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My experience working with thousands of leaders world wide for the past two decades teaches me that most leaders are screwing up their careers.

On a daily basis, these leaders are getting the wrong results or the right results in the wrong ways.

Interestingly, they themselves are choosing to fail.  They’re actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They make the fatal mistake of choosing to communicate with presentations and speeches — not leadership talks.

In terms of boosting one’s career, the difference between the two methods of leadership communication is the difference between lightning and the lightning bug.

Speechespresentations primarily communicate information.   Leadership talks, on the other hand, not only communicate information, they do more: They establish a deep, human emotional connection with the audience.

Why is the later connection necessary in leadership?

Look at it this way: Leaders do nothing more important than get results.  There are generally two ways that leaders get results: They can order people to go from point A to point B; or they can have people WANT TO go from A to B.

Clearly, leaders who can instill “want to” in people, who motivate those people, are much more effective than leaders who can’t or won’t.

And the best way to instill “want to” is not simply to relate to people as if they are information receptacles but to relate to them on a deep, human, emotional way.

And you do it with leadership talks.

Here are a few examples of leadership talks.

When Churchill said, “We will fight on the beaches … ” That was a leadership talk.

When Kennedy said, “Ask not what your country can do for you … ” that was a leadership talk.

When Reagan said, “Mr. Gorbachev, tear down this wall!”  That was a leadership talk.

You can come up with a lot of examples too.  Go back to those moments when the words of a leader inspired people to take ardent action, and you’ve probably put your finger on an authentic leadership talk.

Mind you, I’m not just talking about great leaders of history.  I’m also talking about the leaders in your organizations.  After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats.  When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.

How do we put together leadership talks? It’s not easy.  Mastering leadership talks takes a rigorous application of many specific processes.  As Clement Atlee said of that great master of leadership talks, Winston Churchill, “Winston spent the best years of his life preparing his impromptu talks.”

Churchill, Kennedy, Reagan and others who were masters at giving leadership talks didn’t actually call their communications “leadership talks”, but they must have been conscious to some degree of the processes one must employ in putting a leadership talk together.

Here’s how to start.  If you plan to give a leadership talk, there are three questions you should ask.  If you answer “no” to any one of those questions, you can’t give one.  You may be able to give a speech or presentation, but certainly not a leadership talk.

(1) DO YOU KNOW WHAT THE AUDIENCE NEEDS?
Winston Churchill said, “We must face the facts or they’ll stab us in the back.”

When you are trying to motivate people, the real facts are THEIR facts, their reality.

Their reality is composed of their needs.  In many cases, their needs have nothing to do with your needs.

Most leaders don’t get this.  They think that their own needs, their organization’s needs, are reality.  That’s okay if you’re into ordering.  As an order leader, you only need work with your reality.  You simply have to tell people to get the job done.  You don’t have to know where they’re coming from.  But if you want to motivate them, you must work within their reality, not yours.

I call it “playing the game in the people’s home park”.  There is no other way to motivate them consistently.  If you insist on playing the game in your park, you’ll be disappointed in the motivational outcome.

(2) CAN YOU BRING DEEP BELIEF TO WHAT YOU’RE SAYING?
Nobody wants to follow a leader who doesn’t believe the job can get done.  If you can’t feel it, they won’t do it.

But though you yourself must “want to” when it comes to the challenge you face, your motivation isn’t the point.  It’s simply a given.  If you’re not motivated, you shouldn’t be leading.

Here’s the point: Can you TRANSFER your motivation to the people so they become as motivated as you are?
I call it THE MOTIVATIONAL TRANSFER, and it is one of the least understood and most important leadership determinants of all.

There are three ways you can make the transfer happen.

*  CONVEY INFORMATION.  Often, this is enough to get people motivated.  For instance, many people have quit smoking because of information on the harmful effects of the habit

* MAKE SENSE. To be motivated, people must understand the rationality behind your challenge.  Re: smoking: People have been motivated to quit because the information makes sense.

* TRANSMIT EXPERIENCE.  This entails having the leader’s experience become the people’s experience.  This can be the most effective method of all, for when the speaker’s experience becomes the audience’s experience, a deep sharing of emotions and ideas, a communing, can take place.

There are plenty of presentation and speech courses devoted to the first two methods, so I won’t talk about those.

Here’s a few thoughts on the third method. Generally speaking, humans learn in two ways: by acquiring intellectual understanding and through experience.   In our schooling, the former predominates, but it is the latter which is most powerful in terms of inducing a deep sharing of emotions and ideas; for our experiences, which can be life’s teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling.  Was it your book learning or your experiences, your interactions with teachers and students, that you remember most?  In most cases, your experiences made the most telling impressions upon you.

To transfer your motivation to others, use what I call my “defining moment” technique, which I describe fully in my book, DEFINING MOMENT: MOTIVATING PEOPLE TO TAKE ACTION.

In brief, the technique is this: Put into sharp focus a particular experience of yours then communicate that focused experience to the people by describing the physical facts that gave you the emotion.

Now, here’s the secret to the defining moment.  That experience of yours must provide a lesson and that lesson is a solution to the needs of the people.  Otherwise, they’ll think you’re just talking about yourself.

For the defining moment to work (i.e., for it to transfer your motivation to them), the experience must be about them.  The experience happened to you, of course.  But that experience becomes their experience when the lesson it communicates is a solution to their needs.

(3) CAN YOU HAVE THE AUDIENCE TAKE RIGHT ACTION?
Results don’t happen unless people take action. After all, it’s not what you say that’s important in your leadership communications, it’s what the people do after you have had your say.

Yet the vast majority of leaders don’t have a clue as to what action truly is.

They get people taking the wrong action at the wrong time in the wrong way for the wrong results.

A key reason for this failure is they don’t know how to deliver the all-important “leadership talk Call-to-action”.

“Call” comes from an Old English word meaning “to shout.”   A Call-to-Action is a “shout for action.”  Implicit in the concept is urgency and forcefulness.  But most leaders don’t deliver the most effective Calls-to-action because they make three errors regarding it.

First, they err by mistaking the Call-to-Action as an order.  Within the context of The Leadership Talk, a Call-to-action is not an order.  Leave the order for the order leader.

Second, leaders err by mistaking the Call as theirs to give.  The best Call-to-action is not the leader’s to give.  It’s the people’s to give.  It’s the people’s to give to themselves. A true Call-to-action prompts people to motivate themselves to take action.

The vast majority of leaders I’ve worked with are hampering their careers for one simple reason: They’re giving presentations and speeches — not leadership talks.

You have a great opportunity to turbo charge your career by recognizing the power of leadership talks.  Before you give a leadership talk, ask three basic questions.  Do you know what the people need?  Can you bring deep belief to what you’re saying?  Can you have the people take the right take action?

If you say “no” to any one of those questions you cannot give a leadership talk.  But the questions aren’t meant to be stumbling blocks to your leadership but stepping stones.  If you answer “no”, work on the questions until you can say, “yes”.  In that way, you’ll start getting the right results in the right way on a consistent basis.

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For a long time the newspaper classifieds and word of mouth were the only two ways you could find a job without going door knocking. Note that word of mouth is still perhaps the best way to search for jobs, as over 60% of jobs are never publicly listed. As the saying goes, it’s not what you know but who you know (and how you manage to use your connections).

If you’re like most people, you need to eat. Eating requires money to buy food, unless you’re privy to some handy barter scheme, and unless you’ve won the inheritance lottery you’re going to need to work for you food money. Which means you need to find a job. Sure, you could make do walking door-to-door and looking for help wanted signs, but the most efficient way to search for jobs is going to be through the internet.

Ask relatives, past business associates, and friends if they know of anyone who’s hiring. This can be especially important if you’re looking for a job in a particular field. If you can’t score anything by word of mouth, the classifieds may still be worth a read, but many newspapers publish their classifieds online anyway, so an internet search will still make things easier while keeping your options open.

Two of the most-used and therefore most helpful job search sites are http:craigslist.com and http:monster.com. As with most forms of communication, the sites with the most traffic are often the most helpful (it doesn’t do you any good to own the only telephone). http:Monster.com and http:craigslist.com have thousands of job posts every day, and both are searchable by geographic locale, employment type, and salary. You can also post your resume and allow recruiters to come to you.

Many other smaller websites allow you to search for jobs in your immediate area or in your area of expertise, though the latter listings are often nationwide. It is important to note that not all internet job postings are what they seem; any recruiter who asks you to pay money before you start is probably running some sort of a scam, pyramid or otherwise.

Imagine if you were to apply for a job in your hometown and the business owner offered to hire you, but first wanted a £5 bill. These internet scams, often billed as “work at home” opportunities, are equally dubious.

However, if you stick to legitimate sites and present yourself as an attractive job candidate, the internet will allow you to search for jobs faster and easier than searching through the daily newspaper with a highlighter.

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Change has always been a factor in stress management. Being able to handle and deal with the stress that comes with change. Change, in whatever form, can be met in two ways – either it is welcomed or it is not.People are always fearful of change that happens in their lives. That is maybe why some people become stressed by it.  Maybe it is the unexpected that can stress out people whenever change happens in their lives. And there are different ways and phases that people react to change that happen in their lives.

The most common reaction to change is shock and surprise. When confronted by unexpected situations such as accidents or other unplanned events, surprise seems to be the immediate reaction for many people. Such situations make people realize that certain plans and patterns one has made in life can reach some unexpected changes. The realization that nothing is permanent can be a source of stress for some people as change may come as a surprise.

Some people react to change with denial and refusal to accept change. Some people even try to bring out certain values in order to support that any change is not necessary. This may be a secondary reaction to change after the surprise and shock phase.

At times, people move on from surprise and sometimes denial to a rational understanding of change. People may see that change may actually be needed in certain situations and that there are reasons why changes happen. Through this, people begin to learn how to find ways on how to deal with the situation. But at this point people may still not be willing to have change affect their behavior but rather find some means to remedy the situation instead.

Change can sometimes lead people to react in two different ways. At certain points, change may reach a certain level where it becomes a crisis. At this point, people may either accept it or totally avoid it. When people learn to accept the change, no matter how unpleasant, they are not affected by the stress that comes with it as much as the ones that may wish to avoid or ignore change. Avoiding evident changes, especially the unpleasant ones, can sometimes lead to additional stress to people.

Trying to fight one’s own way in dealing with change other than accepting it can sometimes be a lost cause. Conflicts, both internal and external may arise and give considerable stress to people. It is only after learning how to accept the changes that will help release some of the burden that denial and refusal to accept change brings along.

Stress management works by being able to understand and learn about how people deal with changes. Knowing the different reactions and the phases that people go through with change can help people get a better grasp of dealing with the results of change with less stress.

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