Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth 

What we learned was more than what we had anticipated; not necessarily about their purchases, but about how they worked and the importance of urgency versus importance in their jobs.

Recently I was asked by a journalist how I practiced public speaking.  At this point in my life, getting up in front of an audience is pretty much second nature.  However, it wasn't always so.  I had to work hard at the skill and had to fail A LOT before I found my schtick and was able to get pretty OK at it.   

Here are the highlights from the interview along with six take-aways to help you be a better public speaker.

Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth

Within a few months of my open door policy, I saw my own productivity drop and my frustration level rise because I kept getting interrupted by people taking me up on my open-door policy.  My open-door policy soon turned into a series of random interruptions that caused me to not get my stuff done.  I came to recognize that I needed to be accessible to people but that I could control the accessibility through scheduled time.  Open-door means be accessible, not come in whenever you want.

So let's cut to the chase...

You may be a great consultant, one who effectively applies his or her wisdom and experience to help his or her client solve some tough business problem.   That's all fine and well.  When it comes to facilitation, though, it's a different ballgame and a very different approach to problem solving.  I like to think of the difference as follows:

Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth 

Jane was a group manager over a team of six buyers for a large department store chain.  Her team specialized in buying house-wares, including linens, sheets, towels and small appliances.  Her team met every week to discuss advertised specials for upcoming weeks and any supplier issues that the team needed to be aware of.  There was one linens supplier, Patty’s Linens, that has had some difficulty with product quality and the department store was experiencing higher-than-normal returns on the product.  Two weeks earlier, the supplier submitted a plan for how they were going to improve the quality of their product.  The department store decided to keep the supplier on for three more months to evaluate their plan and give the supplier an opportunity to resolve the quality issues.  With this as backdrop, we eavesdrop on Jane’s current team meeting:

Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth

Unless you excused yourself for whatever reason you were there for at least fifteen minutes listening to his philosophy.  The problem was that Moe was friends with the person managing our contract so we had to put up with him. 

So everything isn't always peachy keen when it comes to working together.  At times co-workers are going to get in each others'  face and have some conflict.  As a bystander, there's some things you can do and not do to help put out the co-worker fire:

• Let them know how their conflict is affecting the rest of the team - Many times team members in conflict are only concerned about their own situation and don't see how the conflict impacts others. Truth is, when doing a team meeting with two ice-cold colleagues in the room with the pressure so thick it can be cut with a knife, the entire team is impacted. If the conflicting colleagues know the impact they are having on others they may be more likely to extend olive branches to each other.

Several years back I managed a group of very high-energy, spirited, vocal managers.  One of the managers was particularly vocal on just about every issue.  This manager, who I'll call "Vox", frequently complained to me about other managers, about how Vox's organization wasn't being rewarded appropriately, and how Vox's organization needed more people than Vox's peers.  I did a lot of discussing with Vox about the issues that Vox faced but found that I would frequently give in to Vox's demands.  Vox's peers became very frustrated not only with Vox but also with me because I was showing preferential treatment to Vox.  We would be in meetings and Vox would start complaining about something which would lead into how Vox's team was more important than peer teams, and how Vox's team should be given more in compensation because they were more talented than the rest of the team.  Vox was the squeaky wheel, and I would grease it just to stop it from squeaking. I not only allowed Vox to be the squeaky wheel, but unwittingly encouraged it because I gave Vox what Vox wanted.  Everyone was frustrated with me. Bad on me