Are you ready for that unanticipated call to add your comments at a meeting, awards presentation or to a journal/newspaper looking for input on a specific issue? Your "call to action" may be precipitated by something as innocuous as the absence of someone slated to do the job originally-might have been caused by a delayed flight, illness, etc.
If you are a senior manager or a "C" level executive, the best advice is to never be at any assembly without some mental or written comments that are pertinent to the meeting. Even if you are planning to be nothing but an attendee; never be anywhere unprepared for comments. Your crib sheet may include appropriate questions or observations, a simple statement or facts that are not widely known yet are relevant. For example, if you are a finance guy show your range by commenting on some information you read about the competition; but do not do it in a threatening way to the marketing department. Being participatory in a measured way shows a range in management skills that are out of the ordinary.
There are many types of meetings: awards presentations, dinners, corporate (large and small), open meetings for a specific community of interest, conventions, and governmental; you get the point-there are many occasions where a senior executive of a company may be tapped to add to an event. The question now becomes how to be eminently prepared to be recognized as a go-to executive. There are times when you know you will be ask to comment and/or present and there are other times when you may be called upon for impromptu remarks.
Years ago, I traveled to a small, senior level meeting in which there was to be a presentation to my group; I was the leader and most senior executive representing our company. The presentation was made to us and my counterpart after his presentation turned to me and said, "can you please give us a feel for your intentions after hearing our presentation?" I was totally unprepared and I looked ill informed; my leadership skills were not front and center in a positive light. I should have anticipated the need to be prepared to present at least some top-level information about our project.
I swore then that I would never attend a meeting, or even a small intimate event, without at least some relevant information that would add to the meeting or at least show some preparedness. People expect senior executives to have a command presence suitable for the moment.
Here are some guidelines I have lived by ever since that embarrassing moment. That lapse in preparedness created a first impression of my leadership skills that took me years to correct; the word was out that I did not perform at a senior executive level.
Rules are always subject to change, but here are some things to think about moving through management ranks:
1. Always be prepared for the unanticipated opportunity to speak to a group, regardless the size. For example, the first thing you should do every day is be current on daily reports pertaining to your company, industry and specific job function. Are you ready to discuss some current company information if the PR Department called you for an immediate quote or information about the company? For example, if you are a West Coast company, 8:00 AM is 11:00 AM on the East Coast with media deadlines looming for them.
2. There is nothing wrong with saying I am not prepared to comment on a specific issue. If that is a legitimate position stay with it and do not retreat.
3. Before starting a presentation to any unfamiliar group, ask attendees (if size permits) to give their names and titles. You might not remember their names but their titles will tip you off to potential questions and a direction you might want to take for your "unprepared" remarks.
4. There can be a fine line between: planned, scheduled, and routine meetings and the surprise meetings. In the event of a surprise, if you have a quick one liner or story to deliver, you will give yourself time to collect your thoughts. A well-rehearsed line or two as a response will eliminate a surprise in your voice. All you need are a few comments to keep in mind always.
5. Employee groups can always be a challenge; there will always be employees wanting an opportunity to showcase themselves and make senior management look ill informed.
6. Never let anyone put you in a position where you must know individuals' names. Do not take on the task of presenting awards, gifts, etc. and not be able to know their name and proper pronunciations; it is a no-win situation. Names are very important to all of us; that is our identity.
7. Avoid jokes in meetings that have insider connotations. Most people do not deliver joke well and it shows.
8. Hugs are not appropriate between senior managers and lower echelon employees or outsider attendees. Of course, some corporate cultures make it acceptable. I know in many settings the hug greeting is acceptable, we even see it in politics. However, are hugs better than a firm handshake?
This is offered as an illustration. Let me present a scenario for you and then instantly, in your mind's-eye, imagine your response.
You are attending an auto parts convention, your name badge notes you are from an auto manufacturer who, it has been reported, is having issues with defective parts. A person starts talking to you at a booth and invites you to attend a major reception for heavy hitters in the parts and manufacturing business. You are honored with the invitation and commit to attend. Unbeknownst to you the person has told media reps and your competitors that you will be in attendance and they are "loaded for bear" with some questions.
You arrive, you are the Sr. Director of Procurement at your company, you have a drink in hand and suddenly people are being introduced in the assemblage. When you are introduced, the person at the microphone ask you to say a few words. The implication is that they want you to talk about the latest product issues your company is experiencing.
What are your mental talking points that will position you in a positive light and position your company in a favorable position? "It usually takes me two or three days to prepare an impromptu speech."
--Mark Twain. Are you prepared for unprepared comments?
Steven S. Lay has been in the travel and corporate meetings
business for 30 years and is now focused exclusively on small luxury
corporate gatherings in Wine Country. More information about his
company,
Symtrek Partners, is available at: http://www.symtrekpartners.com
Symtrek Partners is a resource to any company contemplating a highly effective meeting, event or function for a small corporate group. Symtrek Partners is very interested in discussing ideas and options. To initiate a contact e-mail: stevelay@symtrekpartners.com or call 707-927-4205
Symtrek Partners, is available at: http://www.symtrekpartners.com
Symtrek Partners is a resource to any company contemplating a highly effective meeting, event or function for a small corporate group. Symtrek Partners is very interested in discussing ideas and options. To initiate a contact e-mail: stevelay@symtrekpartners.com or call 707-927-4205
By
Steven Lay
