Becoming a powerful person in meetings and the networking arena


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  • Have delegates all individually come up with a definition of Brand
  • Have delegates all individually come up with a definition of Brand
  • Have delegates all individually come up with a definition of Brand
  • At Bridge, one of the things we stand for is turning words into actions. So it’s really looking at those words that your website or brochure is saying, and turn that in to deliverable actions through your frontline, so really delivering that ‘highest standard’ promise. At Bridge, these are the words we live by, and everything we do, we want those words to be in our delegates’ mind.
  • Come Up with your Five Words
  • Identify the cause of your stress. Is your heart pounding because that idiot just cut you off on the freeway, or is it because of that presentation you have to give to your boss this afternoon? Think for a moment and try to figure out what’s really bothering you. Choose your response. Even if you’re powerless to change the source of your stress, you have the power to choose how you’ll respond to it. The appropriate response to stress should depend on what’s causing it: you can either shake off your stress (ignore it and let it go immediately) or face it head-on. In order to choose your response, ask yourself some questions. Does it matter? Yeah, it’s all small stuff, but some stuff is smaller than others. Consider how long the source of stress will affect you. That idiot driver will be gone in a moment if you just let him keep speeding down the road, but the death of a loved one may affect you for years. How much control do you have over the situation? You can’t control the rain that’s ruining your wedding, but you can control how well you do on your algebra exam tomorrow. Is the source of stress in the past, present, or future? You can’t change the past, but you can respond to the present and prepare for the future. Let your past troubles fade. Be mindful of and focus on the important things in your life. Your life is precious, so let not the extraneous things interfere with more important things in your life. Shake it all off. If a situation is beyond your control, or if it just isn’t that important, stop worrying about it. Easier said than done? Just do it. Inhale deeply through your nose. In your mind, count to five seconds, and then exhale slowly through your mouth, for another five seconds. Repeat this breathing pattern until you feel comfortable with it. Think about something else. Get your mind off the stress by thinking about something that makes you happy, such as your kids or spouse (provided they’re not the cause of the current stress), or by concentrating on the things you have planned for the day. Visualize relaxing things, such as a deserted island or a country road. Close your eyes and try to picture even minor details about the imaginary place, and you can put yourself in that situation instead of the one you’re in. Get away from the cause of the stress. If you can physically escape the stress trigger, do so. Leave the room or pull off the road for a moment to put things in perspective. Get some exercise. Whether you go for a run, do calisthenics, do yoga, or lift weights, 10-20 minutes of physical exercise every day can relax you even when "nothing can".  Face your stress source head-on when you're ready. Getting stressed is not going to resolve the situation. Sitting around worrying is a good way to procrastinate, but procrastinating will only prolong or intensify the stress. Facing your stress head-on is really just a way to shake off a bad situation that you cannot or should not ignore. If you can change the outcome of a situation that matters to you, the quickest way to overcome that fear or to empower yourself is to take action as quickly as possible. Once you’ve resolved the underlying problem, you can shake off the stress because it no longer matters. The steps below will help you. If you feel paralyzed, use the steps above to relax and temporarily distance yourself from the situation just long enough to be able to see it clearly. Make a plan. Sometimes you can resolve a stressful situation right away with one action, but often you’ll need several steps, perhaps over a long period. Write out a plan with attainable goals and a time line for reaching those goals. Additionally, many stressful situations are avoidable. If you prepare ahead of time for important events and make contingency plans, you may not have to cope with as much stress later. An ounce of prevention is worth a pound of cure. 6Be realistic. If you continue to experience stress because no matter how hard you try you can’t take the steps quickly enough, you probably haven’t set realistic goals. In a culture that values a can-do attitude, it can be hard to accept that sometimes you can’t do something, at least not within a given period of time. If that’s the case, revise your time line or lower your expectations. If you can’t do that, the situation qualifies as one which you can’t control. Learn from your experience, but let it go. Take one step at a time. A complex problem can be overwhelming, even when you’ve got your plan mapped out, but remember: the journey of a thousand miles begins with one step. Just focus on one small goal at a time7
  • Have them tell the group their strengths confidence verses Arogance
  • Be realistic: Try to evaluate yourself as objectively as possible, and think about your performance in the context of your life, job or goals. Remember that simply fulfilling the requirements of your position doesn’t necessarily mean you’re reaching your full potential. At the same time, be sure to give yourself credit where credit is due; as people can tend to fall in two camps here. Big ego verses to critical and low self esteem.Be specific: Sweeping statements about your performance won’t get you very far unless you have the actions to back it up. For every accomplishment or strength you mention, have a specific example to back it up.Be honest: As tempting as it may be to overstate your accomplishments or take more credit for a project than you really earned. It is important that we do not begin to believe or own untruths. Be truthful about both your strengths and your challenges when evaluating yourself as the later is not seen as a weakness but an opportunity to grow and develop. Be clear: Ask yourself about your goals for the coming year; figure out what those goals are and state them clearly. If you’re interested in taking on more responsibility, describe exactly what you have in mind. If you want to grow within the company, be clear about how you see that happening. Be constructive: If you’ve had an issue (either negative or positive) with a particular person or situation, it’s OK as it has happened so use it to build a complete profile of yourself. Now that time as past try to remove the emotion for the situation and look at it objectively. Outline your thoughts as diplomatically as you can, and offer up a potential solution if possible.
  • Time – The most significant statement to agree is that time management is a myth. Time is a constant – there are no surprises. There have always been 24hrs in a day and 60 minutes in an hour.The ‘management’ should be internalised ie self-management produces effective time management.So mastering time and how it effects our day is about the use of:PrioritisationDelegationIt is also about the realisation of the cause and effects of Procastination – why do we do it? (See Flow and Sawyer Effect)Having sovereignty over time is also about the practice of ‘Decision Latitude.’ How a task has always been done is not necessarily the most time effective.Suggest that the delegates should consider time heavy tasks and challenge – Is the this the quickest, most effective way of achieving success?Decision Latitide is also about having the flexibility to carry out WHEN a task is carried out. Often the mental state of Flow and the achievement of Autonomy is more likely to be achieved when an individual can work to a timetable that works for them. Simply put – as long as a task is carried out successfully and in line with all deadlines, who cares when its done!
  • Becoming a powerful person in meetings and the networking arena

    1. 1. Welcome Becoming a LIVING BRAND® LEADER within your organisation Welcome
    2. 2. Building Powerful People Look
    3. 3. Powerful People in Meetings • Positive Attributes • Negative Attributes
    4. 4. Powerful People • Purpose • Energy • Structure • Change Orientation • Individual Presence • Enablement • Consideration • Warmth
    5. 5. What is Brand?
    6. 6. What is Brand? A brand is the identity of a specific product, service, or business. A brand can take many forms, including a name, sign, symbol, color combination or slogan.
    7. 7. What is Brand? “Nothing seems more obvious to me that a product or service only becomes a brand when it is imbued with profound values that translate into fact and feeling that employees can project and customers can embrace.” Sir Richard Branson
    8. 8. Inside the Minds of Leaders Building your Leadership Brand
    9. 9. What are YOUR Brand Values? What are your actions to bring them to Life?
    10. 10. Building Rapport Left Side Right Side Looks for cause and effect Looks at relationships Processes information bit by bit Processes information all at once Focuses on detail Looks at the whole Deals in fact and figures Asks ‘why’ Focuses on words to describe Uses pictures, imagery, colour Focuses on logic Thinks in lateral ways Likes order/put into sequence Is non-evaluative Evaluates/deals with rights and wrongs Focuses on emotions and feelings
    11. 11. Brain Test
    12. 12. Are Great Leaders Born or are they Made?
    13. 13. Self-awareness Do you see yourself as others see you?
    14. 14. What is…? Self-awareness describes the condition of being aware of one's awareness. It is having the ability to realistically see yourself as others see you and notice the impact that your actions and behaviours have upon interactions and situations.
    15. 15. Becoming a Tri Communicator What is your Leadership Style?
    16. 16. Top Tips • Reflecting on your intentions and your actions • Being aware of your own emotions and how to channel them • Understand what we do and how we might do it differently • Practice forms of meditation and self scenario roll plays • Keep a journal and write out your values and what is important to you • Except feedback from others with an open mind and as an opportunity to grow Remember: When we know what our values are, then it is much easier to chart a path in life and business that adds to our personal growth and happiness.
    17. 17. What is…? Self motivation is the ability to motivate oneself, to find a reason and the necessary strength to do something, without the need of being influenced to do so by another person. Working in a careful and consistent manner without giving up.
    18. 18. Motivation – on the move
    19. 19. Self Motivation What are your goals?
    20. 20. The Mindset and Drive of the Powerful Person Pride + Proposition = Personal Power • Why are you proud to work for your organisation? • Why is your function so invaluable to the success of the business? • What do you bring to the party?
    21. 21. Top Tips • Think about the achievements in your life • Examine your strengths to understand what you can build on • Determine what other people see as your strengths and key capabilities • Set achievable goals for yourself, work to achieve them, and enjoy that achievement • Seek out mentors and other people who model the competencies, skills, and attributes you desire
    22. 22. “Imagination is everything. It is the preview of life’s coming attractions.” Albert Einstein once said,
    23. 23. Do you follow your intuition?
    24. 24. Intuition
    25. 25. What is…? A form of evidence that is often referred to as a gut feeling or a hunch. It differs from common sense, which relies on someone’s philosophy or personal perspective, rather a strong feeling about the correct decision path. Intuition can be seen as a very holistic decision making approach as it tries to consider and integrate information from all the senses. Intuition is the ability to process information, both internal and external, that allows you to make great decisions.
    26. 26. Top Tips • Ask more questions • Pay attention to what catches your eye or ear • Meditate on information • Look at various other possible scenarios • Listen to your body • Honour your way of perceiving
    27. 27. Listen to your gut!
    28. 28. Why did you know what to do? In pairs, discuss a time when you used your intuition on a project. You knew what needed to be done and you acted upon it. Then delve a little deeper - how did you know what the next and best move was?
    29. 29. Emotional Management Can you manage your emotions?
    30. 30. What is…? The notion of emotional management refers to the fact that emotion is not just a matter of automatic emotional response, but is co-constructed through our attempts to feel and express emotions that are appropriate in connection with specific situations. It is having the ability to remain calm and clear in our response during heighten levels of external emotional stimuli.
    31. 31. Emotional Management
    32. 32. Staying on the Neutral Zone
    33. 33. Top Tips • Identify the cause of your stress earlier by knowing the individual character types and how they affect you • Choose your response carefully • Shake it all off and breath • Face your stress source head-on when you're ready • Make a plan and be realistic • Take one step at a time (bit size chunks)
    34. 34. What pushes your buttons? Emotion Reaction
    35. 35. What pushes your buttons? Work Stressor Reaction
    36. 36. Breath Creating a Powerful Person from within
    37. 37. What is…? Empathy is the capacity to recognize and, to some extent, share feelings (such as sadness or happiness) that are being experienced by another person. Not to be confused with sympathy as empathy is then to apply an appropriate action that allows that individual to move forward.
    38. 38. Top Tips • Give someone your full attention both in mind and body language • Actively listen and not just with the intent to respond • Choose your words carefully • Take the time to really put yourself in their shoes • Offer guidance on the most appropriate action to move forward
    39. 39. Positive Living Focus "Your life today is the result of your attitudes and choices in the past. Your life tomorrow will be the result of your attitudes and the choices you make today."
    40. 40. What is…? The Elasticity of your Personality • Dealing with different individuals • Building internal relationships • Strong brand representation • Driving employee advocacy • Having a relaxed and confident approach to role What are your strengths?
    41. 41. Top Tips • Make yourself approachable • Ensure that you are living the brand values • Take into consideration your presentation skills and styles • Be more active in the company • Build an internal network that allows you to develop new strengths
    42. 42. Time to blow your own trumpet
    43. 43. What is…? Marketing researchers typically have two objectives One: To determine what segments or subgroups exist in the overall population Two: To create a clear and complete picture of the characteristics of a typical member of each of these segments.
    44. 44. Top Tips – Profiling who you Meet Be Realistic: Evaluate them as objectively as possible Be Specific: Make sure you get detail of the characteristics Be Honest: Determine how you will work with them Be Clear: Ask yourself about your goals for the meeting Be Constructive: Look at various situation with a fresh, non-emotive and objective view.
    45. 45. Preparation is Key How do you prepare to launch into a new audit? List out the top five things that you do in order to ensure you will be successful?
    46. 46. Core functions of Project Control • Plan - seeking information, defining tasks, setting aims • Initiate - briefing, task allocation, setting standards • Control - maintaining standards, ensuring progress, ongoing decision-making • Support - individuals' contributions, encouraging, team spirit, reconciling, morale • Inform - clarifying tasks and plans, updating, receiving feedback and interpreting • Evaluate - feasibility of ideas, performance, enabling self assessment
    47. 47. Time Without sovereignty over our time, it’s nearly impossible to have autonomy over our lives
    48. 48. Time Management Tips Step 1: • Write down all of the tasks that you need to complete. If they're large tasks, break out the first action step, and write this down with the larger task. (Ideally, tasks or action steps should take no longer than 1-2 hours to complete.) Note: • You may find it easier to compile several lists (personal, study, and workplace To-Do Lists, for example). Try different approaches and use the best for your own situation.
    49. 49. Time Management Tips Step 2: • Run through these tasks allocating priorities from A (very important, or very urgent) to F (unimportant, or not at all urgent). • If too many tasks have a high priority, run through the list again and demote the less important ones. Once you have done this, rewrite the list in priority order
    50. 50. Prioritised to do list Task Priority (A-F) A=Important and F=Unimporant
    51. 51. Using Your To-Do Lists To use your To-Do List, simply work your way through it in order, dealing with the A priority tasks first, then the Bs, then the Cs, and so on. As you complete tasks, tick them off or strike them through. You can use To-Do Lists in different ways in different situations. For instance, if you're in a sales or event role, a good way to motivate yourself is to keep your To-Do List relatively short, and aim to complete it every day. In you're in an operational role, or if tasks are large or dependent on too many other people, then it may be better to focus on a longer- term list, and "chip away" at it day-by-day. Many people find it helpful to spend, say, 10 minutes at the end of the day, organizing tasks on their To-Do List for the next day.
    52. 52. 10 Common Time Management Mistakes • Failing to Keep a To-Do List • Not Setting Personal Goals • Not Prioritizing • Failing to Manage Distractions • Procrastination • Taking on too Much • Thriving on "Busy” • Multitasking • Not Taking Breaks • Ineffectively Scheduling Tasks
    53. 53. Mind Mapping
    54. 54. Mind Mapping
    55. 55. Meeting Control The first five minutes of a new meeting is the most important. It will determine the future relationship that you will have with that person. Make it Count!
    56. 56. Sitting in the Power Seat Take time to listen to and really understand people. Walk the job. Ask and learn about what people do and think, and how they think improvements can be made.
    57. 57. Sitting in the Power Seat Accentuate the Positive - express things in terms of what should be done, not what should not be done. If you accentuate the negative, people are more likely to veer towards it.
    58. 58. Sitting in the Power Seat Have faith in people to do great things Given space and air and time, everyone can achieve more than they hope for. Provide people with relevant interesting opportunities, with proper measures and rewards and they will more than repay your faith.
    59. 59. Sitting in the Power Seat Take difficult decisions bravely - and be truthful and sensitive when you implement them.
    60. 60. Sitting in the Power Seat Constantly seek to learn from the people around you - they will teach you more about yourself than anything else. They will also tell you 90% of what you need to know to achieve your business goals.
    61. 61. Sitting in the Power Seat Embrace change, but not for change's sake – plan your own success, and only make promises that you are assured to deliver on.
    62. 62. Preparation is Key How do you prepare to launch into a new audit? List out the top five things that you do in order to ensure you will be successful?
    63. 63. Rising to the Challenge Powerful Meeting Control Unconscious Incompetent Conscious Incompetent Conscious Competent Unconscious Competent
    64. 64. Rules of Engagement • Powerful People Agenda • Pre-requesting information • Finding out about people involved • Controlling environment • Pace setting • Confidence techniques • State management
    65. 65. Setting Goals & Objectives • What do I want to achieve • Who will be involved • Time Frames • Roles & Responsibilities • Future Pacing (going to end of process and working backwards)
    66. 66. The consultant auditor = Wants x Needs x Support The 80 / 20 Rule The Audit Trail – The Consultant Auditor What do others want? What do others need? How can I support them? The Consultant Auditor
    67. 67. Rules of Engagement The Consultative Audit • What does the person you are meeting want to get out of the audit? • Understanding the role of expectations lines • What will they need to do in order to achieve that? • How can you support them on that journey?
    68. 68. Challenges Arena Power Zone Rising to the Challenge Bridge Rings of Power
    69. 69. Challenges Arena Leadership Power Zone Reactive
    70. 70. Challenges Arena Leadership Power Zone Motivation is a Proactive Mindset
    71. 71. The ACTION Bridge Can I (we) do anything about the challenge? Where I am now Where do I want to be? What can I do about it?
    72. 72. ‘The Conversation Cycle’ Inform InviteListen Acknowledge
    73. 73. Closed Question Effective Questions Open Question TED Hypothetical / Reflective Question Closed Question Open Question TED Hypothetical / Reflective Question
    74. 74. Rules of Engagement Becoming a Tri-Communicator •Visual •Auditory •Kinaesthetic
    75. 75. • Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.
    76. 76. Rules of Engagement When you communicate face-to-face... The way that you say those words 38% The gestures you use 55% The words that you say 7%
    77. 77. Communication Styles The content behind your projected personality
    78. 78. Projected Personality
    79. 79. Projected Personality
    80. 80. Visual language Visual An eyeful Appears to me Beyond a shadow of a doubt Bird’s eye view Catch a glimpse Clear-cut Dim view Eye to eye Flashed on Get perspective Get a scope on Hazy idea High view In light of In person In view of Looks like Make a scene Mental image Mental picture Mind’s eye Naked eye Paint a picture Photographic memory Plainly see Pretty as a picture See to it Short-sighted Showing off Sight for sore eyes Staring off in space Take a peek Tunnel vision Under your nose Up front Well-defined
    81. 81. Projected Personality
    82. 82. Auditory language Auditory After-thought Blabber-mouth Clear as a bell Clearly expressed Call on Describe in detail Earful Express yourself Give an account of Give me your ear Grant an audience Heard voices Hold your tongue Idle talk Inquire into Keynote speaker Loud and clear Manner of speaking Pay attention to Power of speech Purrs like a kitten Outspoken Rap session Rings a bell State your purpose Tattle-tale To tell the truth Tongue-tied Tuned in Unheard of Utterly Voiced an opinion Well-informed Within hearing range Word for word
    83. 83. Projected Personality
    84. 84. Kinaesthetic language Kinaesthetic All washed up Boils down to Chip off the old block Come to grips with Control yourself Cool/calm/collected Firm foundation Floating on air Get a handle on Get a load of this Get in touch with Get the drift of Get your goat Hand-in-Hand Hang in there! Heated argument Hold it! Hold on! Hot-head Keep your shirt on! Know-how Lay cards on table Light-headed Moment of panic Not following you Pull some strings Sharp as a tack Slipped my mind smooth operator So-so Start from scratch Stiff upper lip Stuffed shirt Too much a hassle Topsy-turvy Underhanded
    85. 85. Positive Framing Is the glass half full or half empty?
    86. 86. Positive framing is the idea that manipulating the way information is presented can influence and alter decision making and judgment about that information. Through the use of images, words, and by presenting a general context around the information presented we can influence how people think about that information. Positive Framing
    87. 87. Embedded commands are words and phrases enclosed (embedded) within a larger context. They are units of meaning that can often have an impact beyond that which is apparent in or intended by the larger structure within which they appear. Power Words
    88. 88. • I think you’ll BE WISE if … • The BEST WAY to solve this… • I can CERTAINLY do that for you ... • I UNDERSTAND EXACTLY what you mean ... • It would be a PLEASURE ... • I CAN CONFIRM that you will DEFINITELY ... • I don’t want to bother you, but… • I can imagine you are frustrated… Power Words
    89. 89. Meeting Strategies • First Impressions
    90. 90. Keaton • Outgoing = • Patient = • Intelligent = • Friendly = • Creative = • Determined =
    91. 91. Keaton • Outgoing = • Patient = • Intelligent = • Friendly = • Creative = • Determined =
    92. 92. Meeting Strategies – First Impressions Presenting Yourself Personal Intro Handshake Body Language Business Card Positive Framing Clear Goal Setting Personal Presentation
    93. 93. Body Language – Top Ten Tips • Eye contact • Posture • Head Position • Arms • Legs • Angle • Hand Gestures • Distance from Others • Ears • Mouth Movement
    94. 94. Position - Vocal Impact Pitch Volume Energy Pace Tone Clarity High Loud Lively Fast Warm & Friendly Clear Low Quiet Lethargic Slow Indifferent or curt Unclear
    95. 95. It is all in the Sound you Make
    96. 96. Keep it Simple S I M P L E Set Expectations Invite Commitment Measure Progress Provide Feedback Live the Values Evaluate Effectiveness
    97. 97. Action Plan
    98. 98. In your private time tonight list out some of the things that you would like to change in your personal life or our business life, then what you would like it to be like at a specific point in the future. Finally build your action bridge to that point and what are YOU going to do to achieve your best result. Homework