Fall is a great time to cozy up with a book. As you head from the beach to the fireside, grab a newspaper, magazine, book, or e-reader and settle in.
Good readers make good writers. Here are 3 lessons about good writing to note as you read:
1. Research thoroughly and outline completely before you write.
Biographies and books about historical events highlight the value of thoroughly researching, exploring and mastering the topic. These tomes are often the culmination of years of voracious reading and copious note taking.
Most non-fiction writers use extensive outlines to help them track timelines and events, before they create the final manuscript. An extensive and detailed outline makes it easier for the writer to stay on-track. That makes the finished piece easier to read.
2. Present information logically, as you write.
Newspapers and magazines are great examples of how to organize information. Articles and editorials lead with the key point and then add details to support it. This structure makes a story easy to follow and even easier to skim. The fairly short sentence and paragraph structure of most periodicals also provides for a more reader-friendly experience.
3. Vary the verbs and involve your reader.
Romance novels and thrillers use active and dynamic verbs. They keep the characters, the plot and the action moving along heatedly. Weak verbs, especially the overused “to be” verb, bore the readers. That’s why writers avoid it. Also, thrillers focus on action, with few superfluous words or details. Imagine if more business writing focused just on the action and omitted the fluff.
To keep these lessons fresh, keep a folder of articles, editorials, feature stories or excerpts from books that you enjoyed reading. These can inspire you when writing an email, status report or proposal. They may even help with that upcoming holiday family newsletter
Lastly, if you’re a book reader, remember that you don’t receive gold stars for finishing books you don’t enjoy. Try reading the first 50 pages. If it bores you, move on. There’s no shortage of other books to start.
Why do people listen to you? Is it out of obligation? Admiration? Fear? A little bit of everything? As a leader your job is to inspire, mentor, encourage, and continuously develop your team. You want to foster an environment of true ownership and accountability, rather than one of obligation. When it comes down to it, your goal is to keep your top performers who add value to you and your company.
1. Lead by example.
Surely, you’ve heard that leaders “walk the walk” and “talk the talk.” But what does that really mean? Never ask someone on your team to do something that you wouldn’t do yourself.
Your team looks to you to gauge how they should act. As a manager, you set the tone for those around you.
2. Develop trust.
Honor your word. Trust in management is crucial. It takes a long time to build trust, but only one wrong move to destroy it. Creating an environment of trust builds feelings of safety among your employees. And this safety breeds a more innovative, creative working team. When it’s okay for them to make mistakes, your employees will feel comfortable to develop new, inventive ideas and solutions.
3. Know the people you manage.
What are their personal and professional goals and challenges? Understanding this can help you align your team’s talents to your business goals. Knowledge is power. Get to the heart of what motivates each individual on your team and speak to them in a way that resonates. Think beyond the standard motivators like salary, benefits, or job security. Don’t get me wrong, those factors play a huge role in an employee’s happiness. But they’re not everything. They represent a baseline of satisfaction. You want to tap into true motivators – achievement, recognition, job satisfaction, progress, and personal growth.
4. Encourage problem solving.
Know that you don’t have all the answers. You have a team for a reason. Encourage a safe environment where those around you can creatively develop solutions and come up with new ideas. Your job as a manager is to foster an environment for others to shine. Their success is your success!
5. Provide constructive feedback.
Try to avoid feedback that is nit picky. Micromanaging can demotivate a top performer. Instead, focus on a person’s strengths and big picture areas of improvement. When you’re thinking about areas of improvement, separate those that are crucial to company growth from those that are a stylistic preference.
6. Acknowledge top performers.
This shouldn’t be done just once a year. Offering recognition and praise on a regular basis keeps your top performers motivated. Even something as minor as a brief shout out or accolade at a meeting, or a quick company-wide email acknowledging someone’s hard work, can go a long way.
Most communication skills are not about “right” and “wrong.” The overall impression you make on others is a combination of many factors, and the frequency of certain behaviors. Here are three language habits that undermine your authority.
Sometimes, we can’t state things in the absolute, and need to qualify what we are saying. Lawyers are taught never to say, “You willwin the case.” Financial advisors are quick to point out, “Past performance is no guarantee of future success.” Because we must qualify much of what we say, it’s important to state with certainty that which you can. Yet too often, we pepper our speech with “kind of,” “sort of,” “basically,” and “essentially,” among other words and phrases. All these phrases qualify the integrity of our statements.
If I say, “I kind of like sushi,” I’m suggesting I don’t dislike sushi, but I wouldn’t go out of my way for it. But if I say at a business meeting, “I sort of think we need to go with plan A,” I come across as hesitant, reticent to take a stand, and weak. What does it mean to “sort of think” something anyway? And if I say, “I sort of think we basically need to do X” I’m now three steps removed from taking a stand.
I’m not suggesting you should never use these words or phrases. I only suggest you use them when you mean them.
Moreover, although many people use these phrases frequently while speaking, some people use “basically” and “essentially” in their writing as well.
The Fix: To minimize the use of qualifying phrases in your writing, search for “basically” and “essentially” in your document and make sure you are using them appropriately. To minimize your use of these phrases in your speech, slow down. If you pause between sentences, you will not only seem more poised and in control of yourself, you will be more conscious of your word choice and be able to cull out the unnecessary language.
Filler Words and Sounds
Muttering “um” and “ah” and other hesitancy sounds undermines our ability to sound confident and convey our ideas fluidly. We tend to fill in the pauses, particularly between sentences, because we are uncomfortable with the silence. The pauses between sentences are rarely as long as we feel they are in the moment. In fact, the silence between sentences gives our listeners the time they need to process the ideas we are conveying. We tend to use filler sounds most frequently when looking down at our notes or away from our audience to gather our thoughts. The Fix: To avoid using filler sounds, only speak when looking directly in someone’s eyes. If you talk only when you are looking right at someone, almost all the filler words will disappear.
Up-speak is the inflection in our voice that, traditionally, indicates we are asking a question; our voice goes “up” at the end of the sentence. “Would you like fries with that?” In the last two decades, many people have started using up-speak to end every sentence, undermining the sense of certainty in their speech.
If I ask someone, “Where do you live?” and they respond, “I live in Hoboken,” with their voice inflecting up at the end of the sentence, I know they aren’t asking a question or uncertain where they live. They are saying “Are you familiar with Hoboken?” or “Have you ever been there?” But if that becomes their speech pattern and they then say in a business meeting, “I think we need to close the deal sooner,” with their voice inflecting up at the end, it sounds like they are looking for confirmation, or hedging their bets. Neither result come across as confident.
The Fix: To avoid using up-speak, use clear, sharp, definitive gestures when speaking. If your hand gestures are strong and emphatic, it’s more likely your voice will match the power of your gestures, and you will land each sentence as a statement instead of a question. You will sound more confident. The size of the gesture doesn’t matter as much as the crispness of the motion, such as a flick of the wrist in a karate chop motion, rather than a gentle pat-on-the-head motion.
In conclusion, your overall impact as a communicator is not based on an isolated instance of what you say or the way you say it. It’s based on the cumulative effect of many behaviors – these and others. If you say “sort of” or “basically” two or three times in a long conversation, who cares? There will be little or no impact on your credibility. But if in every sentence there are “um’s” and “kind of’s” and instances of up-speak, you’ll undermine your sense of confidence in yourself and your ideas. So, slow down, only speak when you are looking at people, and use sharp, definitive gestures when speaking.
When meeting with a potential client, it is inevitable that questions will come up. But what happens if you don’t know the answer? Or what happens when you’re in a job interview and the interviewer asks a question that you’re not sure how to answer? Don’t let one question be the difference between that new job or next sale. Don’t panic – here are our tips to handle tough questions.
Really focus on the customer or interviewer and the question. Don’t mentally prepare your answer or speculate where the conversation is headed.
Give yourself time to think
The average speaking rate is approximately 135 words per minute, but the average thinking rate is much faster than that. While you are formulating your answer, gain some thinking time. Say something like, “great question” or restate the question as the beginning of your answer, “I’m glad you asked about our differentiators. Let me share a few…”
Maintain your composure
As you listen, sit up straight and use listening cues such as eye contact and nodding. As you answer, use open body language to show that you’re engaged and confident (even if you’re not).
If you’re not sure, give a brief answer and follow-up
It’s ok if you don’t know the answer to every question you are asked. Be honest – offer what you do know and promise to get back to the questioner with more information at a later time. Then, you actually have to follow up later with the promised answer.
We all make mistakes, and at some point in our careers, we’ll have to apologize to someone. Working remotely makes it more difficult and more important to quickly deliver an apology. Time and distance can damage relationships, while the well-executed apology can establish and enhance your credibility and help you build trust.
Here are the 6 steps to use for a successful apology:
Say it soon
Usually, apologies are best said right after realizing you need to utter one. Don’t let too much time go by, or you’ll diminish the impact of the apology. An immediate “I’m sorry” for a missed or late appointment, for example, is good manners. For especially egregious errors, the apology may require some extra time and care to construct. That’s fine; just don’t wait more than a few days.
Say it live
Unless it’s impossible, speak your apology live – whether in-person or on a video call. The person receiving the apology needs to see your humility, or even hear it on the phone. Less effective is an email apology, better to send a well-crafted handwritten note.
Name the deed
Own up to what you did and take responsibility with your apology. Something like “I’m sorry that I talked behind your back” has an authenticity that “I’m sorry I made you feel bad” may lack.
Omit the “but”
If you say, “I’m sorry I yelled at you during the staff meeting, but you missed the deadline by a week,” you’re excusing or justifying your actions. That’s not apologizing. So leave out “but” and its first cousin, “however.”
Note the pain
Acknowledge that you said or did something that hurt the person: “I realize that my gossiping hurt you and made you feel isolated from our group.” This adds a necessary integrity to your apology.
Ask what would correct your wrong. The person may say that the apology is sufficient. Possibly, they might ask you to speak to their boss or do something else. Hear them out and do what they ask, assuming it’s a reasonable request.
Apologizing is never easy. Do it earnestly, though, and people will respect and forgive you. And when someone apologizes to you, accept it graciously. It’s all in a day’s work.
When Facilitator Komal Pandya-Singh was in college, she encountered a young girl crossing a busy street in Astoria, Queens. This young girl embodied a strong executive presence at an early age. Hear her story below.
Executive Presence sets you apart in business, both in person and online. We demonstrate presence through subtle cues – the combination of how you present yourself and communicate. When working in a virtual world, it’s even harder to demonstrate presence, be memorable, and connect. We don’t always see all the non-verbal cues, it can take longer to process information, and it’s more difficult to build lasting connections. So how do we overcome these issues?
One easy thing you can do to demonstrate presence online is take your time when presenting information. You’ll connect better if you pause between phrases and give people time to engage. And, start every meeting with a smile!
Now that we’re all working from home, have you noticed an increase in the use of IM, email, internal chat forums, and project management platforms to collaborate? Some of these tools have become our go-to in business, while meetings seem to be taking a backseat. However, writing is not always the most efficient or effective way to communicate. And, it carries compliance and reputational risks.
If collaboration is the goal, a well-run meeting or a phone call are your best options.
In a meeting, more questions can be asked, and more thoughtful, complete, and candid answers can be shared. Face-to-face meetings, whether virtual or in person, can also allow non-verbal cues and tone of voice to enhance and deepen communication.
Unfortunately, meetings have a bad reputation. According to Inc. and Fuze, executives consider more than 67% of meetings a failure.
However, when a meeting is planned with a purposeful, others-focused agenda, attendees become engaged, and it is often the best choice.
If you follow a process to address opportunities or problem-solve and you use strong listening skills to engage attendees, your in-person and virtual meetings will be seen as a success.
Before you hit send on your next email, consider the purpose of your communication. Reflect on your goal and your content. Are you discussing potentially sensitive topics? Are you short-changing the discussion or missing out on an opportunity to brainstorm? Is everyone in the loop truly contributing? Is it better to stop the IM’ing or emails and schedule a meeting or phone call?
“Where did this bowl of ice cream come from?” And other
questions that arise when we work from home.
Last week, I was on a video call with a client in the UK. I
was in my office in New York. She was at her desk in her home office in a
London suburb. I mentioned I would be working from home sporadically starting
this week and was worried about, among other things, my habit of raiding the
fridge too often (read: constantly). She laughed and said she looked up from
her emails the other day and there was a bowl of ice cream next to her laptop.
She said, “I thought, ‘where did this come from?’ I didn’t even know I had ice
cream in the house!”
Humans are social animals. Most of us expect, need and thrive on connections and interactions. Being told that “social distancing” is the best way to decrease and ultimately defeat COVID-19 comes across as a threat. We’ll each learn more about ourselves and our connections as we adapt to more widespread remote work environments. As large teams transition to full-time work from home, here are answers to some questions you might find yourself asking:
1. How do I manage my eating and other personal habits?
Constant access to food (TV, pets, kids, etc.) isn’t helpful
when you need to concentrate on work. We adopt new habits when we are in new
situations. Here are physical and metaphysical ways to deal with this
The metaphysical – Ask yourself, “what are my habits on a
typical workday?” If those habits work for you, remind yourself of them and
stick to them. Wake up as if you still have to commute: do your morning
routine, shower, and get dressed (even if it’s day pajamas). Don’t just roll
out of bed and turn on your laptop. Make sure that when you’re ready to start
working, you sit in a supportive chair at a dedicated workspace. If your normal
behavior at work is to not snack, keep telling yourself, “I’m at work. The same
rules apply even though I am sitting in my kitchen.”
The physical – Don’t sit in your kitchen. The physical proximity to food will encourage you to eat. You’re not really hungry; you’re confused. You’re not used to having food so close all day. Sit out of sight of the food and you won’t be as tempted by it. If your kitchen is the only place to sit, put the food out of sight. I just moved a full cookie jar from within arm’s length to the other side of the room. I’m eating fewer cookies and burning some calories walking across the room to get them. The same applies to your other distractions. Put the TV remote out of reach so you’re not tempted to check the new news or turn on your favorite show. Better yet, put it out of sight- maybe across the room in the cookie jar.
2. How do I stay connected to my colleagues?
You’ll need to over-communicate, especially if working from
home is new to you, your colleagues or your company. Video-chat options are
better than the phone, and the phone is better than email. We’re all adjusting
and doing so rapidly. It’s ok to occasionally “stop by” someone’s home desk by
checking in just to catch up.
If you manage a team and you’re all new to working remotely,
make the effort to check in with each member of your team even if you don’t
have anything specific to ask. Remember your habits from the office. If your
inclination would be to stop by and check in on someone, don’t let the fact
that you’re now working remotely change that behavior. Your team needs to know
you are comfortable with this new way of communicating.
We’ve all connected to people via technology. We’re used to
it. What many of us aren’t used to is having this be the predominant way we
communicate with each other. We don’t know how long this situation will last.
Put habits in place as soon as possible to shorten the learning curve, get
everyone comfortable with connecting remotely and maintain relationships.
One of the big adjustments we need to make when we all work
remotely is that our work habits – dictated and influenced by our
organization’s culture and protocols – are suddenly relevant when we are
sitting in our living room, den, or home office (but not our kitchen – see
above). For instance, if you know the VP of Finance doesn’t like people popping
by his office unannounced, he won’t like an unscheduled video call either. If
the SVP of Sales is comfortable brainstorming aloud when you stop by her
office, she’ll likely be open to the same when you log in for your weekly
remote meeting. As more of us work remotely, we will undoubtedly add new
dimensions to our firm’s culture, which will eventually be codified through
firm protocols. Until those directions are in place, we’ll each have to be more
conscious of how we live our firms’ cultures in a remote environment.
While I have been writing this, one of my colleagues called via Microsoft Teams to, I assumed, have a video conversation. However, he had accidentally hit the wrong button and invited our entire leadership team to the call. Although the very brief get-together was unanticipated and technically an interruption, it was the remote equivalent of everyone inadvertently showing up in the break room for a cup of coffee at the same time. It provided a breath, a break, a brief bonding – all necessary to keep colleagues together and on the same path.
3. Why is this such a big deal?
Undoubtedly, many of you have worked remotely for years and
are wondering what the big deal is about this mass migration to remote work.
You made the mental transition a long time ago, and your habits are now
ingrained in your work ethos and your reflexes. Be patient with the rest of us.
You may have been the outlier. Now you’re the calm sage, the gracious guide
helping the rest of us navigate a new work world.
If we call you too often or without scheduling a meeting
first and it bugs you, listen patiently to our prattle and then suggest ways
that will work for all of us. If we angle the camera on our laptops so you’re
looking up our nostrils, gently suggest we look at the little image in the
corner to make sure we see how others are seeing us and suggest we prop up the
laptop differently. If you’re suddenly hearing from people a lot more or a lot
less than normal, go with it for a while.
As with any change, we’ll all settle into new patterns
fairly quickly. We’re all figuring out this brave new world together. We’re all
on a learning curve. Personally, I have to learn if I have ice cream. I’m now
all out of cookies.
What motivates each of us to do better? I confess, I play Words with Friends compulsively. I swear I’m motivated by the intellectual challenge and the opportunity to occasionally best some of my really smart friends at the Scrabble-type game. Psychologists would probably tell you otherwise. They would say that I am influenced, albeit subconsciously, by the constant badges and awards I earn when I play a high-scoring word. We’re all motivated by elements obvious and elements subtle. What drives you at work? Moreover, if you lead a team, how do you keep them motivated?
Motivation at work comes from two sources – external
factors and internal factors. Managers need to acknowledge the
importance of both, but how do you keep employees engaged when you have little
to no control over one of those factors?
External factors include things like salary, health
benefits and physical working environment. Most line managers have little-to-no
ability to impact these elements. We can all learn from those leaders who have
to find creative ways to motivate their teams.
Internal factors are where Marc Berger lives. Berger
is the New York regional director for the SEC. He notes, “In the public sector,
the pay is different and the promotional opportunities are limited.”
David Peavler, Marc’s counterpart for the SEC’s Fort Worth
Region, highlights, “It’s even tougher in the smaller offices. You just don’t
have the opportunity to reward people with as many advanced positions.”
“We both work with
incredibly talented and dedicated professionals,” Berger notes. “We need to be
creative in the way we reward people for their dedication and contribution.”
Both Berger and Peavler mindfully tap into these internal
factors, including: impact, recognition and challenging and interesting work,
to create growth opportunities for their employees.
Whether it’s balancing the P&L, closing the deal with a
new client or, in my case, finding a five-letter word that ends in “Q” on a
triple letter score space, we’re all achievement junkies to some extent.
Berger notes, “Government work is very fulfilling because
you feel like you’re solving a problem and addressing an important need. The
work we do is a motivating factor in and of itself.”
Peavler adds, “The nature of the work fuels the people
involved. They feel like they’re fighting the good fight.”
Whether you’re in the public or private sector, the message
is the same: developing people and putting them in situations where they can
make a difference is a key to keeping them motivated. If someone’s not
performing well, no motivation program is going to change their overall level
of happiness. Once people have an impact on clients, customers or the
organization, you can further motivate them by making sure their success is
Most people respond well to being recognized for their achievements.
In 2019, the Mary Kay Cosmetic Company celebrated the 50th year of awarding its
top salespeople pink Cadillacs. At professional services firms, the corner
office isn’t just prime real estate because of the broader views – it’s the
outward sign of substantial achievement. Regardless of the setting, recognizing
the achievements of others is a crucial part of motivating your team. Many
people don’t need huge accolades, and recognition doesn’t always have to cost a
Even within the dictates of the federal government’s
compensation protocol, Berger found a way to reward high performers.
“I needed to reward hard work and contribution, but there
were limited promotional paths forward for some people as they advanced in my
office,” Berger noted. “So I created a new opportunity, the ‘counsel to the
regional director’ role.” Professionals on his team are selected to rotate
through the role for four months at a time, receiving slightly higher
compensation for those months. “Arguably a more important reward than the extra
money is the opportunity to learn how the agency functions on a broader basis,
which gives them added insight into decision-making when they return to their
“As a leader, you have to make these opportunities happen
because they don’t always occur naturally,” Peavler said. “We find
opportunities to recognize high performers in a meaningful way, such as by
having them lead important internal initiatives or speak on the agency’s behalf
at industry or public events. And sometimes it’s as simple as giving someone an
extra day off or more flexibility in their schedule, things that don’t
necessarily cost the organization a great deal but mean a lot to the employee.”
Every few Words with Friends games, I download a
bucket of rewards that earn me points I can use as currency to buy advantages
in the game and badges that give me an encouraging cyberspace pat on the back.
And at my firm, the last agenda item at every staff meeting is “Applause,
Applause,” where people have the chance to publicly acknowledge someone who has
gone above and beyond for them or the group in the last month. The recognition
is always appreciated by the recipient, creates a supportive work culture and
ends the meeting on a high note.
Challenging & Interesting Work
Having a career means more than holding a job. In a career,
we’re looking for advancement and an opportunity for growth. We want to keep
getting better at what we’re doing. In between promotions there may be long
stretches when we’re doing the same job repeatedly. How do you keep someone
who’s in that phase motivated to bring their best self to the task every day?
One way is to provide options for growth through challenging and interesting
work. Adding a new component to someone’s role keeps the job from becoming
At the SEC, Berger found a variety of ways to accomplish
this. “I try to identify cutting edge investigative work or a novel examination
approach and then have that team present the matter to their colleagues at
staff-wide meetings. This allows them to share their expertise and techniques
with others, while they develop their presentation and communication skills in
front of large audiences,” Berger noted.
Peavler added, “While I usually can’t offer the same perks
available to the private sector, I can honor someone’s accomplishments by
assigning them challenging or high-profile cases or examinations, encouraging
them to become experts on important industry subjects and giving them
opportunities to mentor others and be mentored by senior staff.
He added, “All of these elements gave me some options for
recognizing the team’s hard work and dedication and gave them a growth
opportunity. The exposure to new opportunities and experiences gave them a
differentiator for their resumes.”
Companies, especially large, publicly traded companies, are
supposed to be driven by maximizing share value. Yet many seem equally driven
to make the list of “Best Places to Work” and the like. Organizations large and
small increasingly leverage team motivation and individual engagement to drive
performance. To keep your team motivated to perform at their best for you and
the organization, consider the individuals’ internal motivating factors.
Find ways to make them successful
Celebrate those successes
Look for low-cost ways to keep their job challenging and engaging
Finally, if you know any six letter words that include an
“X” and a “Z” let me know. I’m 40 points behind and really need a win.