San Francisco Bay Area Executive Coaching

Emotionally Intelligent Leaders Manage Perceptions

Mindful Leaders Manage Perceptions

Even at the highest levels of government and business, leaders struggle to communicate their intentions.

A leader’s words may be misinterpreted, misquoted and/or taken out of context. Leaders cannot succeed without telegraphing their thoughts and intentions.

The Perception Process

Listeners experience a flurry of brain activity as they try to understand what you’re saying. They’re sizing you up, forming opinions of you and your message, comparing you to others, and remembering similar situations and opinions.

Most of what happens in perceivers’ minds is automatic and unconscious. This is Phase 1 of the perception process, and it is riddled with bias.

In Phase 2, perceivers use the part of the brain concerned with logic and reason. This is a much more effortful thinking process, one that requires energy. Consequently, they avoid it to conserve brain resources.

More often than not, Phase 2 is never activated. People form opinions of you and your message with Phase 1 assumptions—and then they move on.

Two Flawed Assumptions

“Statistically speaking, there are only weak correlations between how others see us and how we believe we are seen,” notes social psychologist Heidi Grant Halvorson in No One Understands You and What to Do About It (Harvard Business Review Press, 2015).

Without even realizing it, we’re likely operating under two flawed assumptions:

1. Other people see you objectively as you are.
2. Other people see you as you see yourself.

Neither of these beliefs is true. You’re much harder to read than you imagine.

For example, your emotions are much less obvious than you realize. Strong emotions are easy to read: fear, rage, surprise, disgust. But the more subtle emotions we experience daily—frustration, annoyance, disappointment, impatience and respect—may not actually register on our faces. When they do, they’re usually indistinguishable from other emotions.

How “Judgeable” Are You?

Some of us are more knowable than others. Leaders who are easier to understand deliberately express themselves in ways that encourage more accurate perceptions. Psychologists refer to this as “judgeability.”

If you don’t tell people what they need to know, their brains will fill in the blanks, creating a personality profile that may or may not be accurate.

Perception Biases

Perceivers rely on rules of thumb so their brains don’t have to work too hard:

1. Confirmation Bias. When people look at you, they see what they’re expecting to see. They hear what they’re expecting to hear. They seek (and will probably find) evidence that matches their expectations.
2. Primacy Effect. First impressions strongly influence how we interpret and remember information. People resist changing opinions once they’re formed.
3. Stereotypes. Most people are biased, yet they deny being so. We are unconsciously influenced by stereotypical beliefs about gender, race, sexual orientation, ethnicity, professions, socioeconomic classes and education. Our brains are wired to quickly sort friend from foe. We cannot turn off this feature, but we can become conscious of it.
4. Halo Effect. We tend to assume that people who possess one positive quality also have many others.
5. False-Consensus Effect. We assume other people think and feel exactly the way we do. We erroneously believe our bad habits are universal and normal.

3 Perceptual Filters

You never start from scratch when meeting new people. Their brains are rapidly filling in details about you, even if you’ve never met them before.

We view others through three lenses or filters:

• Trust
• Power
• Ego

The Trust Filter

The first thing people do when listening to you is determine whether to trust you. This decision is made almost entirely unconsciously.

Leaders can build trust in many ways:

• Project Warmth and Competence. This is perhaps the most important component of gaining others’ trust. How well do you communicate friendliness, loyalty and empathy? Do you come across as intelligent, skillful and effective?
• Trust Them First. We are naturally inclined to reciprocate favors and extend trust to someone who has trusted us first.
• Pay Attention. Leaders who make eye contact, smile, nod, recognize individuals by name and really listen are the ones who excel at communicating.
• Share Your Stories. When you share past experiences (especially your mistakes), you become vulnerable, thereby extending trust to listeners.
• Walk Your Talk. People need to see you make good on your promises and carry out your stated intentions.

The Power Filter

Power changes the way we see other people, especially when there’s a power differential.

When leaders speak, they must be mindful of how their power influences their message. Failing to address the issue leaves room for perceivers to fill in the blanks.

The Ego Filter

The ego lens has one goal: to protect and enhance the perceiver’s self-esteem. Perceivers will always protect their self-esteem, including their decision to receive or reject a leader’s message.

Successful Communication

Identify your ingrained assumptions, biases and filters so you can manage them more effectively. Halvorson suggests the following strategies:

1. Take your time. Always remember that your first impression may be dead wrong. There are always other possible interpretations of someone’s behavior.
2. Commit to being fair. We sometimes forget to be fair when we judge someone. The more you consciously implement fairness, the more accurate your perceptions will be.
3. Beware of the confirmation bias. Once you form an impression, you’ll seek evidence to confirm it. You’ll ignore other behaviors, even (and perhaps especially) if they contradict your impressions. Have the courage to confront your biases and accept reality.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindfulleadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

 

 

 

 

 

 

How Mindful Leaders Manage Perceptions

Mindful Leaders Manage Perceptions

“You can influence people’s perceptions of you by playing to their needs. Once you understand how to make other people feel comfortable with you, you’ve won their approval.” —Corporate marketing consultant Camille Lavington, You’ve Only Got Three Seconds(Main Street Books, 1998)

Even at the highest levels of government and business, leaders struggle to communicate their intentions. Most of us have some demonstrable deficiencies when it comes to influencing others.

A leader’s words may be misinterpreted, misquoted and/or taken out of context. Communicating and managing perceptions remain significant challenges. Leaders cannot succeed without consistently and accurately telegraphing their thoughts and intentions. If you want to shape others’ perceptions, you must take control of the messages you send.

Major problems occur when listeners distort your words to fit their existing views. Their prevailing agendas and beliefs may prevent them from liking, trusting or even noticing you. This workplace dynamic is seldom logical or fair. In fact, it’s often biased, incomplete, unconscious, inflexible and largely automatic.

Think of your last verbal workplace exchange. You probably thought you explained yourself well and that your listeners understood you. Here’s the unvarnished truth: You—and they—likely didn’t. How, then, can we ensure that people hear what we say?

The Perception Process

Perceivers (your audience) are prone to perceptual errors governed by rules and biases we can identify and anticipate. Understanding this predisposition allows us to unlock the perception puzzle. As leaders, we can alter our words and actions to send desired signals.

Listeners experience a flurry of brain activity as they try to understand what you’re saying. They’re also sizing you up, forming opinions of you and your message, comparing you to others, and remembering similar situations and opinions.

Most of what happens in perceivers’ minds is automatic and unconscious. This is Phase 1 of the perception process, and it is riddled with bias.

In Phase 2, perceivers use the part of the brain concerned with logic and reason. This is a much more effortful thinking process, one that requires energy. Consequently, they avoid it to conserve brain resources.

More often than not, Phase 2 is never activated. People form opinions of you and your message with Phase 1 assumptions—and then they move on.

Most leaders are unaware of these basic brain behaviors, so they never take the time needed to push their listeners past quick, stereotypical judgments.

Two Flawed Assumptions

“Statistically speaking, there are only weak correlations between how others see us and how we believe we are seen,” notes social psychologist Heidi Grant Halvorson in No One Understands You and What to Do About It (Harvard Business Review Press, 2015).

Without even realizing it, we’re likely operating under two flawed assumptions:

1. Other people see you objectively as you are.
2. Other people see you as you see yourself.

Neither of these beliefs is true. You’re much harder to read than you imagine. You may think you’re an open book, but this is magical thinking. You’ll always be a mystery to others, even if you think you’re doing enough to make yourself knowable.

For example, your emotions are much less obvious than you realize. Strong emotions are easy to read: fear, rage, surprise, disgust. But the more subtle emotions we experience daily—frustration, annoyance, disappointment, impatience and respect—may not actually register on our faces. When they do, they’re usually indistinguishable from other emotions.

Psychologists call this the “transparency illusion.”Great communicators will go the extra mile, clearly articulating what they’re feeling instead of expecting others to deduce it.

How “Judgeable” Are You?

Some of us are more knowable than others. Leaders who are easier to understand deliberately express themselves in ways that encourage more accurate perceptions. Psychologists refer to this as “judgeability.”

Introverted leaders who reveal little about themselves will have a hard time with judgeability. Similarly, if you aren’t shy about sharing your accomplishments, you’ll also meet listeners’ resistance (unless you clarify your intentions). For example, telling people you graduated at the top of your class or turned around a failing company isn’t as effective as articulating the strengths that helped facilitate these results.

If you don’t tell people what they need to know, their brains will fill in the blanks, creating a personality profile that may or may not be accurate.

Perception Biases

Perceivers rely on rules of thumb so their brains don’t have to work too hard:

1. Confirmation Bias. When people look at you, they see what they’re expecting to see. They hear what they’re expecting to hear. They seek (and will probably find) evidence that matches their expectations.
2. Primacy Effect. First impressions strongly influence how we interpret and remember information. People resist changing opinions once they’re formed.
3. Stereotypes. Most people are biased, yet they deny being so. We are unconsciously influenced by stereotypical beliefs about gender, race, sexual orientation, ethnicity, professions, socioeconomic classes and education. We categorize people on various dimensions, including facial features. It’s human nature. Our brains are wired to quickly sort friend from foe. We cannot turn off this feature, but we can become conscious of it and make necessary modifications.
4. Halo Effect. We tend to assume that people who possess one positive quality also have many others. For example, we often judge a good-looking person to be smart and charming, even without evidence.
5. False-Consensus Effect. We assume other people think and feel exactly the way we do. We erroneously believe our bad habits are universal and normal. We also tend to believe that we have better values and are generally more honest, kind and capable than others (the false-uniqueness fallacy).

Managing Others’ Biases

You never start from scratch when meeting new people. Their brains are rapidly filling in details about you, even if you’ve never met them before.

The more you consider listeners’ likes, dislikes, strengths and weaknesses, the better you can anticipate what they’re projecting onto you. Work on emphasizing your good qualities to  benefit from positive stereotypes and halo effects.

While humans are wired to make assumptions based on first impressions, we’re also capable of correcting those impressions—as long as we see value in doing so.

3 Perceptual Filters

We view others through three lenses or filters:

• Trust
• Power
• Ego

When you speak or act, perceivers ask themselves:

• How much trust should I grant?
• What is the power differential here?
• How much of an ego threat or self-esteem boost will I experience?

Studies show that employees ask themselves two questions when assessing their leaders:

1. Do you have good intentions toward me (friend or foe)?
2. Do you have what it takes to act on these intentions?

The Trust Filter

The first thing people do when listening to you is determine whether to trust you. This decision is made almost entirely unconsciously.

Leaders can build trust in many ways:

• Project Warmth and Competence. This is perhaps the most important component of gaining others’ trust. How well do you communicate friendliness, loyalty and empathy? Do you come across as intelligent, skillful and effective? According to Harvard psychologist Amy Cuddy, perceptions of warmth and competence account for 90 percent of the variability in whether others perceive you positively or negatively.
• Trust Them First. We are naturally inclined to reciprocate favors and extend trust to someone who has trusted us first.
• Pay Attention. Leaders who make eye contact, smile, nod, recognize individuals by name and really listen are the ones who excel at communicating. While this may seem obvious, too many executives appear hurried and oblivious to others.
• Share Your Stories. When you share past experiences (especially your mistakes), you become vulnerable, thereby extending trust to listeners. This helps build high-quality relationships.
• Walk Your Talk. People need to see you make good on your promises and carry out your stated intentions. Actions speak louder than words. Overconfidence is a trap for leaders, who must learn to project a realistic sense of themselves. Great leaders show modesty, yet remain confident in their words and deeds.

The Power Filter

Power changes the way we see other people, especially when there’s a power differential.

When leaders speak, they must be mindful of how their power influences their message. Failing to address the issue leaves room for perceivers to fill in the blanks. Great communicators are always cognizant of this filter and respectfully enlist their followers’ engagement.

The Ego Filter

The ego lens has one goal: to protect and enhance the perceiver’s self-esteem. Perceivers will always protect their self-esteem, including their decision to receive or reject a leader’s message. Smart leaders address their audience members’ interests and benefits.

Successful Communication

If you want to be understood, first try to improve your ability to understand others. Identify your ingrained assumptions, biases and filters so you can manage them more effectively.

Halvorson suggests the following strategies:

1. Take your time. Always remember that your first impression may be dead wrong. There are always other possible interpretations of someone’s behavior.
2. Commit to being fair. We sometimes forget to be fair when we judge someone. The more you consciously implement fairness, the more accurate your perceptions will be.
3. Beware of the confirmation bias. Once you form an impression, you’ll seek evidence to confirm it. You’ll ignore other behaviors, even (and perhaps especially) if they contradict your impressions.Have the courage to confront your biases and accept reality.

If there’s a huge gap between your intended message and how others hear it, you’ll need to closely examine your communication style and substance. Consider working with a trusted mentor or professional coach to analyze how you come across to others.

Are you working in a company where executive coaches provide leadership development to help leaders put strengths-based leadership into action? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/drmaynardbrusman
http://google.com/+maynardbrusman

 

 

Selling or Effective Influence - Connecting Through Empathy

We coach leaders to cultivate, creativity, clarity, focus, trust, and full engagement in a purpose-driven culture.

Selling or Effective Influence - Connecting Through Empathy

“The first sale is to yourself.” – Alan Weiss

Many of my executive coaching and leadership development clients in law and accountancy firms as well as other industries are not comfortable selling their services. Our conversations on marketing and selling often revolve around developing self-confidence based on a belief of high self worth and adding value.

Frequently we focus our conversations on developing listening skills and empathy for current and potential customers. Interestingly, we often discuss creating a mindset that people at work are also customers broadly defined.

Internal referrals are cultivated by developing relationships based on trust and mutual respect. Ultimately, great sales conversations focus on value and improving a client’s condition.

Connecting Through Empathy

Empathy allows us to understand others’ feelings, thoughts and experiences. Customers must sense that you care about them and their needs.

Studies show, however, that our sense of empathy is eroding. The Institute for Social Research at the University of Michigan has collected data for more than 30 years, and researchers have found that young adults are 40 percent less empathetic than their counterparts in 1979. The ability to empathize dropped steeply in 2000, and narcissism rates have skyrocketed.

Many experts speculate that these trends can be attributed to increases in Internet usage, texting, and cell-phone and computer ubiquity. Regardless of the cause, the solution lies in regaining empathy.

Selling or Effective influencing Tips

• Summary of Dan Pink’s “To Sell is Human” with applications to fast-paced growing business organizations

Selling or effective influence is required by all of us to achieve business success. Instead of the traditional ABC’s of selling (Always Be Closing), Dan has established new ABC’s: Attunement, Buoyancy and Clarity. “To Sell is Human” is based on his numerous interviews and a curation of robust research.

1) Attunement – bringing oneself into harmony with individuals, groups and contexts

• Perspective taking is a cognitive capacity. It’s mostly about thinking. Empathy is an emotional response. It’s mostly about feeling. Both are crucial, but perspective taking has the advantage in selling in that it has higher levels of economic efficiency, without sacrificing our own material gain. Empathy is effective, but is at times a detriment to both discovering creative solutions and self-interest.

To tune into another effectively we need to “step into their shoes” and see the world from their point of view. What is important to them? What are their concerns? What’s driving them? Focus your perspective-taking not only on the people themselves, but also on their relationships and connections to others.

• Practice strategic mimicry. Try subtly imitating the body movements, posture and tone of the other so that they experience you “tuning into” them.

• Listen. Listen more, listen more carefully and talk less.

2) Buoyancy – a quality that combines grittiness of spirit and sunniness of outlook

• Start with your own questioning self-talk. “Can I make a great pitch?” “Can I move these people?” Answer your own question directly and in writing. List 5 reasons why the answer is yes.

Questioning self-talk elicits your own strengths, tactics and reasons for doing something and reminds you that many of those reasons come from within. This helps you to know the skills and capabilities you bring to the table that will help you to succeed.

• Bring a positivity ratio of at least 3:1. Raise the ratio by creating the mindset of positivity: open, curious, kind, real and appreciative. Allow yourself a small amount of appropriate negativity to grow, learn.

• Don’t give up. Pick yourself up when someone says no. Try again, differently. Ask yourself: How do I need to flex or bend to get a result? How do I need to toughen up to get a result? Find your resolve and grittiness and use it to change the situation for the better.

3) Clarity – the capacity to help others see their situations in fresh and more revealing ways and to identify problems they didn’t realize they had

• Problem Finding - If I know my problem, I can likely solve it. If I don’t know my problem, I might need some help finding it. Start by stating clearly and simply what you think the other’s problem is. Do your homework so you say it well and so they are able to hear it. Then, check for understanding and agreement.

One way to help others understand your statement is by framing it as “compared to what?” or by using the Five Whys. Your job is to curate information or gather what is out there on the subject so the other party can see their choices.

• Action: Give them the” off-ramp”. Provide clarity on how to take action with their understanding of the problem. This provides movement from ideas to action.

Three Skills to Successful Selling

1) To be successful you need a pitch.

• The purpose of a pitch isn’t necessarily to move others to immediately adopt your idea. The purpose is to offer something so compelling that it begins a conversation, brings the other person in as a participant and eventually arrives at an outcome that appeals to both of you.

• After someone hears your pitch what do you want them to know, to feel, to do? What’s the ask?

• Subject line pitches in emails need to appeal to utility and/or curiosity

2) Improvise

• Hear offers

• Say “yes, and” not “yes, but”

• Make your partner look good

• Hearing often hinges on attunement: you need to leave your own perspective to inhabit the perspective of the other.

3) Be of service

• Research has shown that all of us do things for “pro-social” or “self-transcending” reasons versus just self-interest.

Not only should we be of service, but also look to how we can tap into the others’ desire to serve. Those who move others aren’t manipulators, but act as servants who help others to move forward.

Are you working in a company where executive coaches provide leadership development to help leaders get better at selling their services? Does your organization provide executive coaching for leaders who need to build a company culture built on trust? Transformational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a transformational leader who inspires individuals and organizations to achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders create a high performance culture where respect and trust flourish.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture empathy-based sales conversations. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com
 
Connect with me on these Social Media sites.

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Creating a State of Flow at Work

We coach leaders to cultivate, creativity, clarity, focus and trust in a full engagement culture.

Creating a State of Flow at Work

One of my CEO executive coaching clients is working with his executive leadership team to create an organizational culture that unleashes employees’ intrinsic motivation and state of flow. I am coaching him to become more effective at appealing to employees’ intrinsic motivation and core values, and helping leaders at all levels of the organization become more fully engaged in creating a culture that supports flow.

The CEO knows that for the organization to thrive depends on creating an organizational culture and climate that cultivates constant innovation. Human Resources is partnering with me in supporting senior leaders to motivate people by building authentic relationships. 

Our current executive coaching and leadership consulting work is also focused on helping leaders throughout the organization increase their ability to motivate team members by tapping into their purpose and values.

The CEO and his senior leadership team members are each heading up two strategic initiatives to energize growth and increase revenues. The goals are clear and tap into each leader’s purpose and desire to be doing meaningful work.

In our executive coaching meetings, company leaders are reporting a significant increase in their energy, happiness and business results. Each senior leader has autonomy over what they’re doing and how they do it, including choosing their time, tasks, team and techniques. They have the opportunity to master their work and make progress through deliberate practice.

The executives have a sense of purpose in their work — to something higher and beyond their job, salary and company. They are empowering their direct reports and all company employees with the same opportunities and creative mindset cultivating flow.

Creating Flow

People are most productive and satisfied when their work puts them in a state of “flow” — more commonly recognized as being “in the zone.” In the flow state, one experiences a heightened sense of focus, happiness and joy.

What we know about flow is primarily based on the work of psychologist Mihaly Csikszentmihalyi, whose seminal book, Flow: The Psychology of Optimal Experience, describes it as the moment in which “a person’s body or mind is stretched to the limits in a voluntary effort to accomplish something difficult and worthwhile.”

You can’t give people the opportunity to create “flow” experiences without providing autonomy, time to practice and improve mastery, and a sense of higher purpose.

Flow at Work

In the past few years, many leading companies, including Microsoft, Ericsson, Patagonia, and Toyota have realized that being able to cultivate work environments that cultivate “flow” helps create more productive and satisfying work experiences.

These companies are now using Csikszentmihalyi's ideas to learn how they can get best engage their workers and create more compelling connections with their customers. “Without flow, there's no creativity or innovation”, says Csikszentmihalyi. "To stay competitive, we have to lead the world in per-person creativity," says Jim Clifton, CEO of the Gallup Organization.

Csikszentmihalyi’s work on “flow” focuses on the positive states, the moments when human beings are at their absolute best. In the flow state, Csikszentmihalyi found, people engage so completely in what they are doing that they lose track of time. People emerge from each flow experience more self-confident, capable, and sensitive.

Csikszentmihalyi believes that flow has several necessary preconditions. These include having clear goals, and a reasonable expectation of completing the task at hand. People must also have the ability to concentrate, receive regular feedback on their progress, and actually possess the skills needed for that type of work.

Self-Reflection Questions

Reflect on the following questions.

What would happen if some of the best moments of your life happened at work? What needs to change for that practice to be possible?

What do you need to learn to realize your fullest potential? What shift in mindset would allow you to embody being open, connected and present cultivating a state of flow?

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

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