Where senior execs miscue when reaching the corner office
Upon reaching the corner office bosses lose their ability to read subtle body language and other cues- such as the ability to detect a real versus fake smile. This was one of the findings of in a study conducted by Sebastian Brion, of IESE business school. The study was discussed in an Economist magazine article entitled Who’s Behind Me. Here’s the link: http://www.economist.com/news/business/21579031-powerful-overestimate-support-underlings-whos-behind-me.
To combat this misperception, when you reach the corner office or a C level position my main recommendations are to take time and seek feedback from others.
The how to apply for this post: In the next seven days, a. Take more time in your interactions to pay attention in reading your audience – slow down your interactions a notch. b. Find a trusted colleague who commits to give you unvarnished feedback on how you are being perceived.
p.s. Thank you for choosing to read my blog posts. For my readers, clients, prospective clients and business friends, please click the following link to access my LinkedIn profile. Please look at my connections. If there is a person or company that I can introduce you to – to champion your work, or to help you find a job, please let me know. au.linkedin.com/pub/michael-kelly/0/796/1aa
p.p.s. There were many memorable moments as the Australian Federal Parliament opened this week. Most memorable for me was Clive Palmer’s presentation at the National Press Club. Palmer’s presentation of himself and his ideas reminded me of the late Queensland Premier, Joh Bjelke-Petersen. In particular, Palmer’s misdirection retorts when asked a question he didn’t want to answer, prompts the label, Clive ‘Don’t you worry about that’ Palmer. I’ll post about Kevin Rudd’s resignation speech next week.
I’d love to know what ideas and techniques you’re using – in how you listen, speak and present yourself and your spoken messages – that are paying off for you. Maybe an idea or technique has helped you deliver a winning boardroom pitch presentation, or you’ve convinced your boss to take a risk on you, or you’ve inspired your direct reports to do something that didn’t believe they could do. Please send me your best practices so I can share them with others. What are your tough challenges in listening, speaking and presenting? – send them to me and I’ll do my best to help. My direct email is: firstname.lastname@example.org