Jeff Porro’s unique combination of talent and experience helps executives use the spoken word to engage their most important audiences – funders, clients, investors, employees, the press, and the public. We had a chance to chat with Jeff about the importance and impact of a powerful speech and how it can affect the leadership effectiveness of the person giving it.
Tell us a bit about your background. Why did you decide to become a speaking consultant and freelance speechwriter?
After working for about a decade as a jack-of-all-trades freelance writer, I’d proved to myself I could earn a living – but I was getting a little bored. I worked with an executive coach who helped me discover my passion and decide where I wanted to focus the rest of my career: speechwriting.
I really enjoy speechwriting because it requires a combination of skills. I have to be able to tell stories, provide vital information, understand audiences, and capture a personality through words. That last aspect ties into my “secret life” as a screenwriter.
Okay… is it really possible to improve a speech simply by using different words?
Absolutely. Speechwriting is writing for the ear. That is much different than writing for the eye, which is what you do when you produce an article or an annual report. One of the elements that makes a terrific speech is word choice; some words and phrases are simply more resonant, evocative, and downright powerful with audiences than others.
Just one example: years ago, the comic Bob Newhart had a routine where he played a PR guy advising President Lincoln on ways to improve his image. One of his suggestions was that in the Gettysburg Address, Lincoln should say “47 years ago,” instead of “Four score and seven years ago.”
When it comes to the skill of public speaking, how much of it is innate and how much of it is learned?
For some reason, many executives think they are either born good speakers or they’re not. That’s not true. Public speaking is a skill. And like any other skill, you can get better and better if you learn the fundamentals and then practice, practice, practice. Of course, as with almost any other skill, some people will be born with more public speaking aptitude than others. But I know from experience that any executive can become a very good speaker.
What are some of the main differences between a corporate leader speaking effectively to shareholders and he or she speaking effectively to employees?
This question highlights one of the most important elements of an effective speech: it must be customized and targeted to resonate with the concerns of a specific audience. As I say to clients, a generic speech is a bad speech.
And a good speech must connect with an audience quickly. In the first few minutes of a speech, the audience is looking for answers to two questions: does this executive understand my needs and concerns? And does the speaker really know what he or she is talking about?
That’s why one of the most important tasks of a speechwriter or a speechwriting team must be done before the first word of a speech is written: learning what is on the mind of the intended audience – and especially what’s keeping those listeners awake at night. While each particular audience is different, shareholders generally want to know as much about the company’s bottom line as possible (profits, dividends, sales, growth, projections, etc.) Employees are also concerned about the bottom line, but they want to know how the company’s performance will affect the quality of their job life – and (obviously) their job security. Finally, both audiences need to hear a clear statement of the executive’s vision for the company – a vision that gives them confidence about the future of the organization.
How much of your advice and consulting centers on a speaker’s nonverbal communication and/or overall presentation skills?
I sometimes give informal advice to speakers about their presentation skills, but I’m really the guy who writes the scripts. At the same time, I know nonverbal communication and overall presentation skills are vitally important to the success of a speech. That’s why I often work with a trusted partner who specializes in speaker training. An effective speech is definitely the product of teamwork – most importantly among the speaker, the speechwriter, and the presentation coach.
What suggestions would you give to a corporate leader who is trying to motivate employees for or about a team-building exercise?
I just worked with the head of a rapidly-growing small business who wanted to do exactly that. What I advised him, and would advise every corporate leader, is to go positive. Be frank about the company’s problems and challenges, but link the need for team building to your vision for the company. Show how the exercise can lead to an inspiring future, contribute to a better world, give each employee a chance to reach his/her potential, place the company on the vanguard of progress, etc.
How can a corporate leader obtain feedback or clues relating to whether or not his/her speech accomplished its goals?
The most obvious and systematic way is to distribute simple evaluation forms to an audience. However, that is not always practical, especially when the speech is a keynote to a large audience. My experience has been that the executives who really care about giving effective speeches (and improving their public speaking) surround themselves with trusted advisers who will give candid feedback. As an example, I was brought in to work with the CEO of a large nonprofit after the executive heard regularly from board members and major donors that the CEO’s speeches were falling flat.
With the rise in the use of technology, automation, and artificial intelligence to deliver information, do you think leaders’ speeches will be as important or impactful in the next ten to twenty years?
I do. In fact, I think leaders’ speeches will become even more important for a couple reasons. First, even in an age when it seems a new form of information technology pops up every five minutes, people still crave the human connection. They still want to hear and see an actual human being giving a speech. Think of the thousands of people who waited for hours to see their favorite presidential candidate, often to sit so far away that they could barely make him or her out at the podium.
At the same time, new technology is bringing speeches by corporate leaders to ever wider audiences. Recently, I read that the CEO of AT&T gave a very thought-provoking speech to employees on race relations. Twenty or thirty years ago, I would have been lucky to track down a transcript. But today with Google and a mouse, I was able to find the speech in a couple minutes… and watch the whole thing on my phone.
Afraid of public speaking? Hear how uncertainty and fear yield excellence and achievement by booking a speaking engagement with Matt Walker today!
Quick and dirty and to the point – over the years I have had a love/hate relationship with travel. I find the disruption to my normal routine both energizing and unsettling.
Energizing in that it breaks me from my normal thought patterns and I find that my curiosity increases. I also have realized a pattern that occurs: I crave the simplicity of travel and the opportunity to focus on one thing at a time without distraction (I am writing this in a hotel in Portland with a bare table and only the contents of my travel case around me, my office is also at my home so you can insert any number of possible distraction possibilities here…).
Travel though has a flip-side. It can be unsettling in that my routine is completely broken up: where to eat, how to eat healthy, different lights and furniture, and limited options due to geography and weather (this am I felt like going for a run, not going to happen since I don’t have running shoes with me).
I find that having two specific pieces of gear with me while I travel allows me to cut through the noise and find a centered and optimal place for both creativity and productivity. Those two pieces of gear: the TRX GO Suspension Trainer and the UE Boom Bluetooth Speaker. (Note that I have no affiliation / sponsorship with TRX or UE – just a fan of both of these pieces of gear!). Both pieces are lightweight, small, and pack in your travel roller – no excuses not to have them with you.
So here is the routine as soon as I arrive in my hotel room. Regardless of the hour that I walk into my room I unpack and pullout the TRX and speaker. I travel as light as possible (hence the no running shoes with me), so I often do not have workout clothes packed – you don’t need them. The TRX workout is in your room and your room is climate controlled. Strip down to your undies and a t-shirt and get to work, no shoes needed, no tech gear.
Put on whatever music you want, doesn’t matter, just something that speaks to you. Start up the TRX app (it runs simultaneously through the speaker while your music is going) and do the first 15-minute general core-strength workout. Trust me, the first five minutes feel like syrup is running through your veins after the travel, but the last five minutes feels great and liberating: You are back in your body and your mind is cleared, simple and effective.
For an overnight on the road I get two workouts in: one when I arrive and one before I depart. No excuses.
Why the speaker instead of using the phone speaker? The phone speaker is terrible and terrible sound is not only not a creature comfort but it reminds me that I am on the road and disrupted from routine. Good sound, good vibes, good mood.
The second bonus for the bluetooth speaker is that I find my morning routine at the hotel is greatly enhanced by giving me motivation and audio engagement beyond the ubiquitous television. With the speaker in use, I never turn on the television and get sucked into the cable news stream, etc. Control your media input, maintain your focus, and make travel your friend. Two tools that make a huge difference in my world – give them a whirl.
What about you? Do you have an indispensable road warrior tool or must-have? Share below or send me a message – see you out there!
Team development is surely an evolving concept. One certainty is that team development will be every bit as essential to organizational success in 2017 as it always has been. The corporate world is anything but static, and team building strategies tend to evolve as corporate cultures evolve. But that doesn’t mean your organization should partake of every new team development trend that comes along. Not all of them will be right for your organization’s particular makeup of personnel, corporate culture, and team building needs. Here are some key trends in team development to watch for in 2017.
Increased Customization of Team Building
Customization is increasingly important in many areas of life. From custom-fit blue jeans to customized kitchen cabinets, products are increasingly able to be made more personal and satisfying without the necessity for huge sums of money or major capital investment. Team development is no different. It only makes sense that organizations want to work with team development experts who are willing to understand their team, their time frame, and their needs. Cookie-cutter team building may or may not meet an organization’s needs, and more leaders have recognized the need to develop team building programs that are custom tailored.
Combining New Technology with Old School Techniques
Virtual reality and augmented reality are two emerging technologies that are expected to be put to use more frequently in the upcoming year. By allowing participants to move in virtual spaces, virtual reality platforms will allow for experiences that simply weren’t possible before. Augmented reality, which is less immersive than virtual reality, is another technology you can expect businesses and team development experts to put to work in team-building activities.
One slightly less sophisticated application of technology to tradition is the smartphone scavenger hunt, of which there are several variations. Some of these activities are geared more toward new teams getting to know each other, while others involve team problem solving and physical challenges. What they have in common is the use of current technologies applied to timeless team building activities.
Emphasis on Collaboration
Collaboration is a term that is frequently referenced in today’s business world. Now that the internet and mobility connect us with each other essentially 24/7, we’re finding new ways to collaborate with each other, whether or not we’re in the same physical location. But as nice as collaboration sounds, it doesn’t always come naturally to people. There are still plenty of people in the workplace who cut their teeth in the traditional “command-control” organizational structure, and who must learn some of the ways in which team members collaborate.
Team building and collaboration go together naturally, and more leaders recognize that they cannot expect newly formed teams to collaborate flawlessly without having been taught how. “Kick-off” team building activities, in particular, are increasingly geared toward facilitating effective collaboration.
Longer-Term Team Building Initiatives
Another thing more leaders are coming to realize is that a one-time team development activity isn’t enough to set up a team to be effective once and for all. Hence, more organizations are engaging team development consultants for longer term assignments. Rather than having an annual team building event that may or may not speak to the business challenges the team faces, leaders are working with team building experts to develop a series of team development activities that are designed to address the exact challenges the team members are about to face.
In other words, putting the team through a standard team development activity generally only scratches the surface of what’s possible, and a longer term approach is often needed to maximize team effectiveness.
Team Building for Dealing with Change
Recent years have put us through changes we may never have imagined a decade ago, and 2016 especially was a year that saw massive changes. While change does help us stay on our toes and remain agile, too much of it at once can be overwhelming. Therefore, team development experts are coming up with team building activities specifically designed to help teams cope with change in the workplace and in the world. This type of team development activity can help companies ensure their employees are able to spot emerging trends, prepare for them, and deal with them effectively.
Team Celebrations of Success
Sometimes team development means recognizing and celebrating successes. More companies are looking for team development activities that incorporate celebration of important milestones, like winning a major client, launching a successful product, or coming back from a defeat of some kind to demonstrate excellence. In fact, celebrating success is coming to be perceived as an important business practice. Combining team building with celebration offers a great opportunity for teams to go into a team development program or activity with high spirits and confidence, maximizing positive results.
Recognition That Team-Building Is Not an Afterthought
Finally, an increasing number of organizations have come to understand that far from being an afterthought or an “extra,” team development is fundamental to ensuring outstanding performance on an individual, team, and organizational level. Unfortunately, this has opened the door to a number of team building “placebos” that may help teams feel better in the moment but do little for long-term effectiveness. One way to avoid silly team building “fads” and recognize genuine team development trends is to work with someone with extensive experience in team development, and who knows from experience what works and what doesn’t.
Team development will continue to be critical for business success in 2017. Collaboration is more important than ever, yet many people are having to learn new collaboration techniques, technologies, and ways of interacting with one another. Team building techniques will continue to evolve as markets and customers change, and you can expect other new team development approaches to emerge as 2017 moves along. Being able to separate what’s truly effective in team development from passing fads is essential. I encourage you to contact me at any time to discuss your specific team development challenges. Let’s face the new year with determination to create passion, purpose, and authenticity in our work teams.
Tell us a bit about your background. Why did you decide to form your own leadership training company?
After a successful career as a marriage and family therapist, I was promoted to my first management position in the 1980s. I quickly discovered that the ways we were instructed to manage employees weren’t working. Ditching the traditional management-employee shtick, I began using the research-based, positive psychology philosophies I had found effective with clients in private practice.
I feel like so much of what we’ve done in leadership and HR is completely off track. It’s disconnected from spiritual beliefs, science, and self-reflection. If you live according to the natural order of the universe, you are responsible for yourself and your happiness in the world. Most business processes don’t respect that. They keep people from natural consequences. When I talk to people about changing their thinking, it gives them energy when they realize that there’s a different possibility. It gives them hope. They want to learn more.
Eventually, these common-sense management practices became “Reality-Based” Leadership. Soon, the employees on my team were more motivated, adapted easily to change, delivered better results, and emanated on-the-job happiness.
These positive results were the springboard to my current passion and career: helping companies integrate Reality-Based practices into their everyday work lives to drive improved outcomes. I established my business, Reality-Based Leadership in 2001 and focus on consulting, training, and speaking. I have also published two books.
What are some of the most common problems facing many companies today, regardless of the industry that they’re in?
In our newest research via The Futures Company, I found that the average employee spends two hours and twenty minutes per day in drama. That’s over two hours per day lost to emotional waste in the workplace! For many organizations today, I can’t think of a more profound impact on the bottom line then the ability to eradicate two hours per day per headcount of waste from the workplace.
Leadership can actually be the process by which this waste can be eliminated. This is an unimaginable ROI for any effort, let alone for leadership. I am confident that Reality-Based Leadership can absolutely restore the competitive advantage to a workplace while enhancing engagement and creating innovative collaborative environments that will lead to even greater results in the future.
What exactly is “Reality-Based Leadership,” and how does it differ from more conventional leadership approaches?
Reality-Based Leaders can change mindsets and cultivate accountability instead of trying to perfect circumstances. They refuse to argue with the reality of their circumstances and teach their followers to do the same.�
A Reality-Based Leader quickly and radically accepts the reality of any situation so they can take action and make decisions that conserve precious team energy and then focus that energy instead on delivering results. Reality-Based Leaders anticipate future change, welcome it, and then capitalize on the opportunity it presents without drama or defense. They are bulletproof. �
Reality-Based Leaders deliver results without the drama, chaos, and politicking that has become far too common in our workplaces today. They develop people who consistently make results happen no matter how challenging the times may be.�
Since your site urges people to “ditch the drama,” what exactly does that mean in practice?
Being Reality-Based is all about ditching the drama because most of the drama in our lives has nothing to do with reality. It’s the story we make up about reality. For instance, if my boss asks me a question, I think, “He’s micromanaging me, checking up on me.” The reality is my boss asked me a question. The rest is a story I made up. When people let go of their self-manufactured drama, they are able to use those two hours a day for productivity, and they are happier because their morale is not affected by the stories they make up about their circumstances.�
My message to people is this: quit believing everything you think. Step back and question what you think. When you run into a problem at work, don’t assume your coworkers are incompetent or undermining you. Ask: “What do I know for sure?” What’s left are the facts. Then ask, “What could I do next to add value?” Look for ways to solve the problem and contribute. That way, you eliminate all the energy that goes into drama. Employees aren’t exhausted because of their jobs, but rather because of self-manufactured drama.
What are some ways that a leader can help empower his or her employees and increase their accountability?
To help this skill set evolve and further develop, encourage the following among your team.
1. Embrace Challenges
Experiencing projects, assignments, and tasks that have a significant risk of failure and call employees out of their comfort zones will enhance the learning and development of new and less developed competencies. This process forces the individual to quickly find what worked and what didn’t. From there, they can adapt and move forward.
2. Experienced Accountability
Being held accountable on a consistent basis by people and processes molds the mindset of internal accountability. Over time, the concept that one’s results are a product of their own actions is reinforced and solidified as a belief.�
3. Consistent and Regular Feedback
Regular developmental and performance feedback from a credible source helps employees understand and internalize how their specific behaviors and choices are contributing to their results. However, the feedback must be rigorous, consistent, and ongoing to be effective.�
Engaging in regular self-reflection and introspection about one’s progress is critical. The focus of self-reflection is to account for one’s role in the results of their life and extract the lessons that will empower a different response in the future. Methods of self-reflection include meditation and journaling.�
Once this is achieved, you will have created a workforce that is resilient, committed to results, accepting of the consequences of their actions (good and bad) and continuously learning. Not only will they raise the bar for everyone around them, but they will also make great things happen for your business as well.
Since you wrote a book about workplace rules, could you name one rule that a company can change or implement today that will help its employees to succeed in their work?
Improve personal accountability by getting real about the true value of an employee. Many organizations are only measuring performance, which doesn’t always translate into business results.
Current Performance + Future Potential – Emotional Expensiveness = Employee Value
Current Performance – Is this employee truly meeting expectations? Are they consistently delivering results? Do they provide value each and every day? Are you still giving them credit for what they did last year or in the past decade?
Future Potential – What are the odds that this employee will be a great player in the future? Do they seek out new challenges? Do they keep up with trends in their profession and the industry? Will they be relevant to your company in five years?
Emotional Expense – Finally, you must offset any value derived from the employee with the “emotional cost” of the relationship to the organization. After you spend time together with this employee, ask yourself, “Is my energy heightened or drained? Am I working harder on this employee’s success than they are? Does this employee relationship take energy that, if conserved, would create something far greater for the team or company? Does this employee say “yes” to ideas and requests? Do they handle change with excitement or resistance?”
What are some of the main challenges for leaders in the future, and how will Reality-Based Leadership help address those challenges?
Old leadership beliefs are expensive. There is a growing awareness of leaders’ coaching strategies and their connection to productivity, so leadership practices are a serious and critical economic issue. At Reality-Based Leadership, we coach leaders to sustain readiness by picking up where most change management stops: accelerating action past the point of awareness and acceptance. After awareness, leaders should seek willingness, and work quickly with those who are willing and committed to changing circumstances. After willingness, seek advocates – those who work alongside you and bring others into alignment with the organization.
Next, they should seek active participants who clear a path so the change can and will work, and don’t remain stuck in reasons why it can’t. Finally, savvy companies embrace drivers who are proactively scouting trends, game-changing strategies, and areas so the organization can achieve its full potential. �
If we favor preference over potential and keeping people comfortable, we kill competitive advantage. It lets us feel good temporarily, but it inhibits our future success. As an HR leadership driver, think beyond change management philosophies that talk about net change and tying the future to the past – it only reinforces attachment. The future is now, and thriving in our reality requires a relentless focus on “what’s next.” A driver that advocates business readiness realizes that it’s a mindset that is cultivated – because without that mindset, every change will be difficult.
Need more information about Matt Walker Adventure? Contact him today!
There’s little disagreement that most people feel higher stress levels during the end-of-year holidays. The many additional responsibilities people take on, including gift shopping, attending social events, hosting family and friends, and dealing with the particular stresses of personal travel can fray nerves and shorten tempers. Unfortunately, some of this stress may spill over into the workplace – and not just for retailers gearing up for a whirlwind shopping season.
Whatever industry you are in, employees coping with the holidays may come in to work a little more frazzled, and scheduling time off for various employee obligations can lead to resentments building up. Though it doesn’t sound like a great time for team building activities, it actually can be a terrific time for it. And timing team building activities toward the end of the year helps set everyone up for a positive new year. Here are some ways the holidays can boost team building.
Outdoor Team Building Is Still an Option for Many
Not everyone has snowy, wet, or freezing holiday seasons, and businesses in mild climates can still enjoy outdoor team building activities like hiking excursions or rock climbing. In fact, the outdoor team building adventure can be the perfect antidote to all the to-do lists and social obligations your team members face. Sometimes getting away from stores, shipping facilities and general errand-running to scale a mountain can be the perfect change in routine to look forward to. And not only can your team members clear their heads of many holiday stresses, they can develop more cohesiveness with other team members.
Team-Building to Benefit Others
But if your team is unable to participate in an outdoor team building adventure, you have numerous other options, many of which build team connectedness while giving back to the community. Teams that select a charity and find innovative ways to raise money for it can grow closer and learn new things about their teammates. You can even include prizes for various accomplishments, like raising the most money, or signing up the most participants. Doing good things for others, even things as simple as having your team “adopt” a foster child to provide Christmas gifts for, makes everyone feel good and strengthens team connections.
Matt’s message and spirit for adventure left a truly lasting impression with our group. It was flat out impactful, and I don’t know that I’ve ever been a part of such an engaging Q&A session to boot. His delivery is honest and sincere, his experiences are harrowing, and he has magnificent imagery that ties it all together.
Learning Director, US West, EO
Fun Team Building to Lift Spirits
Team building activities can also be light-hearted, easy, and fun. A potluck dessert buffet in the break room makes the workplace a bit merrier, and you could even have everyone email their recipes to a point person to put together a team cookbook. Secret Santas have been an office tradition forever because the process is enjoyable and helps team members get to know people they may not otherwise. Other possibilities include decorating a team Christmas tree or holiday parade float, declaring a team “tacky holiday sweater” day, hosting a cookie swap, or holding an informal cubicle decorating contest.
Amplify Holiday Goodwill and Set the Stage for Next Year
Sure, the end of the calendar year brings its own unique stressors due to people’s many obligations to friends, families, and traditions. But it’s also a time when people are more apt to demonstrate good will toward others, and because of that, it can be a terrific time of year for team building activities. In many industries, things wind down a bit toward the end of the year anyway, so scheduling team building events during work hours may be easier.
By intertwining team building activities with holiday themes, you can make your team more integrated, raise spirits, discover gifts and talents of your colleagues, and generally make a stressful time of year more enjoyable. If you’re interested in unique, innovative team building activities or outdoor adventures, I encourage you to contact me at any time. This past year we ran team development programs for groups of 120 to 4 in locations from boardrooms to the backcountry, in Seattle, Los Angeles, Sedona, AZ, Napa, CA, Denver, and all the way in Tanzania, East Africa…Let’s work together to get your team ready for an outstanding new year.
David Brendel is the founder and director of Leading Minds Executive Coaching, LLC. We recently spoke with David about how corporate leaders handle change and career transitions.
Tell us a bit about your background. Why did you choose to leverage your expertise in psychiatry to focus on executive coaching?
Executive coaches leverage many of the same skills as psychiatrists. Both need to foster engaging dialogues that empower clients to deepen their self-awareness and implement action plans for success. Executive coaching allows me to put this skill set to good use in my work with a wide range of clients who are striving to develop leadership skills such as strategic thinking, effective communication, self-confidence, stress management, and work/life balance.
Finish this sentence: “Based on my experience, one of the biggest myths that people have about executives and corporate leaders is…”
…that they feel as self-confident as they appear.
When you’re coaching executives who are going through a major career transition, what are some of the biggest challenges that they usually need help with?
Whether the career transition is positive (such as a promotion) or negative (such as a layoff), executives may feel overwhelmed, fearful, and generally stressed. They often struggle to tolerate change and uncertainty about the future. Under these conditions, they may lose focus on the mindset shifts and behavioral strategies that will be required as they transition into a new job role. Executive coaching can help them to navigate these daunting challenges effectively.
What are some of the most common stressors for executives that they may not necessarily be aware of?
Common stressors of this kind are novel situations in which executives need to stretch beyond their comfort zone. Individuals transitioning from operational roles to management roles may not realize immediately that they now must prioritize their interpersonal skills, emotional intelligence, and strategic thinking. If they only rely upon (or overuse) their technical know-how, they can experience frustration and irritability with people on their teams. Executives can overcome this stress when they recognize the new priorities, improve their interpersonal communication, and attend to high-level strategic tasks.
How can a leader become more relatable to his/her subordinates without compromising his/her authority?
It can be challenging for a leader to balance emotional connectedness and appropriate professional boundaries. This can be especially difficult if the leader’s subordinates are of a similar age and/or if they previously worked together at the same level in the organization.
The leader should focus primarily on developing warm, supportive, and encouraging relationships within the bounds of the work role. The leader may frequently need to pause and reflect on what the role requires, rather than what would feel good in the moment. He or she then must work hard to conform his or her behaviors accordingly. Eventually, these behavioral changes will solidify as habits and set the tone for healthy professional interactions.
From a psychology standpoint, what are some of the benefits of an adventure-style team building event?
When run well, these kinds of events can enhance interpersonal bonding, trust, and emotional connectedness. They can stimulate the brain’s limbic system, which mediates these powerful social processes. Relating to colleagues outside the usual workplace has an equalizing effect and allows them to see each other’s common humanity. It may provide a context in which people can safely express vulnerability and compassion. When people see these human traits in others within a structured “adventure” venue outside the office, they are more likely to transfer these positive feelings back to the workplace, thereby enhancing trustful collaboration.
When a leader is planning and/or overseeing a team building exercise, what are some important things that he or she must keep in mind?
The most essential thing to consider is the team’s psychological safety. Before designing the event, the leader can ensure “buy-in” from team members by discussing the goals of the exercise and the nature of the activities it will include. The team is more likely to invest in (and benefit from) the exercise if they’ve had the opportunity to shape it. Individuals should be allowed to opt out of participating without negative judgment or recrimination. If one or more team members decline to participate, however, it is incumbent upon the leader to inquire discreetly as to why people are making this choice. This information might reveal problematic team dynamics that are worth addressing, both for the sake of the team building exercise itself and the healthy functioning of the team more generally.
In the future, what will be some of the most important traits and qualities that companies will look for in their executives?
Companies increasingly will look beyond “quantitative” technical skills and ensure that their executives also have “qualitative” skills including social intelligence, empathy, resilience, curiosity, and creativity. They will seek leaders who proactively manage stress, respect members of their teams, inspire others, and lead with vision and values. People innately have these human traits and qualities to varying extents and can enhance them through training, coaching, and other approaches that foster insight and self-awareness. The resulting behavioral changes can promote meaningful personal development and remarkable business growth.
Want to learn more about utilizing adventure to improve the cohesiveness of your team and company? Contact Matt Walker Adventure today!
Team building may encompass many different activities, but all have the goal of enhancing relationships between team members, and helping define roles within teams. Specific team building activities, like hiking up a mountain as a team or engaging in a group problem-solving activity are designed to help teammates align around their common goals as well as build strong working relationships. As teams become more cohesive and roles become better defined, finding solutions to team problems becomes less daunting.
Team building exercises are not just “feel good” exercises. Studies have found that team development can have a strong positive effect on organizational performance and financial benchmarks. Following are five team building quotes and advice on how to put them to work in taking your team to a higher level of performance.
1. “Leadership is not just what happens when you’re there, it’s what happens when you’re not.” – Ken Blanchard
A team that fails to function when its leader isn’t around is not really a team. Likewise, the strong leader understands that what goes on in his or her presence and absence depends largely upon team cohesiveness and feelings of control of the team’s destiny by the team members themselves. The very best leaders may sometimes seem indispensable, but in fact they’re the ones who have taught their team well and helped everyone on the team believe in themselves.
2. “An ounce of action can crush a ton of fear.” – Tim Fargo
At some point, it’s time to choose a course of action and move forward, despite fears. In fact, taking that first step can go a long way toward dispelling fears. Some people feel waves of apprehension before doing something out of the ordinary, like giving a speech. Yet once they take that first “ounce” of action by stepping onto the stage and beginning to speak, many of those fears evaporate. There’s really no situation in which we can’t wonder, “What if?” But we can’t let that paralyze us into inaction. Strong teams know when and how to move forward in the face of fear.
3. “Actions are remembered long after words are forgotten.” – Lolly Daskal
When someone remembers you as a person who interacted with them with kindness, compassion, and respect, it colors their entire relationship with you. This is not to say that words aren’t important, because they are. But how you say things and whether or not you keep your word makes a tremendous difference in your relationships with people. Teams in particular must be able to operate on a basis of trust that people will say what they mean in a professional and respectful manner, and that they will do what they say they will do.
4. “There is no such thing as a minor lapse of integrity.” – Tom Peters
Getting back lost integrity is difficult, whether it’s over something as small as “borrowing” money from the coffee fund or as big as falsifying test results. This is not to say that consequences are always equally severe. But when someone witnesses you in a small act that lacks integrity, it colors how they perceive you. Suddenly you’re someone who pads travel expenses, so what else might you be capable of? Integrity is about both the big things and the little things, because whatever its scale, lapses in integrity make a statement about you.
5. “Listening, not imitation, may be the sincerest form of flattery.” – Dr. Joyce Brothers
Sometimes it’s hard to get every team member to listen. It can also be difficult to get every team member to talk. One thing that can happen is that a more garrulous team member begins to feel that part of his or her “role” is to leap in to fill silences or gaps in the conversation. Silence isn’t always a vacuum that has to be filled. And when all team members know how to listen and make it a regular practice to do so, misunderstandings, miscommunications, and mistakes all become rarer.
I want to personally invite you to get my book, Adventure in Everything: How the Five Elements of Adventure Create a Life of Authenticity, Purpose, and Inspiration and begin living a life that will not only make you a valued team member, but also an individual of integrity and strong character.
The question “how does one measure success?” has been always been asked, but an even trickier query is “how does one measure the success of executive coaching?”
Choosing to move forward with an executive coaching program is an excellent step toward meeting both individual and organizational goals. Many organizations, however, invest in executive coaching, and participate diligently, yet fail to measure outcomes. Measuring the effectiveness of an executive coach requires evaluating both quantitative and qualitative factors. It’s not always straightforward, but it’s definitely worthwhile, particularly for companies that are unsure whether they should expand the use of executive coaching services.
Measuring return on investment is similar to using a map to go someplace new. Not only must you know where your destination is, you have to know where it is in relation to where you are now. That, of course, requires that you know where you are currently, and in the context of work performance, that type of evaluation can spark a degree of anxiety. But it’s just as necessary as knowing where the starting line is for a race.
Measuring Individual Performance
Executive coaching will have its most profound effect on the individual being coached, naturally. Conducting a pre-coaching survey will help you (and the executive being coached) measure the extent of improvement later. Some measures will be qualitative, like how confident the person is in task performance, and how often he or she requires additional managerial support.
Individual goals should be aligned with business goals, and progress toward them should be measured by a series of milestones. If a goal isn’t reached, it’s important to attempt to determine the reasons for the gap between the goal and the achievement. Some organizations invest in real-time coaching observation by a neutral party to get a more objective view of changes that take place over the coaching process.
Measuring Team Performance
As with individuals, measuring the performance of teams requires establishing a baseline, articulating goals, and defining milestones connecting the two. One quantitative measure many companies use is pre- versus post-coaching team member turnover, which is in many cases an excellent gauge of employee engagement. Pre- and post-coaching group discussions covering the topic of job satisfaction can also be an effective measure of how well the investment in executive coaching has delivered on its promises.
Specific Measures Related to Employee Morale
How can you measure improvements in employee morale due to coaching? It’s not as straightforward as, say, measuring rainfall in a rain gauge, but there are many ways to do it. As always, a baseline measure gives you your basis for comparison. Employee morale is demonstrated in many ways, many of which can be measured pre- and post-executive coaching. Here are some examples:
• Employee willingness to cooperate is demonstrated by making excuses not to help, or actively avoiding opportunities to contribute.
• Poor punctuality is often a sign of low morale.
• Employee lack of enthusiasm can be evident in a lack of new employee ideas and a general demeanor of boredom or resignation.
• High turnover is one of the best indicators of poor employee morale.
• The ratio of complaints to positive statements also indicates morale level.
Getting Back on Track
The decision to invest in executive coaching is a powerful starting point, and a team-building workshop or adventure at this point can help enthusiasm for a new start throughout a team. Rewarding experiences that come from facing and addressing challenges can be a springboard from which a team can launch into a new phase of effectiveness. For the team that is ready to “level up,” an out-of-office adventure like scaling a mountain can be the perfect way for everyone to reassess themselves, their co-workers, and how they relate to one another.
I’m Matt Walker, and I invite and encourage you to contact me at any time. My unique blend of qualifications has allowed me to support team and individual professional development in novel and effective ways, including exhilarating outdoor adventures. I would love to hear from you and would be more than happy to answer any questions you may have.
My friend and colleague, Steve Luckenbach, just wrapped up his first experience rock climbing adventure last week. Together we climbed at Red Rocks in Las Vegas, Nevada. To say it was an empowering and enlightening experience that transformed his perspective on work and life is an understatement!
I’ll let Steve’s own words do the work describing his experience, check out Steve’s blog post reflecting on his first multi-pitch rock climb as well for more learning and insight on his journey as an executive leader and keynote speaker.
….While I have a rope tied to my harness, everything within you says falling is not an option, whether you’re 50 feet or 600 feet off the ground. I must say I found it helpful not to look down, but what quickly dawned on me as I looked for the next place to place my hand and foot was that contemplating failure was of absolutely no benefit…
Want to join me for a personal or group climbing experience? Send me an email at firstname.lastname@example.org or give a call at 520-360-1465 – we can set up a custom adventure for you anywhere in the world!
Check out some photos from Steve’s adventure last week below:
In 1803, President Thomas Jefferson oversaw the purchase from France of the vast Louisiana Territory, and afterward proposed a lengthy exploration of the territory, choosing his personal secretary, Meriwether Lewis, to oversee it. Along with co-leader William Clark, the Lewis and Clark expedition set out to see if there was an all-water route to the Pacific coast, and to learn about trading conditions in the territory.
From May 1804 to September 1806, the crew explored and mapped the newly purchased territory, establishing an American presence before European countries could try to claim it. Along the way they studied plants, animals, and geographic features of this huge expanse, learned to trade with native residents, and came home with amazingly detailed and accurate maps, journals, and sketches, which were given to President Jefferson.
To say that times have changed dramatically since Lewis and Clark is an understatement, yet today’s executives can still draw valuable lessons from it. Here are 5 of them:
1. Be Prepared
Thomas Jefferson’s choice of Meriwether Lewis to lead the expedition wasn’t based on politics, but on his absolute confidence in Lewis’ skills. The same principle applied in turn to Lewis’ choice of William Clark as co-leader. Preparation for the journey started a year in advance, and had Lewis learning medicine from a prominent Philadelphia physician, and astronomy and navigation from esteemed astronomer Andrew Ellicott. Lewis, who had access to Thomas Jefferson’s complete library, seized the opportunity, consulting existing maps, reading books, and sharpening his science and geography skills.
2. Recognize Great Skills When You See Them
Just as President Jefferson recognized the outstanding skills of Meriwether Lewis, and Lewis recognized William Clark’s talents, today’s outstanding executive is the one who looks beyond the surface to see each team member’s skills, so that they may be put to the best use. Likewise, along the trip, Lewis and Clark knew when to ask advice of and defer to members of the expedition who had better knowledge of situations they encountered, from coping with bad weather to establishing relationships with natives.
3. Build Strong Relationships
The Lewis and Clark expedition didn’t just blaze a trail to the Pacific Northwest, but got to know people along the way and learned from them. For example, the guidance and exceptional equestrian skills of the Shoshone Indians helped the team over the imposing Bitterroot Mountains. Throughout the trip, even when they were almost all the way back to their St. Louis starting point, the team continued to trade and develop diplomatic relations with cultures they encountered. Professional relationships are the oil that keeps the engine of business running smoothly, and always will be.
4. Follow Through
Finally, today’s outstanding executive understands the power of simply not giving up. Follow-through is important whether you’re cooking dinner, closing a deal, or climbing a mountain. Lewis and Clark didn’t find a continuous waterway to the Pacific, but that didn’t stop them. Furthermore, they took advantage of the opportunity to catalog and sketch the natural habitats and to bring back plant, seed, and mineral specimens, knowing they would eventually be valuable. They learned some of the languages and practices of the native tribes, and in general followed through on the enormous commitment they had made to Thomas Jefferson.
5. Keep Good Records
There is really no excuse for not keeping good records in today’s world, particularly when you consider the extensive records that the Lewis and Clark team amassed during the two years they traveled the continent. Before heading back to St. Louis, the team constructed Fort Clatsop on the south bank of the Columbia River to overwinter and prepare for their return. But they didn’t just lie around doing nothing. Lewis in particular used the time to write all he could about the trip, especially about what the botany the team encountered in the old growth forests of the west. Consequently, once they were back east, they were inundated by requests from zoologists, botanists, and agricultural aficionados (including Thomas Jefferson), which only multiplied their opportunities.
What might it be like to embark on an outdoor adventure with your team? You don’t have to attempt the equivalent of finding the Northwest Passage, but getting outdoors and climbing a mountain as a team can confer multiple, long-lasting benefits. People display talents you didn’t know they had, and getting to know people in a context other than the one you’re used to strengthens team relationships. Today’s business leader can still learn from a major expedition that took place two centuries ago, because some lessons are timeless. I invite you to contact me about booking a speaking engagement and helping you and your team learn how to go from good to great through the power of adventure.