Archive for May, 2010

In part iii we discussed the importance of making sure that you tell your audience what your solution or recommendation is immediately after announcing the problem or opportunity at hand

In Part III we discussed the importance of making sure that you tell your audience what your solution or recommendation is immediately after announcing the problem or opportunity at hand. Audiences absolutely need to know where you’re going from the beginning in order to put into proper perspective the evidence you unfold.

When presenting the evidence, you must keep in mind that it will only hold your audience’s attention if they feel there is something in it for them.

Support with Evidence

There are four basic different types of evidence: Personal, Statistics, Example, and Analogy. Consider your audience to help you to decide which type of evidence to choose.


Person evidence involves you, first hand. Perhaps you were there or you saw something happen. This is probably the most interesting and powerful form of evidence. It also gives you extra credibility with your audience.

In a presentation, few forms of evidence are more captivating than someone talking about what happened to them personally. If a safety expert comes on and speaks about the statistics of airline safety, that’s interesting; but imagine talking to an actual plane crash survivor. Which holds more interest?

The same goes for someone talking about a disease. Would you rather hear about statistics or would you rather talk to someone who has been personally affected by a disease or has overcome a serious illness?


Using statistical evidence or numerical facts arranged for analysis and interpretation are great for technical people and financial people. They can also simplify large quantities of information for people that aren’t technically oriented.

Statistics may also point out some real surprises or interesting findings that get the audience’s attention. It is generally considered to be the most effective type of evidence in the business world. However, don’t fall in the trap of presenting too many statistics or numbers at once. You will serve to lose and confuse the audience. You may also jeopardize your own believability, if you yourself don’t fully understand the statistics being presented.

And don’t think that numbers alone are ever going to convince anybody. If you want people to even listen to your numbers, you need to wrap them in something more interesting, such as the story behind the numbers. You at least have to humanize them. A million of anything is not easy for humans to picture or comprehend. A billion is almost impossible. But if you stood a billion barrels of oil side by side, they would circle the earth almost 16 times. That’s a lot of oil!

Remember to keep it simple, be clear, and be concise so we can all relish in the wisdom of your easy to understand message.


Throughout this set of lessons we have shared stories from our presentation experiences to show what works and what doesn’t. By giving people examples it’s easier for them to grasp and think, “Yes, this could work here too.” People have more openness to attempt something if they know it has worked before.

If you use an example from a similar industry or a different department in your company, and the example seems “close to home”, it makes it so much easier to sell your idea. Try hard to make your example parallel as tightly to your own solution or recommendation as possible. It could make your idea a “slam dunk”.


Alluding to how your new idea is similar to an idea that everybody knows can serve to paint the big picture of understanding. It also makes a case for creating great visuals to mirror your thoughts. The “tip-of-the-iceberg” analogy is commonly used in business to warn against an impending larger doom that lurks just below the surface.

Most people learn by taking new information they’re confronted with and relating it to something similar that they already know. Metaphors (words) and analogies (actions) are the building blocks of all learning.
The right analogy can make a lasting impression with listeners and the image of that iceberg or “not seeing the forest for the trees” will hopefully be something that is burned into the hard drive of your audience.

For some great examples of helping people learn new things by relating them to old things they know, check out Anne Miller’s

P – positively proactive

P – Positively proactive. Professionals demonstrate behaviors that are positive, proactive instead of negative, and reactive.  

R – Respect. Through this ethic and value of respect, professionals are known and trusted within and without their respective organizations.  

O – Opportunities to help others. They have a responsibility to help others whether it is to grow self-leadership skills or provide some expert advice.  

E – Empathy. Professionals know how to be empathetic. This characteristic is a one of the signs of high emotional intelligence and a predictor for leadership success.  

S – Self-confident. When individuals are self confident, they do not have to put others down at their own expense. These individuals have a high sense of balanced self-esteem and role awareness.  

I – Integrity. Integrity is putting your values into action; doing the right thing when no one else is looking without personal gain or benefit; and accepting a potential personal cost.  

O – Optimize all interactions. This is critical because professionals do not negate the value of people. They look to see how one interaction can benefit someone else even before himself or herself.  

N – Nimble. Being flexible and open to change allows these individuals to be quick on their feet and nimble to the opportunities that they encounter on a daily basis.  

A – Awareness. Having a high level of awareness of themselves, the marketplace, the community and even the world helps these individuals continually stay on top of things.  

L – Leadership. Last, but not least, professionals demonstrate exceptional leadership skills and even more importantly self-leadership skill.  For if you cannot lead yourself, you cannot lead others.

To read more good post here:

Coaching is a very difficult profession that requires coaches not only to build a reputation in their niche, it also requires that they demonstrate the very highest principals when coaching others

Coaching is a very difficult profession that requires coaches not only to build a reputation in their niche, it also requires that they demonstrate the very highest principals when coaching others. The key attributes and skills demonstrated by the best coaches lie in helping individuals build relationships and to become leaders in their chosen field.

Building Relationships

Unlike many other jobs, coaches have to have an absolute mastery of relationship-building skills. Good relationships which are a complex set of interactions, often between very different types of people can maximize the effectiveness of good communication. And coaches realize that as they begin working to enhance the lives of others, it all begins and end with good relationships.

Relationships are built over time, and good coaches understand that the process is a series of interactions with an individual that will develop trust, respect and mutual understanding.  Relationships, like leadership, are not a “top/down” process. For many years, our culture has stressed this top/down hierarchical organization. At work we are used to having an authoritarian boss; at home there has often been a sole breadwinner and decision maker.

This type of relationship is counterproductive in the modern environment and has become out-dated. Modern research into effective relationships at home and at work is based around an understanding of mutual respect and bridge building. The process is often studied in terms of business dynamics, but it is also being applied to other types of relationship.

The Qualities of Leadership

A coach is essentially a leader. Again leadership is often a very misunderstood concept. Modern studies of leadership denounce the traditional method of authoritarian leadership …  pointing out that it often stifles personal and group growth the very thing that personal coaching attempts to increase. As such a coach must understand leadership in its modern form.

Leadership is often seen as a “bottom/up” process that relies on a person being able to engender a vision in the mind of others, and to motivate them to invest their time and energy in realizing this vision. And good leaders will have a variety of motivational techniques that emphasize the importance of the individual contributions made by their peers. Coaches always strive t engender the “can do” attitude in individuals?who often shift the burden of learning and development squarely onto the shoulders of others.

A coach is a facilitator, and gives others the necessary skills for self-achievement. A great mind exercise is to think about a sports coach. The position of coach is not about being able to run the fastest, nor is it about being able to complete passes: All successful coaches?in any field? enable others to achieve their goals by providing the necessary tools, training, and motivation.

Leading industrial and manufacturing companies around the world are today confronted with a range of new and increasingly complex challenges

Leading industrial and manufacturing companies around the world are today confronted with a range of new and increasingly complex challenges. Along with the risk of truly global competition comes the risk of remaining static and unbending in the face of serious market challenges. Increased customer expectations of value may also be moving one’s competitors to change their business strategy.

From intense global competition and a market-driven shift in workforce deployment to new demands for innovation, industrial and manufacturing companies are taking steps to redefine their market position and drive long-term supplier relationships with especially discerning clients whose focus is squarely on value.

As the rules of doing business within a fiercely competitive industrial and manufacturing environment continue to evolve, so too, do the requirements for world-class management leadership within these markets. In fact, the demands of corporate leadership have never been higher in the industrial and manufacturing markets.

Ann Cousin, from the Transearch International Paris office, says her recent client executive search engagement experience suggests a matrix of leadership skills are now expected of senior-management leaders across the Industrial and Manufacturing markets in Europe and beyond. These include:

  1. Personal leadership – Other than direct authority, personal leadership is definitely required now for nearly 100 percent of executive positions. The matrix configuration of many global organizations requires leaders to develop their own network and to initiate contacts with colleagues working in farflung time zones.
  2. Culture fit – There must be a deep synergy between the company or group’s organizational culture and the behavior and attitude of senior managers.
  3. Pressure to produce results – More and more companies who change towards harder targets and processes say they want to get results, but they must be achieved “the right way” – as a result of careful planning and strategic execution.
  4. Personal fit – Besides adapting to a harsher competitive environment and global pressures being felt at all stages of the manufacturing process, industrial leaders must have the right personal chemistry with their teams in order to obtain the desired results.
  5. Well-rounded perspective – Manufacturing and industrial innovators are building new businesses on leaders who bring a global attitude in terms of technical skills, as well as leadership, organization skills and cost controls.

Companies, in general, are constantly looking to upgrade their management leadership bench strength. They are keen to attract executives with solid, blue chip experience and strong academic qualifications. In the developing markets such as China and Vietnam, this has led to an acute shortage of quality talent at the middle and senior-management level. Retention of these qualified professionals has become a major issue for many organizations.

As the war for talent heats up, the availability of senior talent with the required industry specific experience has become less and less. This has resulted in many companies looking at people from outside the industry who have proven themselves as good leaders with a track record of success behind them. The new leadership challenge is to cope with an increasingly faster and ‘flat’ world, to benefit from ever faster changes by having the courage to exploit new opportunities by leading change instead of following.

This article is an extract of the White Paper entitled ‘The way forward for industrial and manufacturing leaders’. Get your copy of the full White Paper via the Transearch International website at It may alter your view of the market and competitive forces at work and how to evolve with them.

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