Monday, September 05, 2011

Public Speaking: Your Command Opportunity.

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You are judged firstly by your general appearance; secondly, by the way in which you carry yourself (superb posture, purposeful stride, slight swagger), and thirdly, by the way in which you speak. If you are to lead, you must refine your public and private speaking to perfection. Words are tools, weapons, conveyances and a means of initiating action. Superb communications skills are crucial in your advancement toward your greatest successes in every aspect of your career.

I've spoken about this before in my SENDING SIGNALS! Blog [http://SendingSignals.blogspot.com], and in my personal blog at http://aboutDouglasCastle.blogspot.com.

Incidentally, while it is an enormous asset to have a broad vocabulary and a tremendous command of your language, these things are not quite as important as the way in which you deliver your message. Every speech is an opportunity to gain territory and influence.
Public Speaking Can Either Be Terrifying, Or The Ultimate Power Trip.
It's actually all up to you.
Photo Embed From: Images By Douglas Castle (blog)

Most individuals tend to be desperately afraid of speaking before audiences -- and by the term "audiences," I mean any assembly of persons from a conference room with twelve people seated at a long rectangular mahogany table, or an auditorium or corporate conference center speaking room, with a crowd of 400 people who are either falling asleep in their seats (the standard lecture hall configuration), or perhaps a grand dining hall where people are busily eating and drinking (food and drink were their principal reasons for coming) and carrying on multiple conversations which converge upon you in a deafening roar of indistinct, unintelligible noise. Welcome...

Actionable Skill: Business Leaders, Executives, Entrepreneurs: Power Up Your Public Speaking!

Return On Investment (ROI): Your ability to comfortably command and control an audience is one of the key skills which will propel you to a position of dominance and authority within your company, profession or industry. Stating the obvious (which is part of inimitable style), all of this domination and authority leads to an increase in your income and wealth.

The Tactics And Strategy To Get You There:

You have to make a choice.

You must either master your audience, as a puppeteer plays his puppets, or you can be frightened, stammering and sweating -- and lose their respect as well as their attention. The way you internally address the situation (the "context" as either Gladwell or Milgram would call the environment, as you perceive it, or as your obnoxious subconscious mind, with its nagging, self-limiting, self-conscious, self-doubting whisperings would have you perceive it), will determine whether you will either have a wonderful experience of exhilaration and victory, or a disabling one that will land you on the therapist's couch before, probably wearing Depends Adult Diapers and crying your mental health investment away.

Before you even begin to speak, you must bear several important factors in mind; it even helps to recite them to yourself repeatedly -- as a pre-speech "mantra." They are basic truths about the group (whatever group) you are about to address. You need to know these factors, and believe absolutely in their truth if you truly wish to take command of the speaking platform and have what will turn out to be an exhilarating experience. The author (Douglas E. Castle, Chairman of TNNWC Group, LLC) is not being sarcastic...an empowering, transformative experience.*

*NOTE: If you are a follower of Braintenance (for cognitive enhancement, increasing intelligence, exercising your mind's "muscle" mass, improving your thinking skills, life extension, unleashing creativity, powering up memory and recall, and, generally speaking, 'training and maintaining your brain,' you will find some excellent fodder for your mental mill in studying the content which follows.

The Truth (The Factors) About Your Audience:

1)  They are all fearful of public speaking themselves. They are, in fact, empathetically frightened for you. They are picturing themselves in your role - and they are actually feeling a bit frightened;

2)  They are likely bored, and would like to be somehow brought out of their boredom. If you stood up on the stage on one leg playing "The Star-Spangled Banner" on the kazoo, they would be far happier than just continuing with their attempts at staying awake, making smalltalk, or feeling out of place. In fact, if you could stand on one leg, play the kazoo, and juggle three avocados...well...that would be fabulous.

3) They are, at least initially after the first "hush", at your command, and are actually more susceptible to your ideas when you are at the podium; they perceive you in an elevated status -- professional and authoritative. Know this, be aware of it, and use it to your decided advantage. You are in charge.

Douglas E Castle

Friday, September 02, 2011

Three Things That Terrify Us.

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There are three things that terrify us. If one of them doesn't, it is highly likely that another one or both of the remaining two will. They are just things to keep in mind in the interest of either 1) defending yourself without inflicting any pain or exerting any physical force, or 2) not being as easily frightened by these things if you should be exposed to them. Incidentally, one of these three things is something that you may not have too much control over (personally) -- but just hearing about it will make you fear it just a bit less.

1) A person suddenly speaking loudly, erupting in an agitated tone at someone else (or even no one else) in a public place where the decorum generally calls for "quiet" (i.e., the teller line at a bank, in the library, in an art gallery, in a movie theater, in the waiting room a an oncologist's office, etc.);

2) A person who begins to to twitch violently and "shadow box" with a nonexistent other, all the time muttering angrily. This has saved my scrawny neck on a few late-night subway rides coming home from the city. The few people in my subway car, all started to shuffle away, or to avoid eye contact by carefully studying their shoes. The real victory came when two fellows were hustling through the car for "change." -- I knew I had mastered the "insanity defense" when one of them looked briefly at me, and then at this partner, and said (quietly), "Let's keep moving. This dude is crazy."

3) A person who has red hair, light eyes and light skin. People are frightened of redheads. I am not certain exactly why.

As for David Caruso, I have it on reasonable authority (which falls far short of "good" authority, or actually knowing personally), that he might well be an albino fellow who dyes his hair red, wears blue contact lenses and just happens to have a powerfully dramatic voice. You might want to go out and dye your hair red -- unless you are somewhat past middle age, in which case you might look more comical than menacing.

The world is your laboratory. Go out and experiment.

Douglas E Castle

http://TakingCommand.blogspot.com
http://SendingSignals.blogspot.com
http://www.TNNWC.com

Friday, August 19, 2011

You Are Always "On The Record."

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If anyone should introduce or preface a question to you (especially while the two of you would seem to be alone, and away from the crowd) with words to the effect of "Could you tell me, off the record...," or, "Just between the two of us...," "Level with me...,"or, "In the strictest confidence...," or, " What did you really think of that?" -- You should immediately (and invisibly) become acutely suspicious of that individual's reasons, intentions and trustworthiness.

These very common but manipulative "comforting" statements are attempts to get you to reveal information that: you would not want to go any further; could be damaging to you or someone else; could be overhead; could be repeated out of context; could actually be used to gauge your trustworthiness or credibility (i.e., where you are being 'tested' by a third party); or which could be recorded, broadcast and utilized by those whose interests conflict with yours. This "invitation to confide" could actually be an invitation to unwarranted personal bonding, or to self-incrimination

Warning:

  • Take your time to choose your response very, very carefully ;
  • Do not speak ill of anyone;
  • Do not divulge any secrets, or betray any confidences;
  • Speak euphemistically and innocuously (dictionary.com);
  • Say very little of any substance;
  • Be brief with your answer, and try to say it with a smile -- you are creating a friendly, harmless, bland soundbite;
  • Preface your response, after a brief pause, with "Why do you ask?" and wait for a slightly surprised uncomfortable answer before proceeding;
  • Once you've made your brief, harmless comment ("Well, the coffee was a bit cold."), let the other individual (your interrogator) do all of the talking, and then listen carefully.
The Rule:

Always speak as if you were being recorded and broadcast to the universe. Assume that everything that you say to everyone is "on the record," regardless of what they might want you to believe. Observance of this command rule is one that will stand you in good stead. Many persons with otherwise great career trajectories have been caught in this trap.

Use the intuitive filter of your good political sense instead of your natural inclination to blab, insult, confide and to backbite.

You may safely assume that you are always "on the record".

Douglas E Castle [http://aboutDouglasCastle.blogspot.com]


Tuesday, August 16, 2011

Genius And Leadership: James Joyce

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Leadership and command require skills taken from a variety of disciplines, including acting, advocacy, imagination, creativity, spontaneity, applied psychology and a knowledge of basic science. Following is a brilliant quote from poet and author James Joyce regarding the essence of genius as I believe that it applies directly to leadership -- and demonstrating how important perspective and perception are in explaining things to your charges or audience when you are cast in the role of being a Leader:

"A man of genius makes no mistakes. His errors are volitional and are the portals of discovery." James Joyce

Some quick observations:

1) Explanations can be every bit as important as actions;

2) How you conduct yourself after the act of doing anything (whether charity or murder) will be observed and interpreted in judging you in relation to the act itself;

3) Trial and error are permissible in a leader, within limits -- but they must be explained as attempts, experiments, monitoring or tests, and never as a lack or loss of direction.

As an aside, it is best to remember that as a leader, you are always being watched, always being judged, and always expected to have an answer which you can serve up without a moment's hesitation. Difficult? No. Impossible! But the "magic" of great leadership is to do, or to appear to do, what no one else could ever do.
---------------

Douglas E Castle (http://aboutDouglasCastle.blogspot.com) - For a list of other blogs by this same author.

Taking Command! Blog - http://TakingCommand.blogspot.com

Terms, Tags, Keywords, Categories, Search Terms, Labels And SEO Jive: blogs about leadership, command, Authors, genius, perception, perspective, Douglas E Castle, justification, interpretation, TNNWC Management Consulting Services Group, applied psychology, James Joyce, Taking Command Blog, inspiration, confidence, communications, persuasion, role-playing, advocacy, branding, self-promotion, building the legend, Images By Douglas Castle blog, explanations versus excuses, technullity,

Thursday, August 11, 2011

Leadership - Setting The Mood And The Tone

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Most individuals are reactive. First; emotionally (they will easily "pick up" on the mood signal of an articulate, strong leader -- for better or worse). Second; intellectually (they will follow the course set by a commander who is perceived as certain of his or her direction). A leader sets the mood and the plan of action. As a leader, you are not permitted to let your spirits flag, to express doubts, or to appear defeated in the presence of your charges. These feelings are luxuries which can only be afforded by those who follow you, or those who follow others.

Yes, every captain, every chief is a Human Being, with moments of insecurity, doubt, introspection, uncertainty and battle fatigue -- but to be excellent in your command, you must discipline yourself from visibly indulging in these moments. You must either learn to act, to control your internal commentary and to be absent or inaccessible when you may run the risk of planting the seeds of doubt, fear or lawlessness amongst those who are so prone to mirroring your mood.

Taking command, whether of a company, a team, a military squadron or a project requires tremendous emotional self-mastery. You are responsible for setting the mood and the tone of those who have entrusted you with some aspect of their fortunes and their futures. You will learn to play the role - but you will have to withstand frequent feelings of isolation or loneliness.

Do not lose sight of the fact that your responsibilities are far greater than merely taking care of yourself. You are responsible to lead, but you are a servant of those who have chosen to join your ranks.

If you are truly worthy, you will master yourself, as this is necessary in order to encourage, inspire and motivate others.






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Monday, August 08, 2011

Your Life Is A Business: Plan. Prepare. Decide. Go.

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It would seem to be so simple. Be prepared. Plan. Don't panic. Be vigilant and proactive --- don't be passive and reactive. Don't wait until you're desperate to make decisions - your decisions (not your knee-jerk responses) are your destiny. Even in those things that are not within your control; you CAN control your response. Business success is attained through clarity, decisiveness, focus and tenacity. Again?

Those (above) are the realities of business success. If you picture your life as a business -- a journey where you must first define what your destination will be, and where you must secondly take the incremental steps (forward or sideways, but not backward) and make the incremental decisions that will bring you there. That's right - not "take you there."

By the way, during the longer journey, expect some detours, delays and problems. Permit yourself to course-correct as necessary. Adjusting your trajectory is a part of living in the real world -- it is not an admission of foolishness or weakness. It's not about ego. It's about You Go.

Soldier on with the business of your life, friends, comrades and colleagues.

Douglas E Castle

http://TakingCommand.blogspot.com
http://www.TNNWC.com

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Wednesday, August 03, 2011

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You must exude self-confidence if you choose to be a leader. People admire decisiveness and strength of conviction even more than they do wisdom and diplomacy in a leader. It's true. To command others, they must be coldly convinced that you are absolutely resolute in your goals, beliefs and personal identity.

The majority of the populace does not want to be inundated with research, choices and philosophy -- people eschew this cerebration for "bottom-line" leadership. They want to follow someone who has (presumably) done all of that work for them and is prepared to forge ahead immediately.

Self-confidence is manifest in simple, methodical, bold words and action steps. Wavering is (with the occasional exception of a  Bill Clinton) seen as weakness or deceitfulness.

This whole phenomenon steps from a deep, behavioral propensity on the part of most people to be led by a parental figure, despite their idle protestations to the contrary.

To Take Command, you must be a leader in every aspect. You must be, and you must appear self-confident. Your body language, tone of voice, passion, posture and mood serves to stimulate the reactive minds of your charges or constituents.

You may have your doubts, but you, as a leader, and a commander-in-chief, do not have the Human luxury of expressing uncertainty, or of hesitation.

Some interesting material follows for sharpening your leadership skill-set.

Douglas E Castle




  • 3 ways to lead more like Ronald Reagan
     
    Source: YouTube/John Baldoni
    The best leaders -- people like John F. Kennedy and Ronald Reagan -- have more than just star power, writes John Baldoni. They also have earned authority: a tangible confidence and sense of their mastery of a situation that inspires others to follow them and work toward a common goal. "You can't lead another person if you don't believe in yourself," Baldoni writes. SmartBrief/SmartBlog on Leadership (7/29)

You may enjoy these links to other sites, as well:

TAKING COMMAND!
SENDING SIGNALS!

INFOSPHERE BUSINESS ALERTS AND INTELLIGENCE

BUSINESS AND PROJECT PLANNING



 
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