work in all types of business meetings):

 

1) Take on the persona of a talk show host or a guest of a talk show.  Participate in the interview as if you are a talk show host or talk show guest.  The talk show host or guest does the following:

a) Does his homework.  Know everything about company, and the position as you can.
b) Craft up interesting information that you found out about the company, and share that tid-bit.
c) Is confident and relaxed.  They know that they are the star of the show.  You are there because they want to get to know you and you them.
d) Carries on a conversation and doesn’t wait until the other person asks all his questions, before they ask theirs.  It’s a conversation – not an interrogation.
e) Has back-up props.  Bring additional references, articles, demos, prototypes, letters of recommendations, videos, etc to your interview.
f) Treats the host or guest as a friend — even if it’s the first time they have met.

2) Ask for a tour.  Nothing shows genuine interest in the job than to ask to be shown around.  Depending upon the type of position, you can ask to see or be introduced to:

a) the facilities
b) the product
c) the test lab
d) the team that you may be working with
e) a demo of the product that you may be working on

3) Design your questions to lead you into the direction that you want the interview to go into.  For instance, if you want to highlight a client advocacy program you developed at your last position, ask  how they collect customer feedback, how often and what they do with the results.  This then leads you into the discussion of how you designed your client advocacy program at the last job.  Have these questions already designed before you go into the job.

job labyrint I have a list of good questions to ask at a job interview.  To get your copy, please register <<HERE>>

If you need additional information, I am  available for business and professional development coaching.

I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit.  The toolkit goes into the who, what, where, when, why and how of all of the above.  It contains audios, videos, presentations, and worksheets for your use and growth.  Take the next step and check the toolkit out <<HERE>>

 

How to make the right call between multiple job offers

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How do job seekers receiving multiple job offers that weren’t quite what they expected know when to accept one, keep hunting, change directions or go off on their own?

job labyrintUse my Pro and XCon list.  Everyone is family with the Pro and Con list.  They list what they like about the job and what they don’t like about the job.  Using the Pro and Con method often results in indecisiveness because you often find that each job has as many Pros and they have Con.  Using my Pro and XCon list is a 3 column list.  You have your regular Pro and Con columns.  But then you add your XCon column.  The XCon column is third column.  You use the XCon column to list what needs to happen to turn the Con item into an XCon (or acceptable to you).

Then use the XCon items in your negotiation meetings.  This strategy actually better directs which one to accept OR if you need to continue to look.

Reminder:  Employers and companies are going to be putting their best foot forward during the interview and hiring process. If you find them unwilling to negotiate at the interview stage, they will be less likely to negotiate after you are hired.  If you do not like how they are reacting to your attempts to create alternative solutions, then merely move on without regret or doubt.

How do job seekers  know when to keep hunting or go off on their own?

My recommendation isn’t to “go off you your own”, just because you can’t find the perfect job.  Only start your own business if you want to start your own business.   Then the next question – after you have decided that you want to start your own business – is when to start it?   And, that my friend, is a topic for another day or better yet – a one-on-one business coaching meeting.

I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit.  The toolkit goes into the who, what, where, when, why and how of all of the above.  It contains audios, videos, presentations, and worksheets for your use and growth.  Take the next step and check the toolkit out <<HERE>>

Sample Pro-XCon Worksheet:

Pros Cons XCon What will reduce discomfort of the Con

Job 1

$45/hr – underpaid Request $60-65/hour
Analytical, model and mathematical work that I enjoy Don’t have enough money to do much. Ask if there’s an opportunity to get paid for your articles and publications on your findings (in addition to the hourly rate)
Opportunity to set a standard Can’t enjoy my free time very much. Find alternative/added revenue stream
Opportunity to present papers on discoveries
Opportunity to define processes and lead policies
     

Job 2
$85/hour
Easy work Have to accept without reading/signing a contract.  After I accept, I get a written contract to review and sign. Accept job, with the contingency on the review and acceptance of the terms.  And you will start 2-weeks after you sign the contract. Don’t give Glaxo a resignation until you have read contract.
Will have enough money to do a few more things (including supporting my daughter if she needs it). Not very exciting or challenging work. Ask if there are presentation opportunities within the company.
Will have some funds to enjoy my free time.  Will have some free time to enjoy. Ask if there are any opportunities (in this company) to set standards or procedures in the area that you are interested in.
Is there an outside activity that can fill the presentation, publication, and setting standards gap?  Is there another thing that gives me the same fulfillment or filling?

MicroManagers – how do you deal/handle them?

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Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time  and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.

Simply put, I give people the time to be, do and have whatever they want.

Today’s topic: Micro-managers – how do you deal/handle them?

I am sure many of us have come across micro managers; I have been told there isn’t the best way to tackle them. However, there are some effective approaches..

Do you handle them( micro-managers) from the top management level or through other workers who work under and around the micro manager. But more importantly what is  a tactful strategy or a method you can take.

What are some tactile actions to dealing with them and how one can be brought into control.

How can they be avoided – Is the culture of the company to blame for their behavior?

The false premise in this question is the idea of “how to control your micro manager”. The idea of “control” is what started this discussion in the first place. Most micromanaging stems from an insecurity that things are not going to be handled the way that they should be. The manager doesn’t either truly trust his/her team OR his own management of his team. He wants to control everything to make sure it is a success (or match what he believes to be a success).

The next false premise is to spend time on finding someone to blame “Is the culture of the company to be blamed for their behavior?” While it may make us feel better to “pass the buck” – it doesn’t help us in our immediate situation. Cultural change in an organization takes time. But there are things we can immediately implement to get ahead.

As an individual and team contributor – one can 100% affect change in our own responses and reaction.(and not anyone else’s).  So that is where I recommend my clients to start.
In my experience, the best way to work with a micro manager is to understand their fears and their department goals. Then do everything you can to illustrate that you are in their corner; that they can rely and depend upon you; that you are their right hand person. And I’m talking about action and deeds (not just lip service).
This is my same recommendation for working with any type manager or team. It’s just that with a micro-manager, you need to increase or heighten your awareness and steps. For instance:

1) I normally recommend employees take the initiative to schedule regular one-on-one meetings with their managers once a week or at least twice monthly. If you are working with a micro-manager, you may need to schedule a 15 minute daily meeting. If you don’t already have daily one-on-one meetings with your micro-manager to proactively review what’s been done, where you are now, and where you plan to be by the end of the day or week – start. If you schedule daily, regular check-ins – the manager will avoid interrupting you frequently because he knows he has a regular meeting already scheduled with you.

For a free checklist on “How to Hold an Effective One-on-One manager’s meeting”,  request the checklist <<HERE>>

2) Be totally transparent with your manager (this is the same advice I would give working with any type of manager or team player). Since the micro management comes from insecurity and distrust, be an open book. Go out of your way to lay your cards on the table (using your frequently, scheduled one-on-one meetings) to discuss his expectations, the department goals, your goals. And explicitly discuss and show how you plan to achieve those goals. Illustrate that your goals and his goals are aligned. That when he does well, you know you will do well and vice-verse.

3) Ask him what you can do for him to achieve his business commitments and exactly what you need from him for you to help him meet his business commitments. (Once again – I would recommend this action with any type of manager).

4) Ask him how often he would like an update, how he would like it, when he would like it.   If he is micromanaging and constantly asking for updates – it’s a sign that you are not giving him updates as frequently as he needs to feel comfortable.  Create a Communication Plan and outline how you should communicate regular status, problem issues and solutions, Critical issues, etc. If you and he have an agreed upon communication method (like a fire escape plan) – he knows how (i.e. email on regular status, by phone on critical situations and your solution) and when (how frequently) he will be notified for different issues. [People often make the mistake of not reporting in when nothing has changed. The fact that nothing has changed is a status report and can be important information to your micro-manager ] Find out exactly what he needs from you to feel comfortable and safe. Then do it that way every time.   This gives you the reputation of dependability and reliability.  Attributes he needs to see to feel safe.

5) If your manager suddenly turns into a micro-manager (not his normal style); realize that he/she is probably getting some heat from his supervisors AND he is probably trying to shield you from the chaos from above (while at the same time get the executives the information that they need). Offer to attend and speak to the executives yourself (with your manager). This reduces some of the pressure, because you can answer the technical and day-to-day questions that the executives might have. You will also get some great high-level exposure as someone that really knows his stuff.

Once your manager realizes that he can count on you to deliver exactly what you say and when you said you would do it – he will be able to rely on not only your deliveries but your advice as well.

If you take on more of a leadership role in your relationship with your manager, he will feel more comfortable releasing his reigns. Sometimes people micro-manage because they can’t literally see anyone else stepping up to the plate. Sooooo, Step UP!

If you want more information on these techniques, just holler at me,  LauraRose@RoseCoaching.info

In the Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above.

For more about the toolkit and my other online courses, please visit www.lauraleerose.com/ecourses

 

Also following online courses:

 

 

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

Bragging advice for the terminally shy

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.

Simply put, I give people the time they need to be, do and have whatever they want.

It can be incredibly difficult for women to self-promote, since culture traditionally encourages self-disparaging attitudes in women. But not just women have this problem.  How can you get over cultural barriers, or natural shyness, and really toot your own horn? Here are some tricks, and methods for learning to brag about one’s skill set and experience in order to build a business, attain new clients or get that promotion.
Several avenues:
1) Just Ask.  When you do good work, more often than not, a coworker, sibling department or client will come up and either thank you for your service or complement you.  Take that opportunity to ask them to “put it in writing” as a testimonial or to your manager, and cc you and their manager.  They are always happy do do that.  The only reason more people don’t do it, is because it never occurs to them.  Just Ask.  Make is a point to do something nice and valuable for someone else, at least twice a month and ask for the note or even a video testimonial.
2) Create your Professional and Career Press Kit.  Collect accolades. awards, recognitions, accomplishment, and customer notes in your achievement folder or Career Press Kit – as they happen.  To many times people wait until the end of the performance review to remember what they accomplished throughout the year.  Note them as they happen and you won’t have to remember.
3) Speak up.  Start giving informative and valuable presentations and proposals.  The best way to illustrate your value is to illustrate your value.  If you are in the corporate environment, give Brown Bag Lunch training sessions on the next generation technique; create a proposal on how to either increase revenue, reduce costs or decrease time to market; start a movement to optimize or automate non-billable hours so that everyone can spend more time making money for the company.  Stay visible with videos and even incorporating your head-shot to your email signatures.  Make sure people know who you are.  Make it a point to do at least 1 public speaking engagement a month.
4) Appreciate others.  When someone else helps you, write a note to their manager and cc-your manager and them.  Outline the important task that you accomplished with their help.  Make it a point to thank at least one person a week this way.
5) Shine through others.  Bring in valuable speakers and talent into your department.  Create your own catalyst event to bring others together.  Be the opportunity agent that connects the right pieces by asking experts to speak at your speaking series, interviewing them for the company newsletter, or arranging a consultation on a specific problem that your department or client is having, etc.  Include this as your one-speaking engagement a month activity.
6) Weekly manager or client meetings.  Take the initiative to schedule repeating weekly one-on-one meetings with your manager or client.  Through the act of reviewing your weekly accomplishments, you are getting your achievements some stage time.
7) Don’t keep it in-house.  If your manager is the only one aware of your talent and expertise, you are doing yourself a disservice.  During performance time, all the managers of the same band have to rate and rank their pool of employees against each other.  If you are only known to your manager – you won’t fair well in that comparison.  Start volunteering your service and expertise to sibling departments other target markets.  Be working on at least 1-side project for someone else at least twice a month.  This is a good way to get “thank you notes” from the others and keep the pipeline of jobs coming.

As you may have noticed, I included a schedule to each of these action items.  And each of this actions as associated with actually “doing the work” ( or the right to brag).   The key is keep practicing on a regular schedule.  If you continue to see yourself as shy, the you will stay that way.  If you visualize yourself as a mover and shaker, you will become what you imagine.  A habit is just a thought you keep practicing.  Keep practicing the thought that you are a valuable and vibrant person.

If you want more information on these techniques, just holler at me.  LauraRose@RoseCoaching.info

What strategies do you use to stop procrastinating?

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I am a business and efficiency coach.  I work with my clients on this issue frequently.  We would take an objective look at why you are procrastinating.  Sometimes your inner-knowing is using “procrastination” to actually tell you that this isn’t really your responsibility or the timing of this tasks isn’t right or the way you are planning to go about the task isn’t right or any number of things.

Instead of fighting against procrastination – use it as an indicator to re-evaluate what you are about to do.

  • Is this task really on your purpose – or are you doing someone else’s responsibility?
  • Is this task really worth your time?  Even though it’s a MUST DO – can you pay someone else do accomplish it in less time and money – then it would cost you to do it yourself?
  • Is this task better accomplished with friends and family – instead of all alone?
  • What’s the reason for this task?  Sometimes the task mutates away from the actual essence of the goal.  ASAP is (Analyze, Strategize, and create an Action Plan)

Then use the 4D’s to make better use of your time.   If you want more information on these techniques, just holler at me.  LauraRose@RoseCoaching.info

Why are managers more satisfied with their life than non-managerial employees?

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A recent Pew Research Center survey found that managers are more satisfied with their family life, jobs and overall financial situation than non-managerial employees. However, despite all that, more respondents said they would not want to be a boss or top manager–43% vs. 39%.

Pew Research Center did not explore the reasons behind their findings so I’d like to explore these two findings a little deeper. Specifically: 1) Other than getting paid more, why are bosses more happy than non-managerial workers? Isn’t it more stressful to be a manager than it is to be an individual contributor? 2) If being a manager is overall more satisfying, why did so many people say they did not want to become a boss someday?

1) Other than getting paid more, why are bosses more happy than non-managerial workers? Isn’t it more stressful to be a manager than it is to be an individual contributor?
It’s not the title, it’s the attitude and mindset.
People that feel in control of their professional development and career growth are normally more happy than people who feel that they are not empowered to decide their own destiny.  People that feel they can design their own career direction and take full responsiblity for their professional develoment – are often more happy then people that wait for someone else to decide their career path.
People that feel empowered are normally those who advance up the technical or managerial corporate ladders.  They feel free to slightly deviate from the assigned tasks to accomplish the essence of the goal via an even better solution – one which increases company revenue, limits costs, or reduces time to market.  They take on assignments above their grade-level and business network with sibling departments and other managers.  They market their skills, proposals and services to others outside their immediate group.  They make sure to offer their assistance  outside the company through professional organizations and associations. People that have bigger career plans beyond their current position are often happier because they have the Big Picture and vision in mind.
People that are only focused on keeping their current job and not rocking the boat, often stay as individual contributers. They stay focused on doing their assigned tasks, properly.  They feel that they are doing everything that is being asked of them and often work late and weekends to complete their assigned tasks. They mistakenly believe that doing excellent work in everything that is asked of you – should bereceiving an Excellent Performance Review.  Yet they continually receive “Meets Expectations” or “Average” – which rarely gets a raise or bonus.   People that focus on “doing everything that is asked of them” – do not realize that bosses expect you to do well at your assigned dutites.  Therefore you are merely “meeting expectations”  — not excelling.  Because of this thinking, these types of people often stay both frustrated and as individual contributors.
Once again – it’s not necessarily “manager” versus “staff” titles that are causing this separation; but the attitudes of the individuals.  It’s the feeling of empowerment versus disempowerment.

2) If being a manager is overall more satisfying, why did so many people say they did not want to become a boss someday?
Ironically it is the for same reason.  The same people that are uncomfortable about taking responsiblity for their own careers, are uncomfortable about taking responsiblity for a staff or project.  They do not want the responsibility of directing or steering either a team or themselves.  They don’t want the responsibility of leading any one.
Once again – it isn’t the title.  It is the attitude.  There are many happy individual contributers in both large and small companies.  They are happy because they have autonomy, mastery of their craft and purpose.  They are doing exactly what they want to be doing, and they do it well. They have confidence in their expertise and are respected in their position.   People around them admire and they feel comfortable providing alternative solutions and proposals.   Because they have a following or fanbase, it’s not difficult for them to lead.  They feel empowered and able to influence those around them.  Because of their positive attitude and influence on others, they don’t often stay as individual contributers and are often promoted to leadership role.  NOT because they have a desire to LEAD anyone or tell others what to do; but because they have automatically attracted a following or fan base that are already in-line with their passions and goals.  It is because of this that leadership is their next natural step.
I am a business and career management coach and expert.  I have a Professional Development Toolkit online course that covers all of the above.

7 Public Speaking Tips for Introverts

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SpeakingHello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time  and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Stephen Wynkoop and I regularly meet on professional development topics. Our interviews can be found at Laura Rose Career Management Series

This week’s topic was “Public speaking tips for introverts”

7 public speaking tips for introverts

As we rise up the corporate ladder, public speaking (whether in the form of presentations, proposals or seminars) becomes a large part of our advancement.  It helps us build our reputation, credentials and professionalism.  As our career develops, our professionalism and talent needs to become more public; therefore, public speaking will become a part of the job.
Even though public speaking is important to any career advancement, many are uncomfortable in front on an audience.

Here are some quick tips:

1)    Consider ToastMasters to improve your public speaking.  It’s a unintimidating environment filled with people with the same goals.

2)    Talk about things you are passionate and know about.  Everyone is excited to talk about their passions and experiences.

3)    Practice, practice, practice.  Take every opportunity to stretch yourself.  At every interaction, make it a goal to tell one story to a stranger or group (just one story).

4)    Think positive. Visualize the speech several times before you actually make it.  Screenplay it exactly has you want it to go.  While you are speaking, pretend that you are someone else.  Channel one of your role models and give the speech as he/she would do it.

5)    Everyone understands how difficult it is to speak in front of groups.  They appreciate what it takes to get up there and want you to succeed. Acknowledge that everyone in the audience is on your side.

6)     Another thing that helps is to use your speech to speak well of someone else.  Sometimes it is easier to speak of someone else’s’ endeavors and accomplishments because you are placing the spotlight on them (instead of on yourself).

7)    Use a familiar prop.  Sometimes a prop helps with nerves because some of your attention is focused away from the audience and onto the prop.  Creating “how to” speeches or presentation is an easy way for introverts to ease into public speaking.  Make sure you know “how to” do that item.

Let’s cover some of these tips in more detail.

Talk about things you are passionate and know about. Talk about things you know all about.  Start with some “how-to” presentations or items that you are the resident expert.

To avoid the “audience know-it-all”, talk about your experience.  If someone disagrees with your opinion, all you have to do is say, “Well, this has been my experience.  Your results may vary.”

If/When you don’t know the answer, use that opportunity to business network.  Say, “I don’t know, but I am also interested in the answer.  I’ll look into that.  If you can leave your business card or contact information, I’ll find out and will get back to you.”

Practice, Practice, Practice.  In this day and age, there is no reason not to practice.  Most laptops, Ipads, tablet, iphone has camera/video options.  Film your speaking engagements; setup weekly BlogTalkRadio episodes, give webinar presentation, setup Brown Bag Lunch session at the office; offer to speak at your professional organization or business networking meetings.  There is an unlimited number of ways to practice.

Use props such as PowerPoint slides, short video, cartoon, joke, white board, chalk board, demo software, or a visual aide to illustrate a point or metaphor.  This allows you distract yourself away from the audience.

Focus on someone else’s accomplishments and achievement in your speech.  By focusing your attention on your admiration on someone else, you forget about yourself.

Pick one or two faces in the audience and talk directly to them.  Pretend that they are new friends and you are just explaining your topic to them.  Everyone in the audience is already interested in your topic (otherwise they would not be there).  So there are already tuned-in and supporting.

Just relax and breathe.  Everyone is already one your side in this.

In the Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet.