Carol is an international keynote speaker at conferences, business organizations, government agencies, and universities. She addresses a variety of leadership issues, but specializes in helping leaders build their impact and influence skills for fostering collaboration, building trust, and projecting that illusive quality called "leadership presence." She is the author of "STAND OUT: How to Build Your Leadership Presence." and the creator of LinkedIn Learning's video course, "Body Language for Leaders." Carol completed her doctorate in the United States. She can be reached at http://CarolKinseyGoman.com
You’re nervous, uncertain, or insecure, and you need to project confidence. Why can’t you hide your nervousness and just fake it?
My friend Joyce is an entrepreneur. One of the secrets of her success is the way she dresses. Even when traveling to and from a vacation, Joyce is in a dress and heels. Her motto: “Wear great clothes. You never know whom you’ll meet!”
A few years ago, a group of rising-star executives gathered at the Massachusetts Institute of Technology (MIT) to take part in a special competitive event. Each was to present a business plan to be evaluated by the entire group. The best ideas would then be recommended to a team of venture capitalists for final evaluation. Participants saw this as a great opportunity to see how their ideas compared to others in an elite peer group.
In preparing for a presentation to your customers or clients, it’s important to focus on what you are going to say, to memorize crucial points, and to rehearse those key messages so that you come across as credible and convincing. This is, of course, something you already know.
During a break in my seminar on collaborative leadership, a man from the audience told this story: “My wife is an attorney, and I have always been a supporter of women in the workplace. I also believe in collaboration and try to make everyone feel included and appreciated. So I was totally taken aback when a woman on my management team said that I didn’t value her opinion. I assured her that I valued and relied on her insights and had often told her so. But then I got curious and asked her what I was doing that made the opposite impression. She said, ‘In meetings, you don’t look at me when I speak.’”
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