The Voice for Insightful Leadership with Shelley Row, P.E.

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It’s a position that seems perfect for you. You made it to the interview and now it is your big moment. There’s a lot at stake. Not only do you want to make a good first impression, you want to be memorable for the qualities that matter.

But are you ready?

Yes, you brushed up your resume and you researched the organization. But did you take the time to get clarity on the key points they should remember about you? Can you succinctly and clearly articulate the main message about you?

When preparing for an interview, I recommend creating your brand statement. This is a personal summary of who you are, your skills, and attributes you bring. You must get clear, be succinct and land the message.


Tip #1) Have a brand statement. It is essential that you know your personal brand and have a brand statement. Your brand statement concisely defines your skills and the value system you bring to work (dependable, professional, responsible, creative). When I work with clients to create their brand statement, we use a self-assessment tool and value system exercise, but you can do the same if you are honest with yourself about your skills and principles. Here is a framework for your use.

  • I am [your background] who [statement about a core strength].
  • I provide [three to four key points about your strengths].
  • I bring [statement about your values or how you do your job].

Here are two examples of real brand statements:

Ex.1)

I am a successful executive who loves a challenge.

I provide:

  • Big picture clarity,
  • Well-organized action and
  • Polished presentation

I bring professionalism, integrity, politeness and self-awareness to my work.

Ex.2)

I am an outgoing CPA who is focused on collaboration and team work to tackle tough accounting issues.

I provide:

  • Translation between highly technical tax regulation and business operations,
  • Collaboration with key business personnel,
  • Articulate summaries of tax challenges and issues, and
  • Practical business minded solutions that save time and money.

I bring integrity, courtesy, credibility and helpfulness to my work.


NOW IT’S YOUR TURN

Are you able to write your brand statement?  You want this ready before you walk into an interview.


Tip #2) Use examples. Most interviewees talk in broad generalizations, but generalizations are fuzzy and forgettable. If you state, “I’m well organized,” follow it with a specific, concise example where you used organizational skills to produce a key product. Examples make it easier to understand the value of the skill in a practical, real-world situation. Plus, examples are essentially short stories. Stories stick in the brain more easily than generalizations. Have a short example for each point in your brand statement under the “I provide…” section.


Tip #3) Land your message. Most interviewees ramble. The interviewer easily gets lost in the onslaught of words and may struggle to catch the key points, much less remember them. Make it easy for the interviewer. Emphasize examples of the main messages in your brand statement throughout the interview. instead of ending with pleasantries, end the interview with a short, strong summary of your brand statement and tie it specifically to this position. Make it clear why you are THE choice for the job. Ending with your brand statement ensures that you manage the last impression and that you leave them with the main points about you.

 

Bring insight to your interviewing skills by defining your brand statement, using real-life examples and landing your message. You will stand out from the crowd….for sure!

Is your life hectic? It seems that everyone I talk with laments their frenzied life. Have you ever considered that your customer or client is also frenzied? You can add to their frenzy with uncertainty or create an oasis of calm certainty through proactive communication. Proactive communication is a simple technique that will set you apart because of the calming response of the customer’s brain to certainty.

Before we examine further, understand that uncertainty activates a threat response in the brain. Certainty activates a reward response in the brain. If your customer is stressed, that reward response will feel like a breath of fresh air in an otherwise hectic day. They will remember that good feeling. Wouldn’t it be nice for you to be the source of that feeling for your client? That’s why you want to master proactive communication.

Proactive communication is simply providing useful information to your client in advance of their needing it. Proactive communication gives them certainty about a meeting, a delivery, a job, a deliverable or whatever it is that you provide to them.  Take Krissia, for example.

My life is particularly hectic and stressful right now. I plan to sell the house my late husband and I shared for 17 years (he bought this house in 1981). Preparing the house to be on the market has been both stressful and emotional. It feels like a sea of uncertainty and I don’t need more.

To prep the house for the market, I’m having it deep cleaned. The first person I contacted agreed to the cleaning date and scheduled a time to stop by to assess the house.  She didn’t show or call. Talk about uncertainty.  That’s when Krissia was recommended. After looking at the house, we scheduled the cleaning day. Before I had a chance to worry if she still planned to show up, I received a text from her confirming the date, the arrival time of her crew and the duration of the work. She was ON IT. Yes, it’s simply good customer service but, it feels like more than that. I never felt a flicker of uncertainty. My brain never went into threat response. Her simple and short text was proactive communication that gave me certainty. The same happened with Oscar whose crew cleaned the yard and with Chuck whose company washed the windows. Each proactively communicated with me so I never worried.

It seems so simple and yet…it’s not. I see companies all the time who add to the client’s stress by creating uncertainty.

How well do you and your organization provide proactive communication?

  • Do you confirm meetings in advance (with the location, agenda and objective)?
  • Do you confirm your arrival time for a lunch meeting?
  • Do you confirm the delivery date for the report you’re writing?
  • Do you provide progress reports? (Once upon a time, I worked for a demanding boss who constantly phoned and emailed for project information. We began providing him a short email every Friday with the status of all the projects of interest to him. We gave him certainty. The calls and emails stopped.)
  • Do you confirm order delivery for products or services you provide?
  • Do you confirm late delivery of the order, report, or service? Proactive communication is even more essential when it’s bad news. The customer may not like the news, but your proactive communication demonstrates that you are on top of the situation, that you are monitoring status and that you are interested enough to let them know. All of that is certainty.

Whether Krissia, Oscar or Chuck, none of them knew my world was spinning wildly out of control. In the midst of my whirlwind, their simple proactive communication provided certainty. Certainty activated my reward circuit and provided calm. And I will buy calm from them again. That’s what proactive communication does.

What does proactive communication look like in your organization and how well are you providing it? It could be the very thing to your client needs to feel certain that they like working with you.

I admit up front that I’m not good at recognizing the nuances of people. That’s why I want to share this tip with you. It helps me and it’s likely to be valuable to you, too.

My step-daughter, Linnea Miron, is the CEO of Real Wellness.  She and I talked about the challenges of truly understanding people – whether staff, clients, or partners – so that we more effectively work together. But the brain is designed to see the world from our perspective. It takes effort and energy to consider another’s viewpoint. She shared that her husband, Ricky Williams, when working with a client, uses a simple technique to coax his brain to shift perspective. With each person, he asks himself, “Who’s here?”

Think about the simple power in that question. Try it yourself. With each person you work with, divide “Who’s here?” into four parts.

    1. What do you know about their life at this moment? This question helps you become more resonate with and sensitive to the factors influencing their thinking and behavior. For example, tomorrow I’ll see my friend, Page, for the first time since she visited her son at college. Their visit is likely to have left her heart full. That’s a good place to start. Maybe the person you talk with has recently changed jobs, has a new (awful) boss, gotten a promotion, was out with a sick baby, is leading a high-profile project, has a daughter leaving for college, just lost her beloved pet. Take a moment to ask yourself, “Who’s here and what’s happening in his life right now.” It shows your interest and creates connection which generates trust.
    2. What do you know about their personality? This is a key question that, when brought into your consciousness pays off in a big way. Think about it. What do you know about his communication style? Her work styles or nature? Maybe he is a big picture thinker, or maybe he loves knowing the details. Maybe she has a healthy ego or struggles with self-esteem. Maybe he takes pride in his work, is highly sensitive, is the life-of-the-party, is practical, or is a deep thinker. The list goes on. Here’s the dilemma, your brain wants him or her to be like YOU! But they aren’t. The more you appreciate who’s really here, the more you are likely to adapt your style and align the jobs with their skills.
    3. What do you know about their interests? This one may be easier for you. What are his hobbies? How does she spend her time? Perhaps he has a New England Patriots poster in his office, or a photo of a sailboat. Is there a Food and Wine magazine in her bag? Knowing something about her interests can provide a foothold for an easy conversation starter. Who’s here and what does he enjoy?
    4. What do you know about their background? The more you know about a person’s background the better you understand the filters through which she sees the world. Awareness of background influences provides insight into reactions, interpretations and pre-conceived ideas. For example, growing up in a small Texas town surrounded by farms, I struggle to understand the pressures of city dwellers just as they may struggle to understand the tragedy of drought. Who’s here? What’s their background and how does it influence their behavior?

Try exploring the power in, “Who’s here?” It gets you out of the way so that you can truly see the person right in front of you for who they are. I’ll be curious to know how it works for you!

Santa HatAs you rush home with your treasures…

…I want to take a moment to say thank you.  I continue to be humbled by the emails and comments I receive from you the readers of this blog/newsletter.  Your comments, thoughts and suggestions are my reward and encouragement to continue sharing this work.

As rewarding as business has been this year, it has also been a tumultuous year personally with the loss of my dear husband, Mike.  He was my love and my business partner. I miss him terribly.  So, my holiday wish for you is that you give someone special a hug, a kiss or simply a word of gratitude. There is nothing more important and nothing more memorable.

Have a happy holiday season cherishing each moment and each person.

Shelley

oleyellerhelicoptercropThey started with two helicopters, an office crammed into the corner of the hangar filled with beat up furniture. Today, there are eight helicopters, a flight simulator, an office building outside the hangar and services offered in three locations across the country.  This company is Jerry Trimble Helicopters (www.jerrytrimblehelicopters.com) based in McMinnville, Oregon.  For full disclosure, the company is owned by Jerry and my sister, Alison. During a recent visit to Oregon I was struck by the growth of their company and the principles behind that growth.  It’s worth taking a look. What they did holds true for other businesses and organizations as they mature into their potential.

Three core elements are the foundation of their growth.

Differentiated Vision. There are many companies that provide flight training services for flight instructors and other helicopter pilots. In this case, Jerry and Alison figured out their differentiated service early on.  Given the extensive flight experience that Jerry has, they provide access to that experience at an attractive rate. And they maintain high standards for themselves and the people working for them. Plus, they understood the circumstances of their customers. People come from all over the world to train with Jerry and they need a place to live.  Jerry Trimble Helicopters has access to housing for long-term clients.  They have been consistent and unwavering to this differentiated vision since starting.

What is it that makes your organization unique?  This is not a trivial question; indeed, it is a hard but central question. Once you figure that out, are you communicating that difference clearly and consistently in everything that you do?

Build over time. I confess that in my business, it’s been easy to fall prey to the shiny object syndrome.  There are so many things that are possible to grow the business it’s hard to focus on just one! And plenty of people are hanging around to tell you that you HAVE to do this, that, and the other.  To Alison and Jerry’s credit, they have steadily and consistently built the business over time. Alison is quick to point out that “growth” isn’t necessarily measured in profit.  They have grown by expanding services geographically across three states; expanding the number of helicopters and simulators available for training; expanding the type of training; and expanding student housing options. They did it a little at a time focusing on the opportunities most advantageous at the time.

How are you prioritizing the investments you make in your organization? What one big thing is your focus for this year? A friend of mine tackles one initiative each quarter to grow her business. Pick one, just one, and focus. Then pick again and repeat.

Be true to your culture. I have to hand it to Jerry and Alison, they have infused their personalities into the company, and no other helicopter flight training company can duplicate it. It is uniquely theirs. They make sure clients feel like family complete with nicknames and celebrations toasted with local beer.  Their equipment has personas – Juanita the airplane, Ole Yeller the helicopter (because it’s yellow, not old), Lola the fuel truck, Jethro the second fuel truck. Dogs roam in and out of the office as they have priority over…well, everything. Alison’s style which she calls hillbilly chic (their Swiss student calls it hillybilly chic) is reflected in the office décor – corrugated tin office dividers, wire mesh fencing, weathered metal chairs and hewn wood tables. This business is theirs and theirs alone.

What makes your business uniquely yours? How does your personality and belief system drive the culture of your organization? Does your organization have a generic or distinctive feel?

Every business and organization is different; however, these three basic principles, vision, uniqueness and focused growth over time, hold valuable insights for growth. And if you find yourself in McMinnville, stop by for a ride in Ole Yeller.

infotuition-opening-1000px

He worked fast and it was mesmerizing to watch.

I was speaking at Asbury Communities on leadership decision-making using infotuition. As I spoke, Bruce drew.  Bruce is an illustrator who graphically records programs as they unfold.  It is remarkable to watch him work. His approach is an artistic metaphor for leaders.  Here’s what Bruce taught me.

Plan Ahead.  Working with huge 4’x8’white boards, Bruce thoughtfully planned ahead before starting to draw.  He studied the content before arriving and had an understanding of the key points and the milestones in my program. He knew what to listen for as he drew. This gave him a feel for how much content would fit on a board and how to space out the work. It’s the same for those who lead.  You don’t have complete clarity about exactly how the future will unfold. Still, you must study enough to have a sense for the major indicators and milestones to watch for.  It’s a plan of what to watch for as you go. That’s how it was for Bruce.  He had a general feel for how the program would unfold and he adapted as he went.  Leaders, too, must adapt as they go. They must make their best guess in the moment, plan ahead and be ready to adapt in the moment.

Listening.  Bruce’s ability to illustrate matched his listening skills.  He wasn’t attending to his own thoughts and judgments; he was listening to me and to the dialog from the audience.  He didn’t impose his interpretation; rather, he reflected what he heard from us. Leaders must also be good listeners.  You have to intently listen to others in order to create a well-balanced picture of a situation or decision. Leaders truly hear what others have to say, and allow diverse perspectives to color their opinion and final decision. Like Bruce’s drawing, the result emerges as a combination of input from the group.

Clear Message. When each segment of the program was complete, Bruce spent a few minutes to refine what he’d captured and enhanced it visually.  This final step aided the viewer to more easily view and appreciate his work. In the many interviews I conducted with leaders, they have a note-worthy ability to simplify a message so that the receiver grasps and relates to the concept.  That’s not so different from Bruce. He had to represent what he heard in a way that others saw themselves in the illustration and they related to it.  A complicated, jumbled message will not resonate, connect or be received well by the observer.  The art of clarity and simplification is a key attribute for a successful leader.  An executive friend once told me, “If I can’t explain it, I can’t sell it.” And so it is for leaders.

On the surface, Bruce’s work looks like art but dig under the surface and you find that he planned, listened and represented a conversation so it would be memorable and relevant to others.  That’s what an artful leader does. Plan ahead, listen to others and skillfully interpret the message. When it’s done well, it’s mesmerizing.

Illustration by  Bruce Van Patter/Crowley & Co.