Juliana Stancampiano, author of RADICAL OUTCOMES: How to Create Extraordinary Teams, is an entrepreneur and the CEO of Oxygen. For more than fifteen years, she has worked with Fortune 500 companies, both in them and for them. Her firm’s clients include Microsoft, DXC, Delta Dental (of WA), Starbucks, F5 Networks, Avaya, and Western Digital, among others. Her in-depth experience, along with the research that Oxygen conducts and the articles she has published, has helped to shape the perspective that Oxygen embraces.
After reading her new book, I reached out to Juliana to learn more about her work.
“You cannot defend your design without knowing what you’re designing for.” -I.M. Pei
What’s the role of the leader in the team to produce radical outcomes?
The leader sets the vision and acts as the guard rails. The leader remains outcome-focused yet allows flexibility to achieve the outcome. It’s not commanding and controlling your team. It’s knowing their strengths and ensuring roles and abilities are aligned.
“Teams must understand and focus on outcomes, not on tasks.” -Juliana Stancampiano
What are the obstacles many teams face in becoming an effective ensemble?
Lack of role clarity. Clearly defined roles and responsibilities avoid internal disagreements. Teams must understand and focus on outcomes, not on tasks.
Structure and process that prevent ensembles working effectively. We’ve seen performance management that rates people in comparison to their peers, not based on outcomes. When people are rated on a curve, they constantly compete with each other to improve their own rating. This prevents meaningful ensemble work.
Lack of visibility of work product. Teams must share, even before the “thing” is completed. Early sharing allows teams to iterate together and stay focused. Lack of sharing produces work that often doesn’t meet the stated outcome. It also causes unnecessary re-work.
Various modes of communication. Effective teams must communicate differently – fast communication, phone communication, chat communication – depending on topic and need. They embrace different modalities, at different times and with different people.
“Lack of sharing produces work that often doesn’t meet the stated outcome.” -Juliana Stancampiano
Leaders today must be quick on their feet, have a ready answer, and operate at net speed.
Your credibility drops with ums and ahs.
Your leadership brand is sullied by blank stares or unclear answers.
No one is perfect, but it’s important to read an audience. It’s often important to improvise.
I know that I often credit my extemporaneous speaking to my early forensics club in high school and college, skills that I depend on every single day as the CEO of a global organization. It’s not something you’re born with, but something you can learn through careful practice and preparation.
Judith Humphrey, in her new book, Impromptu: Leading in the Moment, provides a perfect opportunity for every one of us to up our game and improve our skills. I’m always on a quest to improve my skills in this area, and that’s why I welcomed her book into my self-development arsenal.
I followed up with Judith to talk about her work in this area. Judith Humphrey is founder of The Humphrey Group Inc., a top tier communications firm. For over thirty years, she has been a communications coach and speaker. She’s also a columnist for Fast Company.
The Importance of Extemporaneous Speaking
Why is extemporaneous speaking so important?
Off-the-cuff remarks have become the new normal for business leaders. Organizations have flattened, and knowledge and decision-making are decentralized. Not long ago, messages were delivered from “on high.” Only those in the C-suite seemed to be empowered. Now leaders at all levels are speaking out and communicating in a more open, authentic, and informal manner.
Such everyday communications involve leading in the moment and speaking spontaneously. This is leadership in the organization of the twenty-first century. It takes place in corridors, elevators, meetings, interviews, networking events, and chats. Many small stages have replaced the big stage, and impromptu communication has become far more important than scripted speaking.
“Good impromptu speaking is a matter of words, scripts, and presence.” -Judith Humphrey
Most people think impromptu speaking would be an innate skill; you have it or you don’t. But you point out that it’s a skill you develop. Would you share some historical examples of people who practiced their extemporaneous speaking skills?
History provides many examples of individuals who faced the challenge of impromptu speaking—and discovered how to measure up to that challenge.
Abraham Lincoln told young lawyers that “extemporaneous speaking should be practiced and cultivated.” He showed his own gifts as a spontaneous speaker in the famous Lincoln-Douglas debates. Mark Twain talked about needing several hours to prepare an impromptu speech. Winston Churchill also believed in the value of preparing impromptu remarks. In one oft-quoted example, he paused before exiting his car as his driver opened the door for him, saying, “Please wait a moment, I’m still going over my ‘extemporaneous remarks.” Lou Gehrig prepared for his “Farewell to Baseball” speech, but did not read a text–he spoke spontaneously and without notes. And one of the greatest examples of prepared spontaneity is Martin Luther King’s “I Have a Dream” speech, in which he improvised the centerpiece of the speech.
Even though we think of impromptu speaking as winging it, we do ourselves a disservice when we don’t prepare. In fact, the word “Impromptu” derives from the Latin in promptu meaning “in readiness.”
“Spontaneous, nonhierarchical dialogue is the new narrative for business leaders.” -Judith Humphrey
The impromptu mindset begins with intention – the willingness to see every situation as a potential leadership opportunity, whether it is an encounter in the corridor, an exchange in the elevator, or a comment interjected in a meeting dialogue. This intentionality is paramount for any leader who wants to make the most of impromptu opportunities.
Beyond that, the impromptu mindset includes the willingness to listen—to be engaged in what others say. Listening is critical if one is to avoid the one-way monologue that defined traditional executive communications.
The impromptu mindset also involves authenticity. Never before have leaders had to be so open with their audiences. Authentic leaders are comfortable in sharing their ideas, values, beliefs, vulnerabilities, and stories.
Finally, the impromptu mindset includes respectfulness and the ability to focus: everyday audiences need to be respected because each encounter involves—and can strengthen—a relationship. And in speaking off-the-cuff it’s critical to focus, because your impromptu audiences expect you to be there, truly present, for them.
“The most successful executives and managers see every encounter as a potential leadership moment.” -Judith Humphrey
Over ten years ago, I found myself in a class for leaders and managers. After building rapport and working to create a safe environment of trust, the class facilitator decided to have us go around the room and share our insecurities and fears. The coach was specifically homing in on our weaknesses and asking for us to be transparent with others in the room.
As we worked around a small circle, one woman was visibly nervous. When it was her turn, it was as if someone flipped a switch and turned her red. She stumbled over her words as she explained how fearful she was to speak in public. Even in a safe situation with supportive friends, she still was nervous to share. We learned that she even had nightmares where she was in front of a room, perched behind a podium, and she misplaced her notes and looked out at a sea of unforgiving faces. Another attendee encouraged her and told her that she was better off avoiding these events so she didn’t trigger her fears.
The fear of public speaking grips many people who avoid it at all costs.
I want to share why this “avoidance thinking” is toxic to aspiring leaders.
“Fear the fear of public speaking and do it anyway.” –Arvee Robinson
Recently, I spoke to my local chapter of Toastmasters and shared 7 reasons why learning to speak in public is vitally important.
1. Overcome your fear.
There’s enormous power in mastering and overcoming a fear, whatever it is. I can recall the smile on a new rock climber’s face when he conquered his fear. “I have never felt so alive and free,” he said to me soon after completing his climb. That same feeling happens if you overcome a fear of public speaking, and – at least to me – it’s a whole lot easier than climbing a mountain.
“Courage is what it takes to stand up and speak, and to sit down and listen.” –Winston Churchill
When you not only are able to overcome your fear but also become proficient at it, then your confidence soars. Confidence is often more compelling than competence. I don’t know what happened to the nervous woman after the class ended, but during the few days of our classes, she saw remarkable improvement. You could feel her confidence building.
“Competence without confidence just doesn’t cut it.” –Derek Lewis
Great public speakers attract opportunities. Why? Speaking makes you visible. You’re in front of the room, so that’s rather obvious. But the fact is that your credibility is enhanced. You become an expert.
“It’s all right to have butterflies in your stomach, just get them to fly in formation.” –Rob Gilbert
Leadership is all about influence, about persuasion, about taking people from one point and moving them to another. Speaking is part of that process of persuasion and often the most powerful part. Anything that helps increase your influence is generally a good move.
“All the great speakers were bad speakers at first.” -Ralph Waldo Emerson
It could very well be because you didn’t know your natural style. By not knowing your unique strengths, you missed the opportunity to tap into what works for you.
If you want to be a better speaker or just improve your comfort level in front of groups, this post is for you.
Scott Schwertly is the founder and CEO of Ethos3, a presentation design and training company with clients ranging from Guy Kawasaki to Fortune 500 Companies. In fact, I personally utilized Ethos3 for two major keynote presentations. I can speak from personal experience that Scott and his team are exceptionally talented at creating memorable presentations.
Why is self-awareness so important for presenters?
Self-awareness is absolutely critical for presenters because it means they are aware of their strengths and weaknesses when giving a presentation. It also showcases that they are clearly aware of which audiences will adore them or challenge them. Without this knowledge, a presenter can only guess and assume, which is a dangerous situation.
“Self-awareness is probably the most important thing toward being a champion.” –Billie Jean King
There are sixteen different types of personas. Would you share just a few of them? (would love to include the graphic of the 16 if it is available).
That’s correct. There is a total of 16 presentation personas. All are different and each consists of its own unique set of advantages and disadvantages. A few of my personal favorites are the Liberator, Activator, and Scholar. The Liberator is someone who is incredibly well rounded where they score high in all 4 quadrants of the Badge assessment. The Activator is your classic sales personality where this type of presenter excels in front of a room, and people love them. The Scholar is the exact opposite of the Activator where they are a verified expert and have a durable message but they may not be great in front of a room.
Where can I take the assessment?
Anyone can discover their presentation persona right now. They can do so by visiting Ethos3’s Badge page. The assessment takes about 10-12 minutes to complete. It’s super-fast. Also, readers should pick up a copy of What’s Your Presentation Persona? to understand their results/profile.
Stop One Thing
What’s a presentation stop-doing list?
Most people today are constantly trying to add items to their plate. They want to read more books, take more courses, exercise more frequently…the list goes on and on. Most presenters are no different. They are trying to do too much, and it simply is not sustainable. Instead, I would suggest instead of adding 7-8 proactive items, why not just stop one. Let’s say a presenter wants to read one presentation book a week, subscribe to 30 presentation blogs, practice 10 times before every presentation, and attend a presentation training course every quarter. That’s admirable, but it may not be doable. Why not just stop being lazy with your presentations or stop short-cutting your content development process? Stopping one thing is much easier than adding ten items.
Speaking Tip: stop one thing to improve your presentations.
What separates effective communicators from truly successful persuaders?
Since I read hundreds of books each year, I am always talking about them. Some books are quickly forgotten and others stay with you. And then there are a few books that are so extraordinary that they merit a second read and deserve a prominent place on your closest shelf. Not to impress, but to be there when you need to refer to an idea or refresh your mind.
“Every battle is won before it is fought.” -Sun Tzu
The book I’m talking about in this post is in that rare category. The author, Dr. Robert Cialdini, is best known for his groundbreaking work, Influence: The Psychology of Persuasion, which is a perennial bestseller. It’s so good that it’s become part of our collective thinking. From social media to sales to leadership techniques, it’s a classic.
You spent time infiltrating the training programs of numerous companies. What was the biggest surprise for you during this time?
You’re right. As a kind of secret agent, I once infiltrated the training programs of a broad range of professions dedicated to getting us to say yes. In these programs, advanced trainees were often allowed to accompany and observe an old pro who was conducting business. I always jumped at those opportunities because I wanted to see if I could register, not just what practitioners in general did to succeed, but what the best of them did. One such practice quickly surfaced that shook my assumptions. I’d expected that the aces of their professions would spend more time than the inferior performers developing the specifics of their requests—the clarity, logic, and desirable features of them. That’s not what I found.
Research: high achievers spend more time than others preparing before making a request.
The highest achievers spent more time crafting what they did and said before making a request. They set about their mission as skilled gardeners who know that even the finest seeds will not take root in poorly prepared ground. Much more than their less effective colleagues, they didn’t rely merely on the merits of an offer to get it accepted; they recognized that the psychological frame in which an appeal is first placed can carry equal or even greater weight. So, before sending their message, they arranged to make their audience sympathetic to it.
Surprising findings from Dr. Cialdini:
You are more likely to choose a French wine if you’ve just been exposed to French music.
You are more inclined to buy inexpensive furniture if the website wallpaper is covered in pennies.
You will likely be more careful if you just viewed a picture of Rodin’s The Thinker.
You are more likely to feel someone is warmer if they have just handed you hot chocolate.
You are more likely to purchase a popular item if you start to watch a scary movie.
How Seating Arrangements Influence Your Perception
Let’s talk about our point of view. Even the subtle change of seating arrangements or the view of the camera changes everything. What are some implications of this finding?
Imagine you are in a café enjoying a cup of coffee and, at the table directly in front of you, a man and woman are deciding which movie to see that evening. After a few minutes they settle on one of the options and set off to the theater. As they leave, you notice that one of your friends had been sitting at the table behind them. Your friend sees you, joins you, and remarks on the couple’s movie conversation, saying, “It’s always just one person who drives the decision in those kinds of debates, isn’t it?” You laugh and nod because you noticed that, although he was trying to be nice, it was clearly the man of the couple who determined the movie choice. Your amusement disappears, though, when your friend continues, “She sounded sweet, but she just pushed until she got her way.”
Dr. Shelley Taylor, a social psychologist at UCLA, knows why you and your friend could have heard the same conversation but come to opposite judgments about who produced the end result. It was a small accident of seating arrangements: You were positioned to observe the exchange over the shoulder of the woman, making the man more visible and salient, while your friend had the reverse point of view. Taylor and her colleagues conducted a series of experiments in which observers watched and listened to conversations that had been carefully scripted so neither discussion partner contributed more than the other. Some observers watched from a perspective that allowed them to see the back of one or another discussant and the face of the second; other observers’ perspectives allowed them to see both faces equally (from the side). All the observers were then asked to judge who had more influence in the discussion over its tone, content, and direction. The outcomes were always the same: These ratings of responsibility corresponded with the visibility of the discussants’ faces. Whoever’s face was more visible was judged to be the more influential.
This means that, if we can get people to direct their visual attention to a person, product, or event, it will immediately seem more influential to them. People believe that, if they’ve paid special attention to an item, it must be influential enough to warrant that attention. But that’s not true because attention can be channeled to an item by factors unrelated to its significance, such as distinctive colors, which nonetheless increase observers’ estimation of the item’s significance.
Research: directing visual attention can influence perceptions.
I love the personal example you share about the geography of influence. When you wrote on campus, it was radically different than when you wrote at home. It immediately resonated with me, too, because I’ve seen styles change when writing at a courthouse, in a corporate office, or at home. Based on your research, to maximize effectiveness, what recommendations would you share?
When I began writing my first book for a general audience, I was on a leave of absence at a university other than my own. Of course, I filled my campus office there with my professional books, journals, articles, and files. In town, I’d leased an apartment and would try to work on the book from a desk there, too. But the environment around that desk was importantly different from that of my campus office–newspapers, magazines, tabletops, and television shows took the place of scientific publications, textbooks, filing cabinets, and conversations with colleagues.
Writing in those separate places produced an effect I didn’t anticipate and didn’t even notice: The work I’d done at home was miles better than what I’d done at the university because it was decidedly more appropriate for the general audience I’d envisioned. Surprised, I wondered how it could be that despite a clear grasp of my desired market, I couldn’t write for it properly while in my university office. Only in retrospect was the answer obvious. Anytime I lifted or turned my head, the sightlines from my on-campus desk brought me into contact with cues linked to an academic approach and its specialized vocabulary, grammar, and style of communication.
Research: what you say or do immediately before the appeal affects success.
It didn’t matter what I knew (somewhere in my head) about the traits and preferences of my intended readers. There were few cues in that environment to spur me to think routinely and automatically of those individuals as I wrote. From my desk at home, though, the cues were matched to the task. There, I could harmonize with my audience much more successfully. So here’s my recommendation for leaders: When writing for any particular audience—clients, colleagues, employees—put a photo of a typical member of the audience in the corner of your computer screen as you write. That photo will be an automatic, unconscious reminder of your audience and their communication styles, which will allow you to write in a way that is aligned with those styles. I do that regularly now, and it works for me.
Writing Tip: put a photo of a typical audience member on the corner of your screen.