The podcast discusses the pitfalls of 'free' resume review programs where automated systems give harsh criticism to upsell resume packages. It explores the importance of quality feedback from human professionals and the value of researching resume writing services. Additionally, the podcast talks about crafting an effective resume brand by highlighting achievements and optimizing for Applicant Tracking Systems, as well as tailoring resumes to individual needs and job search strategies.

Today’s topic is how to become a thought leader on LinkedIn. This is something I work with many of my mid- and upper-level clients on and I wanted to share some of that work with you in this episode.  Let’s start with the obvious: If you want to become a thought leader on LinkedIn, you need a complete, professional, and optimized profile. If this is something you want help with, reach out for a consult and I can give you the specifics of what I can do for you and the associated investment.   Why do I want to become a thought leader on LinkedIn?If you want to become a thought leader, LI is the place to do it. There are numerous reasons to make this a goal, including: -Increased visibility for your personal brand-To move up within your current organization-To increase awareness for potential employers -Increased visibility for your company and/or industry -Increased visibility for your profession -To showcase your side business   What should I be doing? Let’s start with some basics. These are the things I do every time I sit down at my computer for LI:  -Respond to your messages -Respond to connection requests -Begin cultivating relationships with those you’ve already connected with -Engage with posts/birthdays/anniversaries/new jobs in the Notifications section (5-word minimum)  Now that we’ve covered the bare minimum, let’s take things to the next level: -Original content (think of LI as your blog) -Sharing others’ content, with a question that will elicit engagement -Content in the Featured section of your profile – these can be videos, posts, newsletters, articles, links) -Join groups appropriate for your job function and/or industry and participate -If you are also trying to grow your audience, set a weekly goal for how many connection requests you will send out and who you want to connect with. Then CULTIVATE – don’t try to sell right away.  -Once you begin contributing, you may be asked to be a contributor to collaborative articles on LinkedIn. A lot of people have found me through these contributions. Here’s how it happens: “LinkedIn identifies members who are likely to be experts in a certain topic based on their work experience, skills proficiency, and prior engagement on the platform. They must also meet high trust and quality standards by adhering to LinkedIn’s User Agreement and Professional Community Policies, and their contributions must remain relevant, original, and additive.”  How much time will this take? The biggest pushback I get from clients is “this will take too much time.” I’m going to break this down into bite-sized chunks, all of which can be managed much like a buffet – take what you want and leave the rest. It’s not all-or-nothing here.  -Make this a priority, or it won’t happen-Calendar in time, along with the specific deliverables you want to achieve -I spend 15 minutes, twice a week, on the basics:           -Messages           -Requests           -Initial greetings           -Notifications -It was recently recommended to me that I might try spending 1 hour a day commenting on posts – this would be on LI as well as my other platforms. I don’t have that much time, but I plan to expand what I’m currently doing now.  -Original content will take additional time, of course – but you may have “recyclable” content you can use, at least to start with. Is there an article you’ve written that could be broken up into several posts? -You’ll need some artwork to help attract eyes to your posts. If you haven’t learned Canva yet, I recommend either doing so or soliciting help from someone who knows how to use it. You may be able to create a template for your posts that would then require a minimum of changes each time you use it – this would also help with branding.  -If you want more eyes on your thought leadership, you may also want to add to your connections/followers. My goal is 50 new connections per week – people who are in jobs and at the seniority level of my ideal client. This takes me about 1 hour/week.  -Look for podcasters who speak on topics that intersect with your SME and schedule a virtual coffee date with them. Rather than asking to be on their podcast, focus on building the relationship and let them ask you. This is part of my 50 new connections each week.  So the amount of time you need each week depends on which of these suggestions you want to take on. Start with a manageable goal and get that under your belt before trying to expand – I recommend 15 minutes/day. Again – calendar it in and set specific deliverables for each day.  For example, you might do the basics – check messages, respond to connection requests, check and respond to Notifications – every day, while you may do original content on Mondays, share something on Wednesdays…you get the idea. MAKE IT MANAGEABLE. I was thinking…this is episode #312. Episode #1 aired on October 25th, 2017, so this is my seventh year of putting out weekly content FOR FREE. So here’s all I ask of you: if you haven’t subscribed or followed the podcast, please do so. And I would greatly appreciate it if you could do me a solid and write a review if you love what I’m putting out for you.  One more thing: if there is a career-related topic you’d like me to cover on the podcast, shoot me an email at lesa@exclusivecareercoaching.com. If I’ve covered it, I’ll send you links to what’s already out there; if I haven’t, I’ll put it in the queue and mention your first name when I cover it.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2   

Learn how to manage former peers after a promotion with tips on earning trust, being humble, and setting clear expectations. Explore the challenges of managing former colleagues and the importance of maintaining fairness and boundaries in the workplace. Gain insights on transitioning into a new role by earning trust through actions, setting clear expectations, and seeking help for success.

I want to start by being clear: This is a topic I’ve covered before. I’m covering it again because, based on the resumes that come to me for consults, ya’ll haven’t gotten the message yet.  In addition to touching on this topic in several episodes, I specifically covered job duties and achievements in episode #174. I’m going to expand on the content from that episode in this one.  What I seeLet’s start with what I see on almost every resume that comes my way: either there isn’t an achievement in sight, or the few achievements that are there are mixed in with bulleted job duties – and they are poorly written.  This creates what we resume writers call “death by bullets.” A looooong laundry list of job duties and maybe a few achievements that don’t impress the reader and causes them to lose interest fast.  Job duties are important, because this is your opportunity to tell the reader what you did on a day-to-day basis. This is particularly helpful when you have had job duties outside what someone with that job title would normally have.  Job duties tell the employer WHAT you did. There is an assumption that everyone with XXX job title does approximately the same thing on a daily basis.  Achievements, on the other hand, tell an employer HOW WELL you did your job. This is your opportunity to show how much money you made or saved, how you improved efficiency, increased retention…whatever is appropriate for your job function.  Think of it this way. If you were a Nike athletic shoe, your job description might read:Made of rubber. Come in a variety of color combinations. Includes shoelaces and an insert. Can be spot-washed by hand. Can be worn for athletic or casual wear – by men and women.  Here are your achievement bullets: Shaved 7.8 seconds off Sue Smith’s running performance in the mile. Received prime placement in athletic shoe stores including… Played key role in Jonathan Jones’ 15th-place finish in the Boston Marathon.  Generated $1.2 gazillion dollars top-line revenue.   Now, let’s break down the specifics of job descriptions and achievements.  Job descriptionsThis should be a 2-to-3-line paragraph of the daily job duties you performed – either most frequently, those that are most applicable to the specific position you are applying for, or those not normally performed by someone with your job function (but only if you want to continue to perform those duties).   There’s no room for fluffy words or extra verbiage in this paragraph. Stick with the most important, most relevant, and/or most differentiating tasks.  Here’s an example: Aligned marketing plans and GTM tactics to drive audience awareness and growth for $12M international entertainment product. Drove branding, design, website, video production, customer journey, social media, billboards, subway ads, taxi tops, paid ads, customer experience improvements, celebrity and influencer partnerships, and content creation.  Here’s another example: Drove all management and operational components including reporting functions, scheduling, hiring, onboarding, training, policies / procedures, compliance, and strategic planning. Collaborated with marketing director to promote and grow all offices. Managed P&L including net profitability, net revenue per visit, and net cost per visit.  Note that these are paragraphs – not bullets. Bullets should be reserved for achievements ONLY.   AchievementsYour achievements are what market you on your resume. When you mix your job duties with your achievements, you dilute the effectiveness of your achievements.  Ideally, you will have progressively more achievements with more recent jobs. At most, 5 achievements per role.  What makes an achievement impactful? -Is specific-Starts with an action verb (parallel structure)-Leads with results-Leaves the reader wanting more (2 lines max)  Example #1: Instead of  Grew customer base This high-impact achievement bullet:  Catapulted customer base 400% and revenue 700% by launching a comprehensive social media campaign.   Example #2:  Instead of  Managed new-hire in-processing This high-impact achievement bullet:  Processed 140 new employees in just 30 days including all paperwork, orientation, security clearances, and computer access.   Example #3:  Instead of  Managed IT installation project This high-impact achievement bullet:  Spearheaded 1200-unit IT installation project including beta testing, identifying and training superusers, and troubleshooting. How do you know what to include as an achievement? Here are some guidelines: -Choose achievements that, in combination, present you as well-rounded and competent for the role you are applying for.  -Focus on achievements that demonstrate the skills you want to use moving forward. If, for example, you’re really good at managing budgets but hate them, and they aren’t an essential part of the job you’re applying for, don’t focus an achievement on your budgeting magic.  Two more things: With some clients, I will separate out a 1-to-2- line statement about the scope of their work. Doing this makes it easy for the reader to see things such as size of budgets managed, number of direct reports, reporting structure, size of sales territory, etc.  Here’s an example:  Directly supervised 5; total team of 14 | Hired, developed, and managed marketers, vendors, and agencies | $3.8M Marketing budget Finally, I am increasingly beginning each of my clients’ bullets with an introductory phrase. This serves two purposes: It allows the reader to quickly scan the resume and determine the “buckets” of achievements this candidate has had, and it further packs the resume with keywords that will increase its score in the ATS.  I determine what phrases to use based on two things: The content of the achievement (what is it really about) and the keywords I find in the job descriptions the client gives me.  Examples: Stakeholder Advocacy & Education: Developed and managed Regional Advocate Program, which delivered grassroots, legislative, political, and investor development support and resources to Florida Chamber, local chambers of commerce, legislators, candidates, and business advocacy partners across 6 regions of Florida.  Efficiency Enhancements: Achieved annual cost reduction of 30%, enhanced financial reporting processes, and increased productivity through strategic technology implementations including dashboarding and cloud solutions.  Latinx Community Leadership: Recognized with Hispanic Heritage Foundation Award — for courage and commitment to elevating Latinx culture in all its expressions.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2        

As most of you know, the first 90 days in a new job are critical for your long-term success – not only in that role, but for your future with the organization.  Today, I want to give you key steps you can take in those first 90 days to set yourself up for success.  Let’s start with an Individual Contributor role. A primary focus from week 1 should be getting clear success metrics and priorities from your boss. This typically goes beyond the job description, although that’s a good starting point if you don’t already have one. If your boss doesn’t have success metrics and priorities prepared for you and can’t / won’t communicate them verbally, write your own and get your boss to sign off on them.  Another focus in the first 90 days is learning how your department works and interacts with other departments within the organization. How does work flow? Who does what? How does the work your department generates fit into the larger organization?  As part of this process, learn how to communicate with others in your department, especially your boss. Get a good understanding of the culture of your department and of the larger organization. Remember: there’s what is in writing and there’s what is actually happening – learn when people come to work and leave, how lunches and breaks work, and other day-to-day practicalities.  Your boss or a mentor within your department should be able to direct you to key stakeholders and peers outside your department that you need to get to know. Schedule 1:1s with them to introduce yourself and learn how you can work together most effectively.  Key words for this level: ALIGNMENT, ORIENTATION, COMMUNICATION  For a New Manager.As with an Individual Contributor, it is important that you get a clear understanding of what you will be responsible for delivering and how your success will be measured. Get this in writing.  Schedule 1:1s with your direct reports and get to know their strengths, growth areas, communication and work styles, how they like to be rewarded, how best to deliver feedback, and their professional goals. This is THE major shift for you from an Individual Contributor role – the adjustment that the work you produce will now largely be through others. Their development is of paramount importance.  Learning about leadership is another critical component – read and learn about different leadership styles and determine what will work best for you. Remember to be authentically you as you adapt to this new role – if you try to be someone you aren’t, you will not be successful in the long run. Develop your plan for the year and get alignment from your boss as to priorities, goals, and measures of success. Key words for this level: ALIGNMENT, MANAGEMENT, LEADERSHIP  As a new Director or Senior Manager. Once again, step one should be alignment of success measures and KPIs with your VP. Make sure you understand how these fit into your VP’s broader goals.  A key difference at this level is that your direct reports may also have direct reports. If they don’t, it is likely that one of your key goals is to mentor and coach them to become managers. Meet with your direct reports about goals, working styles, and key cultural norms for your area and make sure there is alignment with what they are saying and doing with their direct reports. Establish clear expectations and make sure they are doing the same.  You will be meeting regularly with others across the organization, so quickly begin to set up those meetings and establish those relationships.  You will be expected to regularly evaluate what is and isn’t working in your area, so make sure you are seeing and hearing what is going on. Get on top of issues quickly before they have a chance to fester and become cancerous.  You’ll likely be expected to create a long-term plan – possibly a 1-3-5-year plan. Create this, get insight and buy-in from your VP, and disseminate this information to your team and other key stakeholders.  Key words for this level: ALIGNMENT, INFLUENCE, STRATEGIC PLANNING   For a VP or C-Suite Executive. Developing a vision and aligning your leadership team with that vision is a critical component at this level. You will be expected to do so with executive presence and compelling communication that elicits buy-in and engagement.  Once you have established your strategic initiatives, select 1-2 for quick wins. It is important for you and your team to have early victories. Pulling the lens out a bit further, communicate your 90 or 120 day and 1-year goals. Be sure to celebrate these wins! Listening to employees at all levels is another critical element for you. Conduct a listening tour to not only listen, but to show your team their voices are important and will be heard. Gather information as to where gaps exist and develop a plan to address. Develop a communication plan for your unit that is open and transparent, both internally and externally.  Key words for this level: ALIGNMENT, LEADERSHIP, COMMUNICATION  You may have noticed that a consistent element at each level is ALIGNMENT. What that looks like will differ at each level, but it is so important that you make sure your goals and priorities are in alignment with your boss and the larger organization.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2

First, a confession: When I started seeing articles and comments about “dry promotions,” I didn’t know what that was. In case some of you are in that same boat, here’s a definition: “A promotion without a salary increase.” As American businesses seek innovative ways to cut costs in a tightening economy, employers may be enticed to promote employees but withhold a salary increase.   There are two primary benefits to an employee who accepts a dry promotion: 1.    An opportunity to gain new skills and take on new challenges. 2.    Added recognition and appreciation.(Most people in the organization won’t know that you didn’t get a raise.)  What about the benefits to employers? 1.    They can advance their goals for succession planning and professional development without a hit to their wallet. 2.    Dry promotions can improve employee engagement.   What about the downsides to a dry promotion? 1.    For an employee, the downside is pretty obvious – you are doing more work – and work with more consequence – with no additional pay.  2.    A dry promotion could work against you if you look for work elsewhere – the future employer may have concerns about the disparity between your job title and your compensation.  3.    Conversely, an employer may find that it has positioned the dry employee for a new job at a new organization, with commensurate pay.  4.    An employer with a dry promotion practice may find a decrease in overall productivity, since extra effort is not rewarded.  5.    An employer may find they aren’t attracting the best talent.   What options do you, as an employee, have for negotiating a dry promotion? 1.    Get in writing that a raise will happen – or at least be discussed – at a specific later date, possibly with some retroactive pay. 2.    Ask for an increase in variable compensation, such as bonus targets. 3.    Ask for an increase in other fringe benefits like PTO or flexibility.  Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2  

Learn how to craft an engaging elevator pitch for various situations, such as networking, job interviews, and sales. Get tips on keeping it succinct, avoiding predictability, and leaving a lasting impression. Explore examples tailored to different scenarios and discover the power of sparking curiosity with strategic questions.

Last week, I focused on Verbal Communication Skills to Enhance Promotability; today I’m covering Written Communication Skills. Once again, I want to start with an assessment – these are great questions to ask yourself. From there, I recommend you pick the area that you felt the least confident about and set a 90-day goal for improvement. 1.    How well can I anticipate and predict possible causes for written confusion and miscommunication, and how good am I at dealing with them upfront? 2.    How often do recipients fully understand my messages, emails, or other documents? Do I give enough information and detail? 3.    Can I use communication platforms such as email to quickly and efficiently communicate complex issues? 4.    Do people often misunderstand my messages? Am I often surprised that they don’t understand what I have written? Let’s review the four steps to the communication process as they apply to written communication: -The words you write (correct word usage, punctuation, context) -What you meant by those words (which is more challenging without visual cues – remember that only 7% of communication is the actual words you use) -The words the receiver reads (the reader’s facility with the language, eyesight, communication device i.e. phone, tablet) -What the receiver makes those words mean (experience, cultural differences, their thoughts about you/the subject matter) There are four types of written communication: -Informational – You are conveying information to someone who needs to know that information. No response is required, except perhaps acknowledgment of receipt or any questions.  -Instructional – You are educating someone on something they need to know. Again - no response is required, except perhaps acknowledgment of receipt or any questions.  -Transactional – You are conveying something to someone else, with the expectation of a response. The mistake many people make with this type of communication is not clearly conveying that a response is expected and the nature of that response.  -Persuasive – You are communicating the benefits of a product, service, person, or idea to elicit a specific response, such as buying the product or service or voting for the candidate. This type of communication requires a clear call to action.   Next, let’s dig into specific written communication issues you may have and ways to improve. 1.    If you struggle with grammar, spelling, and punctuation: -You may want to take a short course to help you with this.  -Read a lot – it doesn’t matter what, as long as it’s well written. Pay attention to grammar, spelling, and punctuation.  -Do NOT depend on Spell Check. -Take advantage of a tool like Grammarly. -Practice writing. -Read your writing out loud.   2.    If you struggle with clarity and structure in your writing:  -If the message is complex, outline it. -Get to the point. -Determine the best method for conveying this message – should it even be in writing? If so, is it an email, a memorandum, a white sheet?  -Anticipate your reader’s questions. -Read out loud. -Ask someone else to read your writing and tell you what they think you’re trying to communicate. -Don’t over-explain. -Eliminate filler words and phrases in the editing phase.  -Eliminate redundancy (State of Florida, previous experience, final conclusion)  -Go easy on the prepositional phrases (“reflected” instead of “was a reflection of,” “of the results of the quarter” can be changed to “this quarter’s results” – which also puts it in active rather than passive voice) -Avoid padding weak words with adverbs (instead of “mostly right” you could write “had excellent points,” instead of “please respond quickly,” try being more specific with a date).  -Take a business writing course – I did in graduate school, and it was one of the best courses in my Master’s degree. You can also take a shorter-term course through LinkedIn Learning, for example.  -Get a business writing “mentor” – someone with exceptional written communication skills AND the time and patience to help you develop your skills in this area.   As with last week’s episode, let’s bring this back around to how to leverage your improvements to increase your promotability.  -Clearly communicate you goal with your boss and ask him/her for any support you need (pay for a course and possible release time, for example) -Regularly communicate your progress with your boss. -Make certain your boss knows you WANT to be promoted – and want to be considered for a promotion at the appropriate time.   If you are a high-achieving professional with the goal of landing in the C-suite, the Highly Promotable coaching program may be just the ticket! This 1:1 program is targeted to strategically leverage one of your strengths to become a signature strength — and move the needle on one of your developmental areas so it becomes a strength.  This is a four-figure investment in your professional future! If this sounds like just what you need, schedule a complimentary introductory call to determine if you are a fit for Highly Promotable:  https://calendly.com/lesaedwards/highly-promotable-introductory-call

Today, I want to give you strategies to improve your verbal communication skills – specifically, with an eye to enhancing your promotability.  Next week’s episode will piggyback on this one with ways to improve your written communications skills – also with an eye to enhancing your promotability.  In episode #113, I covered active listening at work; here’s the link to that episode:https://exclusivecareercoaching.com/posts/2020-02-05-113-active-listening-at-work/ In episode #114, I talked about effective communication at work, and I’ve included that link in the show notes. I’m going to include some of that information in today’s episode. https://www.exclusivecareercoaching.com/posts/2020-02-12-114-effective-communication-at-work Let’s start with an assessment of your verbal communication skills – tell yourself the truth as you answer these questions. I highly recommend journaling your responses. 1.    Do I ask questions when I don’t understand something, or do I keep it to myself? 2.    Do people often misunderstand my messages? Am I often surprised that they don’t understand what I am saying? 3.    Is it easy for me to understand someone else’s point of view during a conversation? 4.    Do I think about how my responses will be perceived by others, or do I speak without thinking?  5.    Do I find it difficult to see and read people’s body language? 6.    Do I struggle to find the right words to convey my message? Which one of these is a weak link for you? Develop a 90-day goal to improve that area. Asking for a mentor’s help, watching YouTube videos, listening to podcasts, reading books, asking for people’s feedback, or taking a course are all ways to improve your area.   There are four steps to the communication process: -The words you speak (articulation, correct word usage) -What you meant by those words (intonation, vocal pauses or emphases) -The words the listener heard (ability to hear what is said, the listener’s understanding of the language you are speaking in) -What the listener makes those words mean (experience, cultural differences)  Utilizing both verbal and written communication skills, you want to be able to clearly communicate your achievements and contributions to your manager. You also want to be able to articulate your career aspirations – he or she needs to know that you want to be considered for a promotion at the appropriate time.   Next, let’s dig into specific verbal communication issues you may have and ways to improve.  1.    If you find yourself straying mentally when others are speaking, you may have a challenge with active listening. Strategies to improve: -You have to be able to hear the other person. If the space you are in is too noisy for that to happen, suggest moving to someplace quieter.  -Are you possibly dealing with a hearing problem? Is this something you need to get checked out? Or is the problem only when there is a lot of ambient noise? If so, move to someplace quieter.  -Are there visual distractions around you that are interfering with your ability to pay attention? Relocate the conversation to minimize.  -Are you asking questions to make sure you understand what the other person is trying to communicate? The key here is to find the balance between constantly interrupting the speaker and making sure you understand their message. Another tool for understanding is to repeat back what you heard.  -Are you making appropriate eye contact? My rule of thumb is your eye contact should be nearly 100% when the other person is speaking and at least 60% when you are speaking. Also, be sure to nod and make appropriate facial gestures to show you are listening.  -Do you have trouble retaining important information after a conversation? If so, WRITE IT DOWN.  -Are you paying attention to nonverbal cues – and working to reconcile them with what’s being said? If not, you’re missing more than half of the conversation – the 55/38/7 formula created by Albert Mehrabian states that communication is 55% nonverbal, 38% vocal, and 7% words only. If this is a challenge for you, I recommend you look up some YouTube Videos on nonverbal communication.  -Do you understand what the speaker intends for you to do with the information they are about to give you? If not, ask questions – does the speaker want your advice, do they want you to take action, do they want to just impart information?  -Are you showing the appropriate emotional response to what is being said? If this doesn’t come naturally to you, it may be a case of “fake it ‘till you make it.” Excitement, empathy, and understanding are all possible emotional responses.   2.    If your challenge is speaking clearly and concisely, you’ll want to work with a coach or find a mentor who can give you real-time feedback on your verbal communication skills. Specific areas for them to help you with include: -Are you clearly stating your message? Can the other person understand the information you are trying to convey? -Are you using unnecessary jargon or fillers? Slang, inappropriate use of words (hone instead of home, irregardless instead of irrespective), fillers like “Um” or “I mean” or “Sort of”), or overusing a word like “literally” or “fantastic.” And, of course – no profanity.  -Are you conveying your message concisely – with an appropriate amount of detail but not too much? Are you staying on point? -Are you using examples or analogies as appropriate to illustrate your points?  3.    If your challenge is speaking up in meetings, this may be a confidence issue, a communication issue – or both.  Either way, set a goal to make at least one significant comment in your next meeting. If possible, ask someone you trust who will be in that meeting to give you feedback afterward.  As you get comfortable with making one comment, set your bar higher. Eventually, ask about running a meeting.   4.    If your challenge is presentations, this can either be an issue with public speaking, organizing and conveying information – or both.  This is an excellent one for a speaking coach; Toastmasters is another excellent option. Practice is the key here.  -Seek out low-risk opportunities to speak in public, whether at your work, in a volunteer organization, or some other opportunity. Gradually build up to higher-risk opportunities, as there will also be a higher reward possibility.  -Use appropriate visuals. We’ve all been subjected to PowerPoint presentations that are so small we can’t read the content – or 46 slides in one presentation. Make sure your visuals support your presentation – not hijack it.  -Get feedback on the “compellingness” of your presentation – are you moving people if that is the purpose of the presentation? Are you making factual information interesting? Are you using humor if appropriate?  -Know your audience. What is their current level of understanding of the information? What references will they relate to? What else do you know about them that will help you customize your presentation?  -Look the part. One of the best pieces of advice I ever received from a professor was this: “How you dress lets the audience know what you think of them.” Of course, you want to factor in the environment and other considerations, but in general – dress in a way that shows your audience you respect them and value their time.  -If you find it challenging to answer audience questions, either because you are afraid you won’t have an answer or because you aren’t great with spontaneity, watch YouTube videos of this portion of people’s presentations. Go to live presentations – evaluate how other people are handling this portion and learn from their successes and mistakes.  So let’s circle back around to the title of this episode: Improving Verbal Communication Skills to Enhance Promotability. As I said at the outset, a piece of this is to let your boss know of your interest in being promoted. Also, let him or her know that you are working to improve your communication skills – and what, specifically, you are doing to achieve that goal.  Ask your boss for what you need – Is it feedback? Is it suggestions on how to improve? Is it opportunities to use the skills you are working on?  The final word here: Practice. Practice. Practice. Set SMART goals, plan your steps to achieve those goals, and evaluate your progress at appropriate intervals.   If you are a high-achieving professional with the goal of landing in the C-suite, the Highly Promotable coaching program may be just the ticket! This 1:1 program is targeted to strategically leverage one of your strengths to become a signature strength — and move the needle on one of your developmental areas so it becomes a strength.  This is a four-figure investment in your professional future! If this sounds like just what you need, schedule a complimentary introductory call to determine if you are a fit for Highly Promotable:  https://calendly.com/lesaedwards/highly-promotable-introductory-call  

Today’s topic is the most important leadership qualities employers are looking for – and derailers to avoid. As you can imagine, every source I reviewed for this episode had a slightly different list and number of qualities, so I’ve attempted to synthesize a few sources into my list of leadership qualities for leading an organization, leading others, and leading yourself. I’ve also given you a major leadership derailer.   Leadership Skills for Leading the Organization: My ask for this section is for you to identify one leadership skill you would like to work on for the next 90 days and create a measurable goal. Create some specific action steps and calendar them in; also set aside time at the end of the 90 days to evaluate your progress. You can choose one from any of the three categories – leading the organization, leading others, or leading yourself.  1.    Decision-Making Skills & DecisivenessLeaders make informed decisions quickly – no waffling or second-guessing allowed. They are able to see the potential outcomes of various options to make the best decision in that circumstance.  2.    AdaptabilityStrong leaders are able to navigate through uncertainty in today’s rapidly changing business world. This is the flip side of decisiveness – the ability to recognize when circumstances require a mid-course correction…or when a decision made wasn’t the right one.  3.    Integrity and EthicsWe can argue that there are plenty of employers in the news every week that seem to be operating with a lack of integrity and ethics – however, I don’t think those are the companies any of you want to work for. Rather, excellent employers value leaders who are honest, loyal, have integrity, and operate in an ethical manner – all of which fosters the trust so important in business. 4.    Strategic ThinkingGreat leaders don’t spend the majority of their time putting out fires; rather, they are playing a key role in setting and communicating the organization’s mission, vision, and goals. They also have the ability to formulate and execute a strategic plan to achieve those goals.  5.    Problem-Solving SkillsSuccess in organizations requires the ability to identify and solve complex problems within a culture of innovation and continuous improvement. Effective leaders are able to foster this culture and address potential or actual problems.  6.    Change ManagementEffective leaders are able to facilitate organizational change initiatives and overcome resistance to change.   Leadership Skills for Leading Others:  1.    Communication SkillsIt should come as no surprise that effective written and verbal communication is essential for leaders to convey their ideas clearly, inspire their teams, and foster collaboration. Further, a lack of strong communication skills can be seen as unprofessional – causing people to question the leader’s abilities in other areas.  2.    EmpathyIt is important for a leader to be able to relate to the emotions and perspectives of others to foster a positive work environment. Showing genuine concern and compassion for those you lead is critical in building employee morale and engagement.  3.    Motivational & Team-Building SkillsThe ability to inspire and motivate a team is critical for successful leaders. Serving as a coach and mentor not only builds the team, it builds the relationship with each employee.  Strong leaders can recognize and leverage the individual strengths of their team members, as well as foster collaboration rather than unhealthy competition.  4.    AccountabilityExceptional leaders take responsibility for their actions and hold themselves and others accountable. Part of accountability is dealing with problem employees in a decisive and fair manner; one of the biggest missteps many leaders make is showing favoritism to certain employees or having blinders on.  5.    Open-MindednessTo promote innovation and inclusivity with a team, leaders must be open to new ideas and diverse perspectives. They listen.  6.    Building Collaborative RelationshipsEffective leaders build productive working relationships with coworkers and external parties. 7.    Respect for DifferencesLeaders value people with different backgrounds, cultures, and demographics. They truly understand the value of diversity in its many forms – and foster an inclusive workplace.  Leadership Skills for Leading Yourself:  1.    ResilienceLeaders should be able to bounce back from setbacks, maintain a positive outlook, and demonstrate self-control in the face of difficulties.  2.    Time ManagementEffective leaders prioritize tasks and manage their time efficiently to meet deadlines and achieve objectives. They spend the majority of their time in Stephen Covey’s Quadrant Two: Important, But Not Urgent activities.  3.    Self-AwarenessStrong leaders are fully aware of their strengths and weaknesses. They know how to leverage their strengths and they have a plan for mitigating their weaknesses. Further, they have a personal mindset of continuous improvement.  4.    Taking InitiativeExceptional leaders look at problems as opportunities to be capitalized on, and they do so quickly.  5.    Work-Life BalanceStrong leaders recognize the importance of having a personal life, rest, and rejuvenation. They also see the value in modeling a work-life balance for their team.  6.    Career ManagementLeaders are lifelong learners, they have coaches and mentors, and develop professional relationships that are open and honest. They keep their skills and credentials current and are actively engaged in acquiring new knowledge.   Here is a major derailer to being an effective leader (besides the obvious opposites of each item above): Failure to Meet Business ObjectivesThis one is loaded because there are so many potential reasons. If you earn a reputation as someone not to be trusted to follow through on commitments or does not effectively complete work, your tenure with that organization will be short-lived. The problem with this one is it is pretty black and white and can give the organization a concrete reason to fire you.   Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2