Business and Leadership Keynote Speaker
This article was originally published on September 7, 2016, and has been updated.
Do you remember your first encounter with a passionate leader?
The reality is that any leader can be passionate…if they know what to do.
But first, let’s look at why this is so important. [Read more…] about Passionate Leadership: 12 Key Traits That Distinguish The Best From The Rest
Some might say that an autocratic leader is out of style. I beg to differ. When could you need an autocratic style of leader? Well, it all depends on how you perceive the word autocratic. For example, in times of change and flux what do people need? They need someone to show them direction.
They need someone to say this is the way we are gonna do it. This is the way through. This is the way that we overcome this challenge. In other words, it doesn’t necessarily have to be a negative. Autocratic doesn’t necessarily mean dictatorial.
It means showing people the way when they are unable to discover it on there own. It means helping people to navigate through a difficult situation when people are at the crossroads or when people are confused about what to do next.
It’s someone who knows how to call the shots when people can’t find the way out. So, realize that may be one style that you can use and it’s situational depending on the circumstances. You might be the one who needs to call the shots and in those circumstances, that is totally okay.
This article is a transcript from Michelle Ray’s Leadership Secrets at YouTube YouTube.
Michelle Ray (Twitter) is one of the best international leadership keynote speakers in Vancouver. She helps you discover your potential through presentations, coaching and consulting. With over 20 years of experience Michelle has worked with hundreds of companies around the world. She is taking bookings for speaking engagements and can be contacted at MichelleRay.com
As leaders, you already know the importance of not only managing change, but embracing it as well. I want you to consider how you can celebrate the opportunity that change represents. Think about it, you used to wait hours or maybe even days for information to be transmitted and printed on a scroll of thermal paper.
Today, that happens in seconds. You used to travel over oceans to meet with clients and counterparts. Now, you can conduct so much of your business virtually. And think about all the information you have at your fingertips today, thanks to the internet.
So we all have a lot of experience with change. It’s not like it’s foreign to us. With awareness, we can reflect on the times when we felt we could never overcome a particular challenge. Yet we rose to the occasion. We were able to demonstrate agility and willingness to try new things. Just as athletes develop muscle memory, your ability to navigate change will become more instinctual with practice.
The most powerful choice you can make is to focus on the aspects of change that are within your control. At any point, you can choose to decipher how change unfolds. How you give meaning to the challenges that come with change will ultimately influence the outcome. When you hit your next bump in the road, ask, why am I being disrupted by change, and how can I embrace it.
That’s the leadership mindset.
This post is a transcript of https://youtu.be/VHlM080bCb8 on YouTube
Michelle Ray (Twitter) is one of the best international leadership keynote speakers in Vancouver. She helps you discover your potential through presentations, coaching and consulting. With over 20 years of experience Michelle has worked with hundreds of companies around the world. She is taking bookings for speaking engagements and can be contacted at MichelleRay.com
A recent Gallup survey reported that 25 per cent of people would like to fire their boss, if they had the power. Interestingly, the majority of those 25 per cent were reported as the “highly disengaged” cohort.
On the other hand, those who enjoyed a healthy relationship with their managers were reported as “highly engaged” in their work and consequently had no desire to oust the boss.
The reasons for disengagement, however, aren’t necessarily a one-way street. Poor leadership plays a significant role in the engagement equation and it is a fact that managers and employees alike become disenchanted and disconnected due to the negative impact of mediocre leadership at the highest level.
For the purposes of this blog, allow me to take license with William Shakespeare’s original quote: “All the world’s a stage, and all the men and women merely players…” Instead, I invite you consider that there has never been a better time to take our respective places on the world’s stage, and this has little to do with professional speaking.
When eighteen-year-old German podcast sensation Philip Rierderle recently took the stage as the opening keynote speaker at the National Speakers’ Association Annual Convention, he held an audience of 1400 professional speakers spellbound for the entire duration of his speech. Mr. Riederle was the youngest speaker to grace the general session platform in the Association’s forty-year history. With his excellent command of the English language, he mesmerized the audience of skeptical old-timers, first-timers and techno-phobs by smashing the stereotypical myths linked to his millennial generation.
He captured my attention, however, not only because of his remarkable confidence as a teenaged speaker. For me, it was the manner in which he has channeled his passion into a mission. At the age of fifteen, Reiderle became famous with his podcast “Mein iPhone und Ich…” (My iPhone and me), currently reaching over one million viewers each year. As he built his massive community of Generation Y followers, traditional corporations began wondering how and why he was able to attract this generational cohort in droves to his own on-line community, while they continued to struggle in their own marketing efforts to connect with this significant segment of consumers. Today, Rierderle is an entrepreneur and renowned thought leader consulting with major companies worldwide regarding the consumer habits of his generation.
Riederle’s delivery and presence served a dual purpose. Not only was his message timely, he also demonstrated a rare blend of authenticity and brilliance by completely owning the stage…the stage on which he stood as a speaker, as well as in his own life. His passion for educating others via podcasts on the multiple uses of an I-Phone that began as a hobby has morphed into a unique calling to heighten generational understanding on a global scale. By doing so, Riederle is helping businesses simultaneously open their minds and create new growth opportunities.
There has never been a better time to take your place on the world’s stage. You don’t need to be a publisher, a major media outlet or renowned speaker. You can claim your place by ensuring that, like Riederle, your vocation is congruent with your personal passion. At the click of a button, you can utilize social networks to tell others about issues that matter to you. There are no limits to expressing your creativity thoughtfully and purposefully.
During an afternoon break at a conference, a participant who had just attended my breakout session on building collaborative workplace relationships approached me to discuss his dilemma regarding whether he should stay with his company or start his own business. He spoke candidly about his managers, colleagues as well as his future employment path, and whether he was ready to take the plunge and venture out on his own. I admired his honesty and appreciated the challenge he faced in terms of making a decision. Based on our conversation, I got the impression that he really enjoyed his work and had great camaraderie with his managers and peers, but wasn’t as enthused about the prospect of being his own boss and running his own company. It is a fascinating quandary that many of us face. I began to ponder whether this needed to be an either/or question?
Being an intrepreneur is defined as follows:
in-tra-pre-neur (In¹tre-pre-nur) n. A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation [intra(corporate) + (ENTRE)PRENEUR.] -inftrapre-nouri-al adj. -intra-pre-neuri-al-ism n. -in’trapre-neuri-al-ly adv.
Consider the success story of Dutch-owned Optiver Asia-Pacific, an algorithmic trading company that was just named Australia’s best place to work. CEO Paul Hilgers says the company has a genuine open door policy and a philosophy that working with “brilliant minds attracts brilliant minds”. Hilgers says: “A brilliant mind isn’t only skill-based. We really want to know who we are hiring and we want to make sure that people know us before they decide to work for us.” The 2013 study to determine best workplaces was made up 179 competing organizations and their 25,905 employees nationally.
Entrepreneurial skills are highly sought-after by companies that support an innovative culture. If you are an individual who can identify a huge need for ground-breaking approaches regarding any aspect of your organization’s operations, you could be handsomely rewarded for speaking up and sharing your ideas. Being the catalyst of creativity and change is a very rewarding experience, in terms of career satisfaction and financial compensation. Here are three core concepts to keep in mind:
1. You CAN make a difference in your workplace
Passion for your work , together with a proactive mindset will always be desirable attributes. When you believe that your initiatives can positively impact your workplace, be assured that people will listen. Especially when your ideas can benefit your customers and the bottom line. Learn to present your recommendations from the vantage point of your leaders. When you demonstrate an understanding of the business from their perspective, you will be in a great position to have their undivided attention.
2. Build alliances with like-minded people
Surrounding yourself with naysayers is a sure fire way to zap your enthusiasm. On the other hand, seeking out individuals who support your solutions-based way of thinking will energize you as you pursue your plans. Entrepreneurs make a point of aligning themselves with others who can challenge their ideas in a positive manner. Start your own internal mastermind group. When your personal values regarding success, creativity and originality are in sync with those who think and act similarly, you will find opportunities to grow your career path.
3. Recognize and create opportunities within your organization
There is a difference between critiquing and criticizing…whether it is a system, internal process or someone else’s idea that can be improved upon. You create opportunities to rise through the ranks by demonstrating a willingness to take the initiative and express your ideas for change in proactive manner. When you demonstrate your expertise and innovative ideas in a particular area or job-function, you are carving out your own, entrepreneur/intrapreneaur opportunity.
Understanding and managing drama in the workplace is a concern shared by leaders and individuals alike. Not only is it emotionally draining, the cost and consequences cannot be understated. In fact, one of the key reasons for soaring levels of workplace disengagement links directly to the existence of dysfunctional workplace relationships.
Drama occurs because we are emotional beings. We have a desire for self-expression and unfortunately, due to stress and overwhelm, we all have the capacity to display the worst version of ourselves from time to time. However, some of our colleagues and managers not only HAVE problems, they ARE problems. And many of them don’t realize the effect of their theatrics and emotional outbursts because they are operating in a state of oblivion…constantly reacting to workplace pressures, personality triggers or stressors that are occurring in their personal and professional lives, with little awareness of the impact of such behaviours on a larger scale.
The big questions that demands answers are these: Why does drama persist and why does it escalate? Here are five explanations:
1. At a very basic level, many people actual enjoy the show…either as a participant or a spectator. After all, life would be pretty dull and work would be very boring if there were no drama; nothing to gossip about? Let’s be honest, many of us willingly contribute to the juiciness of a good story by partaking in the gossip in the first place, even if we don’t spread it ourselves.
2. Drama also manifests on a regular basis because accountability isn’t taught or understood. It is often easier to blame others and share in the misery rather than accept responsibility, even if we do not know all the facts. Pointing the finger in the other direction requires very little effort.
3. Leaders don’t want to, or don’t know how to deal with it. This is one of the most common workplace demotivators. Sadly, a lack of action builds resentment amongst those who desperately want their leadership to deal with these people issues. As a result, those who once felt engaged and happy will slowly but surely find that the dysfunctional atmosphere taking a toll on their level of performance and satisfaction.
4. Organizations may invest in core technical skills or training, however the interpersonal skills that are essential when it comes to managing drama and conflict are lacking. Practicing outstanding communication skills in the face of such challenges can make the world of difference, not only to one’s peace of mind, but to the organization’s bottom line. When people feel disengaged and disconnected, when they do not feel inclined to express their concerns, absenteeism increases, turnover escalates and business declines as a result.
5. High morale is a low priority. At all levels, everyone feels the increasing pressure of managing their daily workload. As a result, paying attention to the human element slowly becomes neglected. Yet, this is precisely the issue that necessitates the greatest consideration. In addition, it is fascinating to note this is the one area that is within an organization’s control: the atmosphere within its own walls.
Based in Vancouver, Canada, Michelle Ray is a leadership expert who helps individuals and organizations succeed and take the lead. Her keynote presentation and workshop: No More Drama! How to Build High Engagement, High Morale and a Happier Workplace will be offered as a one-hour, complimentary webinar on June 27.
“The ideal leader is the servant of all – able to display a disarming humility, without the loss of authority”
…Col. Sir Edward (Weary) Dunlop, Australian Hero, Leader Extraordinaire
Not a day passes without a reference to a leader’s fall from grace somewhere on the planet. News regarding the behaviours of a political despot, government official or corporate executive’s transgressions spark continued outrage from a world that seems to relish sensationalism, no matter how ugly or scandalous. Headlines laden with allegations of misdemeanours that include misappropriated use of company or government expense accounts, fraudulent spending of tax payer funds, drug addiction, marital affairs, lies and corruption of some form or another continue to demand our attention. When confronted with their assortment of character flaws, denial of the truth by these leaders seems to be the easier option.
The frequency of prominent public figures coming under scrutiny is nothing new. The underlying concern is the spectacle that such leaders generate as a result of their questionable activities, as well as society’s reaction. Their examples should serve notice for us all to examine our own values, as we are indeed the leaders of our own lives. We look to our leaders for inspiration and become profoundly disappointed. Nonetheless, we seem to thrive on the drama of it all. By doing so, are we not condoning their behaviour? The display of deceit by those that we uphold as role models as they dance around the truth defies logic, yet it has become the norm. Therein lies the premise of this article: We are experiencing nothing short of a values crisis. When we witness bad behaviour on the part of our leaders, do we choose to partake in the entertainment factor, or do such examples cause us to reflect on our own standards?
Several months ago when the news broke regarding the “groping” incident that allegedly took place between the embattled Mayor of Toronto, Rob Ford, and former Mayoral candidate Susan Thompson, I was in the studios of a that city’s local news-talk radio station for a prime-time interview, planning to discuss my recently-released book. Instead, the interview took a different tack as I was asked to comment on the unfolding political uproar. The allegations were the story of the hour, the day, the week. I chose to focus on the values question rather than engaging in political posturing. If the allegations about the mayor were true, then it was an example of outrageous behaviour on his part. If the accuser was fabricating the story, then it was an example of extreme opportunism at its worst. Both parties had the opportunity to show exemplary leadership. Unfortunately, the “he said/she said” guessing game continued, with the outcome left hanging in the court of public opinion. As I write this piece, the same mayor in question is ensconced in yet another leadership crisis.
Stories of leaders who allegedly conceal the truth continue to receive top billing in the media. In Canada, the expense activities of Senator Duffy, (and subsequent payment by the Prime Minister’s former Chief of Staff, Mr. Nigel Wright, of the $90,000 owed by Duffy) together with Prime Minister Harper’s management of the issue have made the news for weeks. In the U.S, IRS official Faris Fink admitted only days ago to the House Oversight and Government Reform Committee that the lavish spending of over $4 million on a training conference several years ago in Anaheim (including his starring role as Mr. Spock in a Star Wars spoof) “was not the best use of taxpayers dollars.” The organization has also been in the spotlight with the credibility of President Obama’s response to the Tea-Party claims of bias regarding I.R.S purportedly singling out a number of Republican groups applying for not-for-profit status for extra scrutiny continues to make headlines. In addition, his administration’s reaction to documentation indicating a cover-up regarding the deaths of U.S. officials at the embassy in Benghazi, Libya, is being reported on almost daily.
In an excellent article: “On the Nature of Scandals” published by the National Post late last month, the author, Professor Jack Mintz, wrote: “What matters most is accountability to establish trust. Those who make wrong decisions must pay the price for their wrongdoing. It applies to companies and individuals who fail to make the grade. The same for politicians and public officials – they must be reprimanded as well.” While I wholeheartedly concur with Professor Mintz’s conclusions, holding leaders and others accountable when a violation of trust occurs is just one part of the solution. When the leaders themselves can practice personal leadership by admitting and accepting their own values dilemma in order to acknowledge their own truth, they will be better positioned to regain trust and respect. When individuals decide that their time has come to accept personal responsibility; whether or not they possess the title of “leader”, we in turn become a more values -based society. Professing values and living by them are two very distinct propositions. Keep in mind these essential principles in order to turn a values crisis into an opportunity:
Humility is not humiliation
My father was one of my greatest examples of living by this principle. When my mother was diagnosed with dementia, my father became her primary caregiver. Unfortunately, her health deteriorated to such an extent that he was no longer able to provide the level of care that she needed. My father was always a proud man, yet he knew that by adopting a posture of humility, he was able to achieve what was best for my mother. By revealing his vulnerability in order to receive help, he demonstrated his depth of character and commitment to do the most important thing. Humility should not be confused with humiliation. Rather, it is an attractive human characteristic that demonstrates a level of transparency; something that is often missing in politics or business dynamics. All too often, leaders opt to build a wall around themselves in order to “stay strong” when their integrity comes into question. The greatest strength can be found by accepting what is, becoming more transparent and revealing one’s humanness.
The attractiveness of authenticity
Some human qualities that are often perceived as weak are actually the opposite. For example, revealing a challenging aspect of your life when you experience a personal struggle can create a unique bond with another individual who has dealt, or is dealing with something similar. When I disclosed the story about my mother’s illness and my father’s response to a group of leaders in the Oil and Gas Industry, the senior VP approached me at the conclusion of my presentation and began to cry. He had just gone through the same experience; placing his mother in a care facility. By telling my own story, he felt a deeper connection to the educational message and content, because it was a story he immediately related to in his own life.
Lead with your values
In order to eliminate any ambiguity regarding values that are important to you, you need a strong sense of self. One explanation for the current values “crisis” is that many of us are “others values-based”; attached to societal, individual or cultural values that do not resonate at our core. Eventually, this internal struggle of trying to align your own values with another set of divergent values may cause you such distress that you either have to speak up or move on. On the other hand, when you are leading yourself first, the process of discerning whether or not you are operating from another person’s values instead of your own becomes far less complicated, liberating and enlightening.
Based in Vancouver, Michelle Ray is a leadership expert and founder of the Lead Yourself First Institute. She is the author of the newly-released book: “Lead Yourself First! Breakthrough Strategies to Life the Life You Want.”
(Red Carpet Publications)
“Money doesn’t talk…It swears” – Bob Dylan
In my upcoming book, “Lead Yourself First”, I dedicate several chapters to the subject of values. Values drive our behaviour and decisions, as well as our professional and personal relationships. Making values – based decisions in business and life aren’t always easy, even when we feel that we know ourselves well. One of the most difficult areas pertains to money and finances, especially if we find ourselves at the crossroads regarding career change or making an investment in a new business venture. Although there are some simple truths such as having your finances in order prior to taking such bold steps, conversations around money are often emotionally- charged due to the fact that our values also come into play. Therefore, the subject isn’t merely about numbers, being practical or even logical. Going through the process of ascertaining what lies behind the rationale to leave a job or stay, to invest or not to invest; to save or spend is an important exercise because we discover more about what is actually influencing such choices. In addition, the manner in which we justify our course of action is also a reflection of our principles.
The financial values dilemma is not only felt at an individual level. It happens in corporations on a daily basis. If you listen closely, you will hear people frequently professing values-laden statements regarding their workplace or direction of their organization. It isn’t unusual for leaders to experience conflict in this arena, especially during these times of uncertainty. While working with one client recently, one member of the senior leadership team was frustrated due to the push-back he was experiencing from his colleagues. He wished to maintain the status quo in terms of staff retention…in contrast to a number of his peers who he felt were reacting by taking an ultra cautious approach; entertaining cutbacks and terminations. Critical business decisions such as these may appear to be based on fiscal evidence. However, the values of a core leadership team are often driving the process.
Is it possible to be completely objective regarding where one may stand on financial values, or indeed our entire values system? The challenge lies in the fact that we have all been influenced in varying degrees by the standards of others, be they family members, peers, associates, coaches or well-intended friends. Therefore, the sample inventory exercise below will reveal the extent to which you have allowed yourself to be governed by accepted morals or ethics that perhaps hinder your professional and personal direction. There are no “right” or “wrong” answers. Rather, your responses reflect your current position and beliefs and illuminate information regarding your financial values that my surprise you.
Values inventory clarification – Money
Leading yourself first in your organization, your career and your life requires clarity around questions such as these. Can you lead your team with confidence regarding business decisions that impact them directly? Do you trust yourself to take the necessary commercial risk to grow your business into a viable entity? Are you ready to take the leap of faith associated with a career change? When we truly understand that our values underpin everything about us that makes us tick, we are able to approach the crossroads with greater conviction.
Michelle’s book, “Lead Yourself First” is due for worldwide release this year.
“Who” a leader and “what” is leadership?
There are many business books on the theory of leadership and the various models that evolved over the past fifty years regarding leadership in the traditional sense; i.e. being a leader meaning “the title”, generally associated with being in charge of others. A title on a business card or a placard on a desk or door does not automatically make someone a leader. It may give the impression of self-importance and achievement, however, the title alone is not enough. Neither is a job description that notes functions associated with managing people. Rather, it seems to me that there is a pre-requisite for being an effective leader of a team or within any organization. That is the ability to lead oneself first. Honing this specific talent is far more significant in the grand scheme of things, because human beings will progress further in their respective life paths by mastering the capacity to relate to and communicate with the vast array of personality types, cultures, genders and demographics that make up the human race. A business title conveying “leader” is no proof of having acquired this gift. Furthermore, one doesn’t have to be in a workplace to be a leader. A leader is someone who has grasped the ability to take charge of their thoughts, and consequently their actions, in any situation. A leader is someone who recognizes that character is the greatest test of true leadership. A leader is someone who is clear about their values and applies them on a regular basis. In other words, having values and living by one’s values are two distinctive propositions. This has very little to do with moving up the management ladder into a leadership role.
