Connect, network, manage difficult conversations and make great presentations

Connect network manage

People don’t intuitively master the ability to connect, to network, to manage difficult or awkward conversations, and to make great presentations. All are learned skills.

At Corporate Class, we train business professionals to develop and refine their communications skills. The ability to forge alliances, to bring people on board, to enlist others in the shared vision that moves things forward are fundamental to successful communications.

Three Communication Skills Courses taking place in our Toronto Boardroom

Course 1: How to Command and Work a Room
Developing the skills to face a room of people you barely know or have never met, with self-assurance, seemingly effortless conversation and to make meaningful connections is the focus of this Course. The centerpiece of our training is developing the presence, self-assurance, and confidence to make the most of business networking events. The expression work-a-room is something of misnomer because it really refers to friendly interaction with fellow-attendees at an event.

What’s required to step up, and step out at networking events?
Even seasoned professionals often feel intimidated when facing a room of new people. Our training recognizes the significance of overcoming this social anxiety and empowers participants with new methods of communicating.

We train people to develop precise techniques that seamlessly build connections and lead to establishing relationships, regardless of the event or venue. The goal is to be sufficiently experienced with these ever-present interactions to achieve a comfort level – and the ease, grace, and poise – to speak to anyone, on any occasion. In addition, this newly activated skillset provides participants with a significant competitive edge. Cost $225.00

Course 2: Conversations that matter
Business professionals understand that to positively influence an outcome, every window of opportunity counts; every conversation matters.

Often, delicate conversations that are not carefully managed, may lead to incorrect decisions and disappointing outcomes. During this Course, we review and assess active listening behaviors and examine examples of conversations that broke down and became uncontrollable. We compare these failed endeavors to how an improved outcome could have been achieved.

Participants practice a series of procedures to maintain a balanced mindset in potentially challenging situations, and discover how to analyze and transform behavior to improve chances for optimum results. Cost $225.00

Course 3: Presentation Skills: On Stage Presence
Today, the skill to present, persuade and convince – to speak with impact – upstages even the best products or ideas. This presentation skills Course trains participants to make compelling, engaging presentations.

Technique is key to overcoming speaking anxiety. When people are confident about their material, have systematically organized it, and rehearsed in a disciplined manner, they communicate ideas effectively. We introduce a model for participants to create a framework that guides them through fine-tuning and honing presentations.

This Course is designed to show participants how to demonstrate high-quality communication skills when speaking more formally – making speeches, presentations or pitches. Cost $225.00

Toronto Courses in our Boardroom

We are in the process of finalizing our Fall 2017 dates. If you would like to receive information about these Course dates, please contact us:
michelle@corporateclassinc.com
416-967-1221 Ext 107

Authenticity as a Leader and Authentic Leadership Development

Building relationships

Define: au·then·tic
Adjective
Of undisputed origin; genuine” (Google.com)

In today’s professional landscape, authenticity as a leader has frequently been discussed in business circles. Similar to executive presence, its definition within a corporate context can sometimes be unclear. Authenticity essentially refers to a person’s genuine self, distinguishing between sincerity and pretence. It’s the cornerstone of authentic leadership, embodying qualities such as emotional intelligence and integrity. When leaders demonstrate authenticity, it improves job satisfaction and fosters trust among employees. This genuine approach not only strengthens professional relationships but also contributes to a positive work environment.

Developing Authenticity in Leadership

Becoming an authentic leader requires reflection, openness to feedback, and a willingness to learn from mistakes. It involves developing trust through consistent actions and transparent communication. Authentic leaders influence others by being genuine role models, creating an environment where individuals feel valued and empowered. They foster a culture of honesty and accountability, encouraging open dialogue and collaboration. Developing authenticity as a leader also involves acknowledging and embracing diversity, as well as recognizing the unique perspectives and contributions of each employee. Your authentic leadership style requires self-awareness, vulnerability, and a commitment to personal growth, continuously striving to align actions with values. Authenticity in leadership is not about perfection but about genuine connection and making a positive impact.

The Importance of Authentic Leadership

The importance of authentic leadership lies in its ability to create trust and inspire others. Authentic leaders are genuine and true to themselves, which helps create strong relationships based on honesty and integrity. When leaders are authentic, it creates a positive work environment where team members feel valued and respected. Authentic behaviour encourages open communication, productivity, and collaboration, leading to better teamwork. Overall, the importance of authentic leadership cannot be overstated, as it lays the foundation for a positive workplace culture and drives organizational success and employee engagement.

Trust Versus Competence as an Authentic Leader

Trust versus competence is a crucial balance in leadership. While competence refers to the skills and abilities needed to perform tasks effectively, trust is about reliability, honesty, and integrity. Employee trust is earned through consistent actions, active listening, transparency, and genuine concern for others. Leaders who prioritize competence over trust may be seen as distant or authoritarian, which can hinder effective communication and teamwork. Therefore, successful leaders strive to balance both trust and competence, recognizing that trust is the foundation upon which effective leadership is built. They lead by example, demonstrating both their expertise and their integrity, earning the respect and loyalty of their colleagues.

According to Amy Cuddy and her team, our initial instinct when meeting someone is to showcase our competence, aiming to impress with our intelligence and success potential. However, this focus on competence overlooks the crucial aspect of building relationships based on warmth and personal connection. Cuddy identifies two archetypes: the “Lovable Fool” (high warmth, low competence) and the “Competent Jerk” (low warmth, high competence). In scenarios like a job interview, interviewers are more likely to favour the “lovable fool” which demonstrates warmth, authenticity, and a willingness to learn over the aloof “competent jerk” who lacks interpersonal skills.

This insight underscores the importance of authenticity in making lasting impressions. Corinne Lavictoire emphasizes that striving for perfection in competence neglects the essence of being memorable and building trust through authenticity and warmth. Authenticity fosters trust, which in turn cultivates stronger and more enduring relationships. In essence, prioritizing warmth and genuine connection over a mere display of competence leads to more meaningful interactions and better outcomes in both personal and professional settings.

Authentic Leaders: Transformational, not Transactional Connections

Authentic leaders focus on transformative connections rather than just transactional ones. They value meaningful connections with their team members, striving to inspire and empower them to reach their full potential. Transformative connections go beyond the surface level. For example, a transactional relationship in a workplace might involve a manager assigning tasks to an employee and providing rewards or incentives for completing them. In contrast, a transformative setting would involve the manager taking the time to understand the employee’s strengths, interests, and career goals and providing mentorship and support to help them grow and develop professionally. Displaying authentic leadership skills involves fostering positive transformational connections that inspire growth, foster collaboration, and drive meaningful change within their organizations.

The importance of balancing competence with trust cannot be overstated. While competence is essential to an organization’s leadership brand, trust is the key to authenticity as a leader in driving long-term success. Authentic leaders lead by example, demonstrating both their expertise and their integrity and earning the respect and loyalty of their team members. Being authentic and displaying transparency are principles that guide a good leader.

For more information on how you can increase your authenticity as a leader and build trusting relationships in business, take a look at our Executive Presence and Leadership Skills workshop for leadership development! In addition, check out our blog post: “The Top 4 Leadership Qualities That Make A Great Leader” to read more about trust.

The ONE Thing You Must Learn to Share to Improve Your Leadership Presence

improve leadership presence

So, you’re a leader. You inspire and motivate those around you; you have a dedicated, loyal group of followers; you have a vision for the future. You’re doing great!

Wait. Do those around you, including your dedicated group of followers, know your vision? Do you communicate that vision with them? Do you know what it will take to attain that vision, and how those in your circle can help you get there?

We often hear leaders identify themselves as visionaries. Perhaps they are, but they don’t seem to be perceived as such. When we debrief our clients on their Executive Presence 360, many of them indicate that they are visionaries. To their surprise, their respondents don’t indicate that as an attribute. Why the disconnect?

Leaders are laser focused and move towards their goals with that vision in mind. They ask their team members to work on certain tasks without sharing their vision. They omit to explain why what they asked them to do is so important. Sharing your vision will not only help you attain that vision, it will inspire and motivate your team to forge ahead and help you make that vision a reality.

The “Why” Factor

Simon Sinek, popular author, speaker and consultant, explains how great leaders inspire action through their vision during his Ted Talk. According to Sinek, all great leaders and organizations think, act and communicate in the exact same way, which just so happens to be the opposite way of everyone else. Sinek calls this method of communication the Golden Circle.

In the middle of the circle is the “Why”, then comes the “How,” and finally, the “What.”Everyone knows what they do, some know how they do it, but very few know why they do what they do (the purpose, cause). That’s why most of us communicate from the outside in – we share our “What” first.

All great leaders, on the other hand, communicate from the inside out; they share their “why,” or their vision, first. As Sinek says: “People don’t buy what you do, they buy why you do it.” He uses the example of Apple to demonstrate this theory by explaining that Apple, a computer company, shares their vision first, and that’s what we buy into – it just so happens they make great computers. But it’s the “why” that Apple shares with us that leads us to buy any product that they develop, whether it’s a computer, DVR, MP3, television, etc.

Being a visionary is a core trait of a great leader, however the secret lies in your ability to communicate that vision to others. If those in your circles do not see you as a visionary, and you see yourself as one, you’re missing out on a huge opportunity to engage and inspire your followers even more. Be the leader you know you can be, and share your vision!

To find out more how you can increase your leadership abilities, including learning how to share your vision, take a look at our Leadership Presence workshops!

Top Leadership Qualities of a Good Leader

Side profile of a lion looking up into the sky.

Want to learn how to be a great leader? See if if you have these leadership qualities.

We’d all love to be excellent leaders; to inspire and motivate those around us, to be respected and admired, to lead with conviction and authority. Being a great leader is, as we all know, often easier said than done. There seems to be a certain set of indefinable qualities that we find within great leaders. Sometimes we can put our finger on it; other times, it eludes us.

Despite our occasional inability to define what it is exactly that makes a great leader great, one thing is certain: all great leaders possess certain qualities that propel them to “Great Leader” status. Let’s take a look at what some of those qualities are:

  1. Influence and Executive Presence

    In the realm of leadership, inspiration is the pull, while motivation is the push. Great leaders inspire and motivate their teams, distinguishing them from the rest. A skilled communicator is crucial, fostering trust and empowering employees. Innovation is vital, especially in today’s corporate landscape, and leaders who encourage it achieve remarkable success. Effective leaders mentor employees, helping them become doers. Empowering employees ensures tasks are completed efficiently. Some leaders exhibit bad qualities, but great leaders rise above, creating a motivating environment where employees excel. Influence and executive presence hinge on inspiring and motivating effectively, enabling success in today’s corporate world.

  1. First Impressions

    Creating great first impressions is essential for anyone aspiring to be recognized as a leader. This concept is akin to the lion, often referred to as the king of the jungle. The lion may not be the smartest, strongest, or bravest, but it is perceived as the epitome of power due to its majestic and charismatic presence. This image, combined with assertive behavior, effectively communicates the lion’s innate authority. Similarly, in the realm of leadership, particularly in the Center for Creative Leadership, it’s not just about inherent qualities of good management but also about projecting an image that resonates with leadership. Whether it’s through professional dress, meticulous grooming, confident demeanor, or maintaining physical fitness, these elements contribute significantly to making powerful first impressions.

  1. Trust

    When we first meet someone, we immediately answer two questions: “Can I trust this person?” and “Can I respect this person?” – trust and competence, respectively. We do not value both of these questions equally, and in fact, we value trust above all else. Historically, our ancestors needed to determine whether an outsider posed as a threat immediately, before they determined whether this person could be an asset to their group. Often times when we introduce ourselves to others, we are focused on showing our competence, when people are really looking for our warmth. Great leaders know this and focus primarily on building relationships on trust, especially in the beginning. After all, trust is a conduit of influence.

  1. Effective Communication

    Effective communication is a cornerstone of great leadership and organizational success. It involves much more than just choosing the right words; it’s about mastering the art of listening and engaging in meaningful dialogue. Great leaders often talk less and listen more, demonstrating a sincere interest in others’ ideas and perspectives. This approach not only fosters a positive environment but also encourages interconnectivity within the team and corporation.

  2. Self-Awareness

    Self-awareness is one of the fundamental qualities of a good leader. Leaders who possess self-awareness are in tune with their strengths and weaknesses, allowing them to make informed decisions without blindly trusting their instincts. They understand what’s right for their team and organization, recognizing that trust is built on ethical choices. A leader’s journey towards self-awareness is ongoing, involving continuous learning and the humble acknowledgment that they don’t have all the answers. It’s also important to note that academic qualifications, like a master’s degree, are valuable but must be complemented by practical experience and empathy for team members’ needs.

  3. Respect

    Respect is a cornerstone of effective leadership. Leaders respect their team members’ backgrounds, experiences, and wide range of skills. They create an inclusive environment where diversity is embraced and where every team member feels valued and heard. Leaders also build trust through active listening, sincerity, and a genuine desire to work collaboratively. They understand that trust and respect are key components in reducing turnover and nurturing long-lasting relationships within the organization.

  4. Compassion

    Compassion goes hand in hand with respect in the qualities of a good leader. Effective leaders exhibit compassion by putting the needs of their team members at the forefront. They nurture a culture of authenticity, where team members feel empowered to be their true selves. Leaders lead authentically, which fosters trust and commitment. Additionally, they approach decision-making with empathy, understanding the feelings of others, and striving for positive outcomes.

  5. Vision

    Vision is the guiding force behind a leader’s actions. A leader’s vision sets the direction for the team and organization, inspiring team members to accomplish shared goals. Leaders with vision are like researchers, continuously seeking new insights and best practices to achieve the desired outcome. They understand that resilience and a positive outlook are essential, especially in the face of setbacks. Leaders ensure their teams have the guidance and support needed to turn their vision into reality.

  6. Learning Agility

    Learning agility is one of the most important qualities of a leader. Leaders embrace the opportunity to grow and improve, both personally and professionally. They hone their skills, acknowledge their strengths and weaknesses, and actively seek feedback. By being flexible and approachable, leaders create an environment where team members feel encouraged to contribute their unique strengths and perspectives.

  7. Collaboration

    Collaboration is at the core of effective leadership. Leaders foster collaboration by building trust and creating a workplace where team members want to work together. They exhibit the behaviors and qualities they expect from their teams, serving as role models. Leaders enable their teams by providing access to resources, and they understand that servant leadership, prioritizing the needs of their team members, leads to accomplished goals and positive outcomes.

  8. Integrity

    Integrity is non-negotiable for good leaders. Leaders don’t trust blindly; instead, they make decisions based on what’s right for their teams and organizations. They act authentically and sincerely, building trust and a positive outlook. Leaders hold themselves accountable and make ethical choices, fostering an environment of respect, trust, and empowerment. They understand that integrity is a vital component of reducing turnover and nurturing long-lasting relationships.

  9. Courage

    Courage is an essential trait in leadership. Leaders have the courage to inspire their teams, even in the face of challenges. They exhibit patience and humility, acknowledging that growth and improvement take time. Leaders also make courageous decisions without hesitation, guided by their vision and the best interests of their teams and organizations.

  10. Gratitude

    Gratitude is a quality that effective leaders exhibit. They appreciate the opportunity to lead and nurture their teams. Leaders express gratitude for their team members’ contributions, fostering a positive work environment. They understand that gratitude is a component of building trust and creating a workplace where team members feel empowered and valued.

  11. Resilience

    Resilience is the ability to bounce back from setbacks, and it’s a quality that leaders embody. Leaders remain resilient in the face of challenges, maintaining a positive outlook and guiding their teams towards positive outcomes. They provide guidance and support, ensuring their teams make informed decisions with their full attention on professional goals.

All great leaders possess different but strong leadership skills that make them the inspiring, motivational leaders that they are. Once this is certain, however: all great leaders possess presence. We know it when we see it. The great thing about leadership presence is that it can be learned; leadership and executive presence are neither exclusive nor elusive. To find out how you can increase your executive presence, visit our Leadership Skills Workshop and Executive Presence Workshops to learn key leadership qualities.

How You Can Develop Your Executive Presence Through Mindfulness

Mindfulness

What is mindfulness? What does it mean and how can it benefit you as a busy, successful professional? Mindfulness is simply another word for meditation. Although we are all likely familiar with the practice of meditation, it can often be hard to grasp if we’ve never tried it before, so we will explain it a little further here, as well as it’s intimate connection to Executive Presence.

What Mindfulness Is Really All About

Mindfulness, or the act of mediating, has its roots in Buddhism, and teaches being present in the moment; more than that, it teaches to always be attentive to, and accepting of, one’s thoughts, emotions, and responses – without judgment.

Apart from its deep connection to Buddhism, mindfulness has grown since the 80’s to become part of Western culture in various ways: from a method of helping children with attention-deficit hyperactivity disorder to soldiers suffering from post-traumatic stress disorder, and beyond. More recently, mindfulness is being used as a tool within Fortune 500 companies to help top performers excel.

Mindfulness and Executive Presence

The main pull of mindfulness for these high-level professionals is its ability to improve performance. Some of the biggest names in the game have recognized this, and have even adopted “mindful practices,” such as Google and General Mills. Not only does mindfulness practice help with focus, but it can also present a pretty hefty ROI for companies that adopt it.

In fact, according to Mark Bertolini, chief executive of Aetna Insurance, mindfulness benefits can yield an 11-1 ROI (in reference to less health care costs for the “mindful”) (Anne Kingston for Maclean’s: “Mindfulness Goes Corporate – And Purists Aren’t Pleased”).

But where does Executive Presence come in? A characteristic that is integral to Executive Presence is the ability to remain present; the individual with high levels of EP is always focused on the present, charismatic, engaged and attentive. This person makes you feel like the center of the universe when you speak to them. When they are working on a task, they are thinking about that task, and that task only. It is clear then, that a person with high levels of Executive Presence is also, subsequently, mindful.

To break things down even further, here are some proven leadership advantages of mindfulness training, according to MindfulLeader.com (mediating on a regular basis for no more than 30 minutes):

  • Increase in productivity and creativity
  • Decrease in knee-jerk behaviour that is often linked to poor decision-making and damaging relationships
  • Increase in the density of gray matter in the brain area essential for focus, memory and compassion
  • Decrease in blood-pressure, cortisol (stress hormone) and depression
  • Increase in immune response, emotional stability, sleep quality, resilience

In conclusion: the simple act of meditating for a short period of time on a regular basis can actually help to improve your Executive and Leadership presence, putting you at a distinct advantage. It all comes down to focus and most especially, awareness.

To learn about other ways in which you can increase your Executive Presence, visit our website Corporate Class Inc.

24 Tips on How to Increase Your Executive Presence On The Spot

increase-executive-presenceExecutive Presence – what is it? Well, it’s neither exclusive nor elusive, which means you can get it! People aren’t “born” with Executive Presence. Yes, for some it comes more naturally because they inheritably express certain characterizes that are closely linked to Executive Presence. However, for those who do not exhibit these characteristics, there is no need to fret. Executive Presence can absolutely be learned, although it is important to keep in mind that it is a process, not an event. Developing your Executive Presence takes time, hard work and dedication, but in the end, it will set you apart from all others at the table.

To make this journey a little easier for you, we’ve put together 24 quick tips on how you can increase your Executive Presence on the spot:

  1. Increase your focus – staying focused and in the moment is one of the easiest ways to increase your EP on the spot.
  2. Create a personalized, professional voicemail greeting
  3. Update your LinkedIn picture every year or so, or if you change your “look” (and be sure it is a professional picture! Your kids are certainly great, but save that for Facebook)
  4. Connect with your eyes – eye contact goes a long way in helping to express your EP
  5. Don’t gossip! Unless it’s positive gossip
  6. Recognize that your appearance matters, and realize the potential of presenting a professional image
  7. Do a wardrobe cleanse every season to get rid of things you no longer wear or are out of style. This will assure you are always presenting your best, most stylish self.
  8. Prepare (at least mentally) what you are going to wear the night before
  9. Get enough sleep – nothing says “Lack of EP” more than someone falling asleep during a meeting!
  10. Always be on time (and by on time, we mean a bit early)
  11. Practice power posing before any scenario where you might feel nervous
  12. Attend networking events – even if they make you feel uncomfortable!
  13. Increase your emotional intelligence – for this, you may need to work a little longer and harder, but a good place to start is by trying to be more empathetic to others
  14. Make sure you eat before attending a networking event – you weren’t invited because you were hungry!
  15. When networking, set yourself a goal, such as connecting with three people before you leave
  16. Show your attention to detail through your impeccable grooming – the most important piece of appearance is your grooming!
  17. Your network is your net-worth – always be thinking about growing your network, both professional and personal
  18. If you don’t already know it, learn about your company’s corporate culture and what they stand for. Do you fit in? Can you make any adjustments?
  19. Learn the political landscape of your company. For more information, check out our blog series on The Secret Handshake
  20. When giving a presentation, make sure you hit all four corners of the room with your eyes, so that everyone feels included – they will be more likely and willing to listen to you! This is probably the easiest and fasted way to help increase your EP on the spot
  21. Keep a clean and organized desk space – especially if you’re in an open-office environment
  22. Replace “Yes, or” “Yes, but” and “no” with “Yes, and”
  23. Listen more
  24. Write thank you notes

These are some excellent on-the-spot tactics you can apply in your daily lives that will instantly make a big impact on your Executive Presence. For more information on how you can further increase your EP, feel free to check out our Courses, Workshops and Lunch and Learns!

Top 3 Ways You Can Instantly Improve Your LinkedIn Profile – And Why It’s Important to do So

3D rendering of a pile of Linkedin logos

It’s no secret that social media has taken the world by storm in the last decade or so; the way we socialize with one another will never be the same. Our private lives are now public, and it is possible for strangers to become friends with a simple mouse click. Social media and the way we engage with the World Wide Web has also changed the way we handle ourselves as business people. One of the most significant changes was the introduction of LinkedIn.

LinkedIn is so influential for a number of reasons. Firstly, it provides professionals with an online platform to reach out to other like-minded individuals in their field. Secondly, it is quickly becoming an important hub for those looking for career opportunities. Thirdly, it represents a huge source of potential clients for many individuals.

All of these aspects of LinkedIn are only a few of the reasons why it is so wonderful and so important. However, in order to be able to take full advantage of the countless possibilities LinkedIn offers, one must have a top-notch profile, or risk getting completely ignored. So, what can you do to instantly improve your profile? Here are a few starting points:

  1. Use a professional head shot

If you do not have a photograph on your profile, you risk not getting seen at all! When do you not have a photograph (a professional one that is in line with your brand – not one of you and your dog please!), people are more likely to either: skip viewing your profile entirely, or read your whole profile in detail, trying to figure you out. When you have a professional head shot that is in line with your brand, people who view your profile are much more willing to trust the content of your page.

  1. Use a catchy “title”

It’s wonderful that you are a Consultant, or VP of Sales, but what kind of consultant? What do you sell? We all know that people move quickly on the web, so try using a catchy title that will grab people’s attention, such as “I can help transform your life – and your wardrobe!” in reference to someone who might be a wardrobe consultant. Try to make it fun, expressive and different.

  1. Triple-check your bio and content – and update it regularly

We know you’ve been busy, which is great! That also means that you could probably update your profile as well. The more accurate and current it is, the better. It is extremely important that you triple check all spelling and grammar, as the last thing you want is your bio littered with typos! In addition, you don’t necessarily need your 2-year serving career from your twenty’s on there – keep it relevant.

Although sometimes daunting, LinkedIn can provide a wealth of potential connections, clients,employees and careers. All you have to do to make the most out of your profile, at least as a starting point, is follow the three rules stated above. There are, of course, many more details to take into account for your LinkedIn profile – if you would like to find out more about how you can have the best LinkedIn profile out there, check out our Lunch and Learn on Virtual Communications.

Five Business Networking Faux-Pas To Avoid For Young Professionals

business-networking-young-professionalsStarting your career in your chosen field is certainly an exciting time in your life. As your career begins to take off and flourish, there are certain activities and behaviours you can engage in to make the transition into work like more successful and fulfilling. One of these activities is often dreaded and feared by most, let alone young professionals who have little to no practice engaging in it: networking.

Despite this inherent fear, many people choose to overcome it and engage in as many networking opportunities as possible. They do so because they’ve realized one simple truth: your network is your net-worth. The more people you know, the more relationships you form, the more you will succeed in your field, whatever field that may be and regardless of the position you hold.

Now that we’ve established the importance of networking, there are some behaviours to stay away from when at a networking event. These behaviours will serve to not only undermine your executive presence, but will also result in a less-than-stellar networking “performance.” Here are four faux-pas to avoid while networking:

  1. Smelling like smoke
    It is understandable that many people smoke these days. However, if you are a smoker, it is really important that you do not go into a networking event right after smoking a cigarette. Non-smokers (and even many smokers) can’t handle the smell of second hand smoke on someone else. Remember, you are going to this event to meet people and engage them, and turning them off with cigarette smoke is not a great way to start.
  2. Trying to talk to everyoneIt is true that in networking and in business networking, the idea is to touch as many people as possible. You definitely do not want to be talking to the same person the whole night, as that defeats the purpose! However, you don’t want to be simply introducing yourself to someone, handing them your card and then moving on. It is important to establish a rapport with someone before you exit the conversation, to ensure they remember you. Handing them your card is simply not enough to do that.
  1. Have professional-looking business cards, no matter what stage you’re at
    Even if you are still a student, it is important to have professional-looking business cards (and enough of them!). Heavy card stock is always good, and a simple, clean look can go a long way. Make sure your information is easy to read and straightforward. If you are a student, your school likely has a business card format that you could use.
  2. Don’t bring a friend
    The idea at networking events is to meet new people, not to catch up with a friend. Often, when friends go to networking events together, they spend most of their time talking to each other. Going alone will force you to engage with and talk to others.
  3. Don’t drink too much
    This may seem like an obvious one, but often in stressful situations where we don’t feel the most comfortable, another glass of wine usually seems like a great idea. Having a few drinks over the course of the evening is acceptable; overdoing it to the point of inebriation will seriously damper your chances of a successful evening of networking. Pace yourself to one drink an hour, alternate with a glass of water or soft drink, with an absolute limit or three.

Networking can sometimes be scary and intimidating, but it doesn’t have to be. If you are equipped with the right tools and know what behaviours to avoid, chances are you will have a fun and successful networking experience! Networking doesn’t always have be done at organized networking events, either. Check out our post on unique places you can network!

Double Standards: Why Women Often Struggle with Their Executive Presence

women-executive-presenceWe hope you enjoyed our blog series on The Secret Handshake: Mastering the Politics of the Business Inner Circle. There was certainly a lot to cover from the book, and in reality, each section covered could have been expanded upon much more. However, there was one section in particular, on power, that is arguably one of the most important sections from the book. Power can either make or break you; power comes first, and everything falls into place afterwards. It is for that reason that this week we will delve further into notions of power and powerlessness, what it means, and how it affects things like your physiology and emotional and mental states.

Dr. Amy Cuddy, a global leader on research around presence and body language, has recently published a book called Presence: Bringing Your Boldest Self to Your Biggest Challenges. Chapter five in this book is entitled “How Powerlessness Shackles the Self (and How Power Sets It Free), and it examines the differences between personal and social power (which was covered in the Secret Handshake blog series), and the difference between having power and being powerless. Dr. Cuddy begins by explaining that powerlessness can often come about when were are faced with a big change in our lives, and is followed by a self-perceived loss of power, accompanied by feelings of insecurity and anxiety. This depleted state that we experience makes us feel that we cannot cope with the situation at hand. When this happens, opportunities become threats, and therefore we actively avoid them. This is arguably the most important aspect of power versus powerlessness: when you feel powerless, you avoid opportunities, and vice versa. Power activates the behavioural approach system, and powerlessness, the behavioural inhibition system.

Another important aspect of power that is essential to understand is that personal power is uniquely essential (as opposed to social power). As Cuddy states: “Unless we feel personally powerful, we cannot achieve presence, and all the social power in the world won’t compensate for its absence” (114).

Feeling Powerless

  • Feeling powerless impairs thought: powerlessness and the anxiety that results from it undermine what psychologists call executive functions. These executive functions include high-order cognitive tools like reasoning and attention control. It also induces goal neglect, which is the phenomenon of failing to remain focused on a goal
  • Powerlessness makes us feel self-absorbed: the link between anxiety and self-absorption is bidirectional – the more self-focused we are, the more anxious we become
  • Powerlessness prevents presence

Feeling Powerful

  • Power can protect us: power acts as a buffer against negative emotions
  • Power can connect us: feeling powerful can often improve our ability to read and relate to other people. In addition, when we feel powerful we allow ourselves to be more open to others
  • Power can liberate our thinking: power seems to improve our ability to make good decisions under complex conditions
  • Power can synchronize us: feeling powerful can synchronize our thoughts, feelings and behaviours
  • Power can incite action: simply put, feeling powerful makes people proactive
  • Power can make our actions more effective: remember how when we feel powerful, we approach opportunities instead of running away from them?

Clearly, there are so many incredible side-effects of feeling personally powerful. Not only does power positively affect our lives in these ways, but it also affects our physiology. For instance, studies have shown that high-status individuals (i.e. those who possess social power) tend to have high levels of basal testosterone, which is the dominance and assertiveness hormone. Secondly, those who lack feelings of power often exhibit higher levels of cortisol, the stress hormone. It therefore makes sense that people who have a high sense of personal power cope better in crises. Evidently, the power of power cannot, and should not, go unnoticed.

Ways to increase your personal power can be so simple as to adopt a better body posture. Other ways include adjusting how you speak with and engage with others, as well as actively trying to deter negative thoughts that make you feel powerless. When you do so, you will notice feelings of power slowly encroaching in your day-to-day interactions. Others will notice too!

Works Cited

Cuddy, Amy. Presence: Bringing your Boldest Self to your Biggest Challenges. New York: Little, Brown and Company, 2015. Print.

Self-Knowing and Authenticity

Alas! We have finally reached the last blog post on Leadership Presence – self-knowing and authenticity. Over the past few weeks, we’ve discovered what leadership presence means, what it can do for you, and how to attain it. Last week we began to dissect the final piece of the puzzle in the quest to obtaining leadership presence: self-knowing. This week, we continue with this theme but discuss it in terms of authenticity.

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What is authenticity? Well, at its most basic level, it means to be genuine. To be genuine is to be oneself. The ability to connect with others in the business world is of the utmost importance, however the connecting must be done genuinely, or authentically, for it to have any meaning or impact.

According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, there are three rules for authenticity. We shall discuss each in detail below.

Rule #1: Accept yourself and be open to growth (Halpern and Lubar 230)

Many of the greatest leaders feel comfortable and happy with themselves, despite their shortcomings. They know of their weaknesses and work to improve them, however they also accept them. When you’re aware of, and accepting of, your limitations it will allow you to develop the skills you need to overcome them. In addition, a good leader will know if their limitations cannot be overcome, at least in a timely manner, and in that case will delegate the task to someone more appropriately equipped to handle the situation. One of the best ways to accept yourself is to be open to hearing commentary about yourself and your performance, including criticism.

Rule #2: Live your values (Halpern and Lubar 235)

 In the last blog, we discussed values and how important they are to a leader. Well, it’s one thing to have values, however it’s another to put them into practice, especially in a workplace setting. Halpern and Lubar suggest leaders take two related steps in order to make sure their actions are congruent with their values:

  1. Ask others straight up if they believe you are someone who lives your values.
  2. Every time you speak of your values, ask others to tell you when your actions don’t align with your values.

It’s one thing to realize or discover that your actions don’t align with your values. If and when you do realize this, it is imperative you do some soul searching in order to figure out why this discrepancy exists, and then come up with a plan to correct the discrepancy. Remember, when your actions and values don’t align, you risk being perceived as inauthentic.

Rule #3: Create an authentic connection to work (Halpern and Lubar 240)

In order for a leader to be their most inspiring, authentic self, they must connect their values and interior life to the work that they do, similarly to how actors need to create a true connection to the characters they are portraying. At the end of the day, it is simply about creating meaning; if you truly believe in what you do and say, others will recognize that and will want to follow you. Connecting authentically with others allows the leader, as well as the led, to connect with something “bigger than themselves and their own self-interest” (Halpern and Lubar 247).

Being a leader is not about being “the boss”; it is about much more than that. It’s about inspiring, connecting, and motivating others to succeed and reach their highest potential. It is about communication, values, and the ability to make decisions. The steps we’ve outlined over the past few weeks are not necessarily the easiest things to do (opening up to others and becoming vulnerable is typically an anxiety-causing activity for most), however, if put into practice, they will help you achieve the leadership presence you deserve and need to reach the next level.

Works Cited

Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.