Speak Like A CEO - Chapter 1

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					Chapter one

What It Means to Speak like a CEO (the Ones You Really Admire)

     The chief executive officer is the highest authority in the
day-to-day management of a corporation. This person usually has the
ultimate executive power within an organization or company. The CEO
usually reports to, and is a member of, the company’s board of
directors. The CEO may also be the chairperson of the board in small
companies, although the two roles are separated in larger
organizations. Either way, it’s a big job.

    A CEO is responsible to every employee, every member of the
board, and every customer or client, as well as the community and
sometimes the industry. How can any CEO succeed without communicating
well? It’s impossible.

    The title of this chapter includes the parenthetical ‘the ones
you really admire’ because not all CEOs speak well. Some speak poorly.
Some hardly communicate. For those CEOs, there are consequences.

     Those who speak poorly are marginalized. Those who rarely
communicate alarm people when they do. Business is about nothing but
communication. One top CEO describes why rarely communicating is
ineffective: ‘It’s like blood through an artery: if you have never
communicated and then suddenly do–whatever you say will be overwhelmed
by the mere fact that you have just communicated.’

    Leading is all about communicating. The leader’s job is generally
not to do; it is to communicate what is to be done. People must see,
hear, feel, and believe in the vision. They must see, hear, and believe
in you. You are the message, and the message is you.

    Whenever people are asked about the most important skill of a
leader, communication is always at the top of the list. Even when CEOs
were asked to state the most significant thing they could do (other
than increase financial performance) to improve the company’s
reputation, the top response was ‘communicating to customers.’ Number
two was ‘communicating to employees.’
Why You Must Speak Well: The Spotlight Is Always on You

    The CEO of a firm with four hundred employees and $430 million in
revenue confided to me, ‘It would be nice to be invisible once in a
while.’ Unfortunately, you cannot wish the spotlight away. When you’re
the CEO, you are in it 24-7. Somebody is always watching.

    ‘It’s not just public speaking,’ the CEO explained. ‘It is body
language, every minute of every day. If I walk around moping, they
don’t think something is wrong with me; they think something is wrong
with the company.’ He continued, ‘I have learned not to mope. It
doesn’t mean you’re not real with people. You have to be real. But you
have to remember it’s not just about you.’

Defining Authentic Leadership Style

    What makes a leader authentic? Authenticity is something true. In
a person, it’s someone who is as he or she appears to be. This requires
a degree of openness. You have to be willing to reveal something of
yourself. One vice president admires her CEO because ‘he’s willing to
open up to people.’ The importance of this is simple, she said. ‘His
being open makes people feel they can trust him.’

Developing Your Unique Voice

     A senior-level bank vice president was getting frequent requests
to speak, but she often said no, because she was too busy. She hated to
write speeches, resented the time investment, and never felt she
delivered them well. She felt she was reciting lines from a marketing
brochure. She never really felt that the words were coming from her.
One day, she was invited to speak at a worldwide conference– an
incredible opportunity–and she knew that a standard speech with the old
‘marketing’ messages wasn’t going to fly with this crowd.

      She hired my company as her coach, and we went to work bringing
her unique voice to the presentation. As we talked, she told me stories
about people who had inspired her to succeed. She also told me story
after story of successful women entrepreneurs who had received help
from her bank, overcome the odds, and succeeded in business. Together
we turned those reflections into powerful messages for her audience.
The result was not only a good speech but also an experience of a
lifetime. She soon began to receive invitations to speak at other
prestigious events. Suddenly, she was in a highly visible position in
her industry. Her authentic voice had emerged, and there was no turning
back. She raised the visibility of her division, met people from all
over the world, and enjoyed her work until she left to start her own
consulting business. She was able to make that choice because of the
visibility and recognition that public speaking provided her.

    Speaking well opens doors. Speaking well gives you options. It
creates opportunities. It takes you where you want to go. Through the
proven techniques in this book, you’ll learn how to use your
communication skills to achieve your dreams, too.

The Myth of the Natural-Born Speaker

    Mario Cuomo, the former governor of New York, who speaks with a
unique, authentic voice, was terrified of speaking when he was growing
up. As a child, he lived above a grocery store, where the family spoke
only Italian at home. He never gave a speech in high school and lost
himself in books instead. In college, he received an incomplete in a
speech class because he didn’t show up for the final exam. When he
signed a contract with the Pittsburgh Pirates at the age of twenty-one,
the scouting report said, ‘He’s a very difficult fellow to get to
know.’ The first speech Cuomo ever gave was in the Court of Appeals of
the State of New York. He studied his subject until he knew it as well
as humanly possible. He wrote and rewrote ideas to get ready. It was a

     A lot of people assume great speakers talk off-the-cuff. They
don’t. As Cuomo puts it, “There’s no comparison between the improvised
speech and the one you’ve prepared.” Great speakers look as if they can
just get up and talk, because they are that good−they hardly use notes,
and the words just flow.

     There is no such thing as a natural−born speaker. That’s a myth.
The secret lies in learning the skills, just as you learn to tie your
shoes or solve an algebra problem. You can’t blame your gene pool if
you’re not a good speaker. But if you want to, you can learn to speak
like a CEO. It’s a talent you can develop.

What It Takes to Speak Well

     Tom O’Neill is president and CEO of O’Neill Associates, a public
relations and lobbying firm with thirty employees. A brilliant speaker
and gifted storyteller, he became lieutenant governor of Massachusetts
before launching his firm in 1982. You might think O’Neill would have
inherited speaking skill from his father, former House Speaker Tip
O’Neill. But the younger O’Neill told me that as a young man, he was
both a lazy and lousy speaker: further proof that public speaking is not an
inheritable gene.

     Freshman year in college, O’Neill’s first assignment in
communications was to prepare a five−minute speech on any topic.
O’Neill showed up with nothing prepared, figuring he would wing it.
Thirty seconds into the speech, the professor at the back of the class
interrupted him and said, “Sit down, Mr. O’Neill.”

    The following week, the second assignment was to recite a poem
from memory, and again O’Neill thought he could surely wing it. As he
stood up to speak, the professor interrupted again. “Let me guess, Mr.
O’Neill−‘If,’ by Rudyard Kipling.” O’Neill stood dumbfounded. How had
the professor known? “Sit down, Mr. O’Neill,” said the professor. He
had correctly guessed that O’Neill was about to recite a poem he had
learned as a child.

     O’Neill said he learned an important lesson from this experience.
“I knew that if I was ever going to be a good public speaker, I had to
know my subject, and I couldn’t be predictable,” he said. Cuomo learned
the same lesson−he was never going to be a great speaker unless he
worked at it. Good speaking skills aren’t in your blood; they’re in
your preparation.

Assessing Your Skills

      Since people are watching you all the time whether you like it or
not, you might as well know what they think. If no one has ever told
you how well you communicate, it’s time to find out. It’s far better to
know what you need to do than to discover later that your lack of
skills is holding you back. If you are a C or a D in the public
speaking department, how can you be an A-plus as a CEO?

     Great leaders don’t say, “Speaking is not my forte.” They see it
as part of the job. Once you embrace it, it’s easier. You learn it. You
do it. You see tangible results.

    By the way, the advice here isn’t just for CEOs; it’s for anyone
who leads or wants to lead. It’s for presidents, senior leaders,
directors, managing partners, vice presidents, and people who want
those jobs, too. The secrets here will help you discover your authentic
voice of leadership and unique style. Every leader who wants to move up
and stay there needs to develop an authentic leadership voice.
    Doing this for yourself is important. But it’s also important to
your entire organization. Everyone who works for you counts on you to
do the job at the highest level. Your associates are counting on you to
communicate well and to be the voice and face of the organization.

Growing Your Assets

    In business, you have to watch the balance sheet and continue to
grow your assets. On your personal balance sheet, you also have assets
to grow. Those are not your paycheck, job title, corporate revenue, or
stock price; those items are the profits of your work. Your assets are
your skills and talents. One of the most valuable of those is an
authentic voice of leadership. Leaders who speak with an authentic
voice−who can communicate well−have a distinct advantage in business.

     Fortunately, you have lots of opportunities to grow this asset
and develop an authentic voice of leadership, because every day, you
have to communicate. You can’t turn it on and off−or decide one day you
will communicate, the next you won’t. The job of a leader is to
communicate. This is one asset you must develop to a high level, right

    Most remarkable leaders will tell you they were average or even
lousy speakers and writers when they started. You rarely meet CEOs who
have always enjoyed getting up in front of a crowd. However, after
gaining more experience, they have embraced public speaking. Mastery
changes everything. Speaking is more fun when you do it well, in your
own, unique voice.


     So, rising to the top−becoming an authentic leader−is really
about projecting the qualities that others look for in leaders, and
doing it in your unique voice and style. You communicate these
qualities, and you do it your way. You connect with people because you
embody the qualities they want in a leader and they believe you are the
real thing.

    Speaking like a CEO is really all about projecting a set of
qualities and doing it your way. So, now it’s time to look at some of
the secrets that have helped other CEOs succeed.

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Chariya Boriwat Chariya Boriwat
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