John Baldoni's Blog

Recently I came across a term about the Japanese attack on Pearl Harbor that is new to me – “Victory Disease.” As Mark Loproto writes on the website PearlHarbor.org, “Victory Disease is used to describe what happens when a nation allows a series of victories to lead them to complacency or arrogance.” 

Such was the case with the Japanese military in their victory in the Hawaiian Islands. Rather than consolidate territorial gains, they remained aggressive in their expansionist moves. The result was the Battle of Midway, where three of their four leading carriers and other warships were sunk. After that, the expansion was over; contraction began, though it took three more years of heavy fighting and heavy losses on both sides for the Allied defeat of Imperial Japan.

Victory Disease is an apt term for actions resulting from overconfidence that lead to defeat. It is something that many companies, both established and startup, suffer from time to time. Because the enemy learns to adapt – or the situation changes – what worked before will not work again. It is time for new tactics.

Marshall Goldsmith addressed this condition in his mega-bestseller book, What Got You Here Won’t Get You There. It focuses on habits or behaviors that prevent successful people from achieving their intentions; among the bad habits are being judgmental, dismissive, overly self-absorbed and assuming, and failing to listen and show recognition to others. These bad habits prevent individuals from being more thoughtful, wiser, and successful.

Getting smarter

Borrowing Marshall’s insights and the concept of Victory Disease, how can you keep from letting your wins get in the way of your thinking? Here are some suggestions.

Why did I succeed? Examine what you did to achieve your objectives. Analyze what went right and what went wrong. Ask trusted associates to help you diagnose your reasons for success. 

What could I have done better? Yes, things go right, but they can go wrong, too. So what can you learn from the missteps that you have made? Examine your assumptions. Were they correct, or did you fail to test them adequately?

What will I do better the next time? Plan ahead for mistakes. Think through what you will do if they occur. Better to prepare for what could go awry rather than letting it surprise you. Preparation is your guard against overconfidence.

Avoid too-high highs

Winning produces high, elated feelings. Yet, as every successful knows, winning can hide many flaws. The same applies to us as individuals. Therefore, we need to be mindful of our successes. Honor them, but do not revere them. 

When Roman generals returned to Rome after great victories, they were honored with parades. Often an enslaved person was positioned next to the general in his chariot. As the crowds cheered, the enslaved person would utter Momento mori (“Remember, you will die.”) Or as another Latin phrase goes, Sic transit gloria. (“All glory is fleeting.”)

Remain vigilant. Success does breed success, but it can also breed hubris, which gets us into trouble. Doing so will enable you to celebrate your victories without getting sick.

First posted on Forbes.com 3.08.2023

A conversation with a friend about the difficulties women face when loading luggage into overhead compartment bins on airplanes got Deepa Purushothaman thinking about how women do not seem to fit into a world designed by men. She is 5’1. She is also Indian American who understands women like her do not fit into the corporate world.

This realization led Purushothaman to look at how the struggles that other women of color – educated, talented and successful – face in the workplace. As the first Indian American to make a partner at Deloitte, she knew the situation first-hand. Her story, and her interviews with over 500 women of color, is told in a new book,The First, The Few, The Only: How Women of Color Can Redefine Power in Corporate America.

Challenges facing women of color

Purushothaman, in an interview with me, revealed that too many minority women internalize the problem to feel that the problem lies with them, not the organization. 

She tells the story of how when she made partner, a white male colleague, who also had made partner, told that her career (unlike his) was assured because she was a “twofer”–a woman and of color. “It really speaks to how for women of color we can be kind of going about our business and things are said to us or around us… [that] make us feel like we don’t belong. There is a real questioning of our worthiness.”

Women of color often face extra scrutiny and pressure. For example, one of the women Purusothaman interviewed said, “I feel responsible for representing my entire race with all my white colleagues. Cause I’m the only black person that many of my white colleagues have ever met. And so I edit what I wear, what I talk about, what I eat, how I wear my hair. And she went through this long list and hadn’t really realized the weight of what that was.”

Feeling more pressure

Being in the minority can be stressful. “Two of three women of color that I interviewed had mysterious illnesses. And I think it comes from not being seen and heard in structures. I think it’s the weight of what is happening to us… Some of the research that we have done suggests that for women of color, there’s an element of trauma and at real heaviness around the weight of balancing all these things that is very different and showing up very differently in our bodies.” [These conclusions are consistent with other research on the physical toll that bias exacts in the workplace.]

Code-switching — adopting a persona of what’s expected in the workplace — is commonplace. It is also exhausting. Purushothaman likens it to speaking in another language, something she did when worked in Latin America. 

Because there are fewer role models, some women of color cannot imagine themselves in more senior roles. “Then when you end up in these corporate structures and you’re told to be more assertive or more aggressive… or less emotional… [These things] reinforce that leadership looks different than us.” All of which adds to levels of apartness as well as stress.

Corporate leaders are receptive to the ideas of change, but as Purusothaman says, “You can’t just hold [a meeting] and say, tell me how you feel, and then everyone’s going to magically share. A lot of our HR processes are not set up to take in discrimination or [permit] people to report racism.” And if cases are reported, there can be “retribution and sidelining.” 

On a positive note, Purushothaman told me that executives who have received early copies of the book are reaching out to her seeking her advice on how they and their companies can better address the issues facing women of color.

Reimaging power

The final chapter of The First, The Few, The Only is titled “The New Rules of Power.” Purushothaman’s view of power is an inversion of stereotypical views; this “new model” of power is one directed for the benefit of others not simply themselves. “The women I met are ambitious. They do want power, but they want power, if it’s helpful, if it’s a multiplier, if it’s positive, if it’s altruistic… and if it’s community-oriented.” 

As Purushothaman says, “we can remake power, we can remake leadership, we can redefine success. We don’t have to the models that come before us, but we have to do some work to get there because again, the things we are taught I think are flawed and need to be remade.”

Purushothaman believes there is no one-size-fits-all solution to the discrimination women of color face in the workplace. Instead, what is required is a sense of psychological safety for women of color to feel free enough to speak openly and honestly and for those in positions of authority to listen and find ways to make positive changes.

First posted on Smartbrief on 4.082022

As he begins a concert, pianist-composer Chad Lawson asks his audience to engage in a breathing exercise. His purpose is not to get the audience to meditate but to participate in the experience: to enjoy the music more fully.

As Lawson told me in a recent interview, people come to his concerts after a busy day of activity. Suppose they plop down into the seat and wait for the music. Their minds are not where their bodies are. Instead, they focus on what they have done or must do next. By taking a moment to relax and reflect, they prepare themselves to enjoy the concert.

Such a perspective is something that so many of us need to practice. My colleague, Donald Altman, author, and psychotherapist, speaks about the need for the pause. You need to disengage and re-engage. Let your mind catch up with your body. Doing so enables you to concentrate on what comes next.

Podcasting

Focusing on the here and now is also a theme of Lawson’s other work. He is the creator and host of a virally popular podcast, Calm It Down, which has logged two million downloads. Developed during the Covid lockdowns, when Lawson was off the road and had to remain home, he sought a way to keep in contact with his audiences. These podcasts weave music into his narration. There is a sonority to both that encourages people to sit back and listen and, yes, learn.

These podcasts, typically running under 30 minutes, are soothing with a touch of occasional whimsy. Two recent titles, “You are not a fish” and “Comfortably numb,” are examinations of what it takes to assert one’s self-worth as well as to be comfortable in your own skin.

Empathy is a central theme in Lawson’s work. While Lawson studied at the Berklee School of Music in Boston, he says, “One of the biggest things I’ve always accredited my career to is waiting tables. I waited tables for 15 years.” What Lawson learned was anticipating the needs of restaurant patrons. “If I’m waiting tables with someone and I notice their drink is low, my role is to refill that drink before they ask. Because if they ask, it’s too late. I’m trying to look at their needs without them addressing me and hopes of those needs being met.” Empathy in action.

Music speaks

Music, as Lawson says, speaks to us differently. It reaches our emotions, yes, but also connects to our physiology. Listening to music raises levels of dopamine, serotonin, oxytocin and endorphins – the so-called happy hormones.

Lawson likens what music does to meeting a friend or going for a walk in the woods. “You feel better, and that’s what these happy hormones are.” In short, says Lawson, “You literally could just lay there, hit play on some calm music, and begin to feel better. And this science was proving it.”

Lawson’s newest album, featuring solo piano as well as piano and orchestra arrangements, is called breathe. This album, born during the lockdown period, is melodic and soothing. For Lawson, the melody is where his heart is. He likes to build his compositions on one musical phrase, then another, and another until he finds the blending that communicates authentically.

Space between us

In music, composers from Wolfgang Mozart to Miles Davis liked to speak about the space between the notes and where the theme occurs. “Between those two notes,” says Lawson, “is where the magic actually happens because you hit a note, the listener is hearing it, but it needs to resonate.” 

Connection is a theme in Lawson’s work, whether via podcast or music; his work seeks to build bridges for us to gain clarity in our own lives as well as to complement the lives of others in our social space. 

Note: Listen here to the entire LinkedIn Live interview with Chad Lawson.

First posted on Forbes.com 12.00.2022

“Fifty years ago, living into one’s seventies was considered the mark of a long life. Today, seventy feels young, eighty feels normal, and ninety is within reach.”*

Longer life is a gift that previous generations did not have, so it challenges how to live it with purpose and joy. Longer life is a gift that previous generations did not have, so it challenges how to live it with purpose and joy.  Planning for the latter part of your life is not simply about preparing for what’s next. It is about applying your problem-solving skills used in your current life to create an even more enriching future.

Ayse Birsel explores this idea in her new book, Design the Long Live You Love. The book is based on workshops for those over 65 that Ayse conducted with research partners at Amazon and the SCAN Foundation. An award-winning industrial designer by trade, Ayse applied the discipline of design to teach elders how to apply the discipline of design to their personal lives. (It’s an approach she used in her earlier book, Design the Life You Love.)

Ayse told me in a recent interview that a designer is a problem solver. Their approach must be optimistic, holistic, empathetic, and collaborative. “These are all the principles of thinking like a designer. And what they do is help us reframe our situation. So when we think of design as a problem-solving discipline, these are all the tools you can use or the principles you can use to solve problems.”

Creating possibilities

This way opens the mind to possibilities that may be tried, experimented with, and eventually implemented. “So you ask what-if questions, which is all about opening your mind and saying, well, what if this is an opportunity? And that moves you [away] from a space of fearing the future to thinking about ideas and being excited by ideas and potential solutions.”

Fundamental to the book, as Ayse explained, are four concepts:

Love – opening your heart to others and yourself;

Purpose – discovering what you want to do now in the latter part of life;

Well-being – keeping yourself engaged mentally and physically (even with limitations); and

Friendship – making connections with new people.

Purpose is something that may be re-learned, says Ayse. For example, people reaching mid-life may ask, “What’s the meaning of my life?… That’s where you need to dive into self-made purpose. And as we get older, we get better at creating that self-made purpose. And one of the keys [to doing that] is helping others.”

In the research, Ayse never heard people say they were too old. “We had some people who were [in their] the late eighties and early nineties. When we invited them to come to design their life, none of them said, ‘Hey, aren’t you too late to ask me this?’ They were, ‘Yeah… We never know how long we will live, but we are all wired to want to design our life and do something that brings us joy.”

Social isolation is a problem, particularly for older people. A solution? “You seek friendship factories.” These “factories” can be volunteer activities, book clubs, and group events. What is essential is a willingness to participate. When they do, people find that they help not only themselves but others, too. Assisting others invigorates the mind, body, and spirit.

Putting design to work

As a designer, Ayse is about practicality. In her design work, she conducts warmup exercises to prepare herself to work. You can apply the same kind of warmup to design your life. Begin by thinking about what makes you happy. “Then you can draw it. You can take a picture of it. You can send it to a friend and say, ‘Hey, these clouds made me happy. I wanted to share it with you.'”

Designers are doers, and so too can we be when we apply skills we have to ponder, deliberate, and illustrate with our drawings or the pictures we take with our smartphones. Sharing them leads to the design application of collaboration. Enlist others to help us on our journey of renewal and discovery.

As we age, the challenge arises about integrating purpose into a life that may — or may not include employment — and can with creative planning and design include love, health, and companionship. Doing so, as Ayse advises, is fundamental to finding meaning and fulfillment.

*From a media release about Design the Long Life You Love.

Note: Here is a link to the full LinkedIn Live interview I conducted with Ayse Birsel.

First posted on Smartbrief.com 1.10.2023

For most Americans—even those who follow British politics from a distance—Sir Keir Starmer is an unknown quantity. Now, he is the country’s newest prime minister, ousting the Conservative majority that ruled for the past 14 years. Starmer, a human rights lawyer with working-class roots, shepherds a huge Labour majority that will ensure his party has the political muscle it needs to enact its agenda.

Starmer’s first speech as PM was a stellar example of how to communicate directly in compelling, candid, and compassionate words. For that reason, this speech is worthy of dissection.

Be Candid about What’s Next

Starmer was direct and to the point and did not pull any punches.

“Now our country has voted decisively for change, for national renewal and a return of politics to public service.

“When the gap between the sacrifices made by people and the service they receive from politicians grows this big, it leads to a weariness in the heart of a nation, a draining away of the hope, the spirit, the belief in a better future, that we need to move forward together.

“Now, this wound, this lack of trust, can only be healed by actions, not words. I know that. But have no doubt that the work of change begins immediately. Have no doubt that we will rebuild Britain with wealth created in every community.”

Make the Message Compelling

Starmer sketched out what his government intends to do, reiterating his campaign messages.

“But we can make a start today, with the simple acknowledgement that public service is a privilege and that your government should treat every single person in this country with respect.

“For too long now, we’ve turned a blind eye as millions slid into greater insecurity. Nurses, builders, drivers, carers, people doing the right thing, working harder every day, recognised at moments like this before, yet, as soon as the cameras stopped rolling, their lives are ignored.

“I want to say very clearly to those people, not this time. “Changing a country is not like flicking a switch. “The world is now a more volatile place. This will take a while.”

Show Compassion

Starmer addressed the need for unity and invited all to join the effort to rebuild Britain.

“If you voted Labour yesterday, we will carry the responsibility of your trust as we rebuild our country. But whether you voted Labour or not, in fact, especially if you did not, I say to you directly: My government will serve you.

“Politics can be a force for good. We will show that, we’ve changed the Labour Party, returned it to service and that is how we will govern, country first, party second.”

Be respectful

It must be noted that Rishi Sunak, his predecessor, also spoke warmly and professionally as he turned over the reigns of government. And Starmer picked up the thread by speaking kindly of the outgoing PM. “[Sunak’s] achievement as the first British-Asian prime minister of our country, the extra effort that that will have required should not be underestimated by anyone. And we pay tribute to that today. And we also recognise the dedication and hard work he brought to his leadership.” (Would we here in the States recapture that comity that used to be a hallmark of the American political process.)

Starmer’s message was clear. He and his party are calling for an end to “performative politics” where showmanship is all that counts. Starmer and Labour believe in what so many call “servant leadership” – putting the needs of others ahead of partisanship.

Fine speeches, no matter how well crafted, do not make change. They can only initiate it. Starmer’s challenge is to transform his words – and Labour policies – into action. Britain, like every nation, needs strong and compassionate leadership.

First posted on Forbes.com 7.05.2024

One of the criticisms that we often hear, especially about elected officials, is that they “lack spine.” This criticism is not unique to politicians. Most of us have worked with people who could apply the term.

What does it mean to lack spine? It means you will do whatever is necessary to keep your job.  A lack of spine is a reflection of willful ambiguity. Organized crime runs on this principle. You will lie, cheat, steal, or worse to keep yourself close to the center of power. You want the big boss to like you.

Lack of spine is evidence of an environment where disloyalty is the ultimate crime. Allegiance to the boss matters most. Such practices erode culture and lead to dysfunction and toxicity. Eventually, such cultures collapse but not before they wreak pain and havoc.

Stiffening the spine

The cure for lack of spine is a backbone — the courage to live up to standards that matter for the betterment of others. One leader who personified spine was Abraham Lincoln who acted with strength, resolve and moral authority to preserve the Union. But, before we explore his example, let’s define our terms in the form of this handy acronym.

Strength is standing up for what you believe and acting on those beliefs. “Moral authority,” wrote Stephen Covey, “comes from following universal and timeless principles like honesty, integrity, treating people with respect.”

Principle is rooted in purpose. What you believe and why you believe it. “To see what is right and not to do it is want of courage, or of principle,” said Confucius. Principle becomes the very marrow of the spine. It gives it the ability to remain upright in the face of adversity.

Integrity is the expression of ethical behavior. Telling the truth and holding oneself accountable is fundamental to behaving with honor, living not just for oneself but for the good of others.

Nurture is the caring side of leadership. It means investing yourself in the development of others. Another form of nurturing is coaching, finding ways to guide, and at the same time challenging them to do their best.

Energy is what is necessary to catalyze the organization. As sailors might say, “dead in the water.” In time you do nothing but drift. Leaders need to invest themselves in creating opportunities for others. That requires exertion.

Not perfection

Spine as an acronym is what we expect of our leaders. Leading with spine creates an expectation of focusing on doing what is right to achieve results that improve the whole.

A leader with spine may not always exert it. Call it a “slipped disc.” Yet they recognize their errors and acknowledge them. They apologize to those they have hurt. Even better, they make amends.

The acronym formed by spine is not intended to be comprehensive. It only touches on other attributes, such as wisdom, the type that comes from observation and experience. Wise leaders also know their limitations, what they can and cannot do, and therefore need help. Smart leaders are humble in their approach; they act with intention and kindness. 

Moral Abraham

And perhaps, there is no more outstanding example of a kind leader than Abraham Lincoln. As John Avlon writes so eloquently in Lincoln and the Fight for Peace, Lincoln knew that winning the Civil War was step one. After that, winning the peace would be the greater triumph. That would require him to exert fortitude (and yes, spine) as he had done through the war. 

Lincoln traveled to Richmond in the same week of his assassination. He met with Confederate officials and officers. And he toured the hospitals to meet Yankee soldiers and rebel soldiers, too. Lincoln sought ways to turn animosities that led to rebellion into a harmony that could lead to peace.

Again and again, accounts of these visits demonstrate the kindness and, by extension, the compassion Lincoln exuded. The tragedy is that his death ended the hopes for lasting peace, the ramifications for which we suffer today.

Leading with spine is rooted in the moral authority we exert to act upon the “better angels of our nature.”

First posted on SmartBrief on 6.13.2022

There once was a company — so the story goes — that grew so distrustful of its internal reporting systems that it hired an outside firm to monitor, report, and evaluate its sales numbers. Senior executives would compare the numbers generated internally with those generated externally. It would often side with the outside firm.

What this anecdote demonstrates is that when you run a large organization, you may not be getting the whole story. After all, the higher you move, the more significant perks, but your circle grows smaller. Eventually, all you see around you are people indebted to you – your influence, your authority, your power. They use your name to get things done; in return, they may tell you what you want to hear, not necessarily what you should listen to.

Avoid isolation

While it’s easy to blame the underlings for shading (or even obscuring the truth), the senior executive, including the CEO, can be to blame for tolerating the situation. In his memoir, My American Journey, the late Colin Powell wrote, “The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” As a former chairman of the Joint Chiefs of Staff and Secretary of State, Powell knew the isolation that rank brings.

Keep yourself in the loop.

Many executives with whom I have worked do a few things to keep confident they are in the loop. 

Visit the work. Or, as the practitioners of kaizen call it, “gemba – the place where value is created.” When the manager goes to see how the work is being done, they see firsthand how well or how poorly things are going. Talk to people doing the work, those on the line, customer service, sales, or wherever the company meets the customer. When speaking to folks on the front line, listen more than you talk. And give them your cell number if they want to follow up with you. 

Cultivate a trusted network. One benefit is that senior leaders who have established their careers with one company have an advantage over those who did not. Not only do they know how things get done, they know the people who can get things done. They rely upon them also for straight talk.

Question assumptions. “The fact that a great many people believe something,” wrote British novelist Somerset Maugham, “is no guarantee of its truth.” Leaders need to remind themselves that if something is too good to be true, it likely is. Working backward, such skepticism should provoke questions. The point is not to embarrass those doing the work but instead encourage them to do their questioning, even when it means the reworking of plans and their execution.

None of these things will occur without establishing a sense of trust. Trust is earned by the behavior and actions of those in charge. When bosses put their egos ahead of the work, employees are reluctant to speak out. Therefore, every leader must ensure that employees feel confident and comfortable speaking truth to power. That principle is fundamental to psychological safety.

Of course, doing all these things will not ensure clear and truthful reporting. There will be situations when people at the top are misled. When that happens, it is up to the leader to own the problem. Admit the shortcoming. Seek to make amends. And instill measures that will prevent misreporting from occurring again.

Accountability is essential to the health and welfare of the organization. Leaders who neglect it do so at their peril. Maybe they will not lose their jobs, but they will lose the respect of their direct reports, and when that occurs, it is only a matter of time before problems worse than misreporting happen again.

First posted on SmartBrief.com 8.19.22

Bob Odenkirk flatlined after suffering a heart attack.

After he recuperated, Odenkirk, star of AMC’s Better Call Saul,  told Terry Gross on Fresh Air that he had a sense of energy and was ready to get back to work. “And I came out of it with, like, strangely fresh energy towards my whole life like I was born again. … Like, hey, everybody, look where we are. Let’s go back to work and make stuff. And this is my family, and this is great. So I really kind of had an upbeat let’s-go-get-them energy.” 

What Odenkirk experienced is not unique. According to research and anecdotal evidence, patients feel a flood of emotions after a cardiac event. The heart, after all, is the engine that keeps blood, our life force, going. And so, after recovery, patients can feel better physically and emotionally, something clinicians refer to as post-traumatic growth, positive behavior change due to stress.

Odenkirk says that the feeling of energy has subsided, but he can now channel it when he needs to. “And that energy carried through. And it made it easier to be in the moment, which is your job as an actor… You know, it’s really advantageous to playing moments and to acting.” 

Odenkirk, whose background is in comedy, then jokes, “So, to all you actors out there, have a brief moment of death.” However, he adds in all seriousness, “I also experienced it once, so I can think back on it and reconnect with it. And I want to do that literally every day of my life. I really want to stay in touch with what happened there because it really was a great reconnection to being alive. And so I’d love to ruminate on it every day  and try to reconnect.”

Applying the lessons

It is essential for all actors, especially those working in film and television, when they must channel their skills into momentary bits of dialogue or action. That requires immense amounts of concentration, discipline, and of course, energy.

What Odenkirk has taken from his cardiac event has relevance for the rest of us; even (fingers-crossed), our tickers are working just fine. We need to have the same kind of discipline. The challenge is how to channel it. Ask yourself:

What do I like about what I do now? First, describe your feelings about what you do and why you want it. Then, consider how it fulfills your needs and aspirations.

What do I not like and why? Consider what is getting in the way of your engagement in your work. Is it a temporary obstacle or something more profound? Are you in a job that’s okay for the moment but not for the long-term?

How can I change the situation? This question may be the toughest. What changes do you need to make? You may end up changing jobs or careers. Such a move is life-changing, but it could be what will enable you to fill fulfilled later.

There is something else cardiac patients experience, especially those who have had a heart attack. A renewed sense of life. They feel they have been given a second chance and want to put their remaining years to the best use possible.

Life’s purpose

Our challenge is to examine ourselves and ask what we want from life. Are we living life to our fullest potential? The isolation produced by the pandemic certainly challenged many of us to re-think our life’s purpose. Such a re-examination can be challenging; it may mean letting go of our assumptions of who we think we truly are.

Erin Cech, author of The Trouble with Passion: How Searching for Fulfillment at Work Fosters Inequality,and professor of sociology at the University of Michigan, told me in an interview that everyone need not find purpose at work. Purpose can emerge from generating income to provide for the family and afford a better lifestyle. Purpose can be flexible.

“Personal health,” said famed educator Maria Montessori, “is related to self-control and the worship of life in all its natural beauty – self-control bringing with it happiness, renewed youth, and long life.” Our challenge is to exert our sense of self, so we open ourselves to new experiences that provide greater meaning and joy.

First posted on Forbes.com 00.00.2022

Overnight success seldom occurs before “dawn.” In fact it may even begin with rejection.

“I learned that I wasn’t very good in my first play. Yeah, I was really bad. I really struggled. It was quite a shock, actually,” said Matthew Macfayden about his first role out of drama school. “But looking back, I guess it was quite a good thing because it was a real – it was my first job. And it was quite scary and quite lonely at times.” Macfayden explained to Dave Davies on Fresh Air that he found his role in The Dutchess of Malfi very challenging. “I didn’t know how to make Antonio interesting, and I just wasn’t very good. And the reviewers didn’t think I was very good either.”

Macfayden says that he had the confidence to know this role was not the best for him at the time, and he needed to act in other parts. However, Macfayden persisted in his craft and recently won an Emmy for his role as Tom Wambsgans in the HBO hit Succession. Such an award recognizes an actor’s talent but also its impact on those who experience it. 

Building self-confidence

Early challenges often bring out the best in us if we are willing to learn from them. Executive coaches often deal with self-confidence issues, even in the most outwardly successful executives. The word “outwardly” means they achieved good results for their colleagues, but “inwardly” may feel not good enough or unworthy. 

Part of this may be due to the imposter syndrome, the feeling that you are not good enough at your job and therefore do not deserve what you have achieved. A bit of this feeling is a healthy check on the ego; too much of this negative thought can hinder personal and professional development. 

Whatever feelings of inadequacy one may feel professionally, it is essential to overcome them. Here are some questions to help.

What have I achieved thus far? First, it is essential to recognize that where you are now is a result of some success, starting with school, as well as accomplishments earlier in your career. Remembering what you have achieved should give you some degree of confidence.

What more do I want to accomplish and why? Be specific if you want to do more in your career. What role do you see yourself playing at work, and what do you want to accomplish in that goal? You also need to consider why you want these roles. Is it to make more money, gain a promotion, or seek greater recognition? Whatever you decide is fine; knowing why is essential.

How can I prepare myself to assume new roles? Knowing what to achieve points you in the right direction. Getting there is a matter of application. Is it more schooling, more professional development, more responsibilities? Seek guidance from colleagues you trust and discuss ways to position yourself for greater success.

Shifting the focus to others

Knowing yourself is essential to achievement. Self-awareness also can embrace a recognition your impact on others. In a TEDx talk, best-selling author-keynote speaker David Burkus asked: “Who is served by the work we do?” Knowing that answer determines your purpose. It opens the door to service. 

Furthermore, leaders must realize that serving others begins with putting employees into positions where they can be the most effective. Such mindset shifts thinking from “me” to “we.” Leadership relies upon self-preparation, but its purpose is fulfilled in its positive effect on others.

Understanding yourself – and your role in helping others – is a confidence builder. 

First posted on Forbes.com 00.00.2022

One of the things I have long advised executives to develop and practice their key messages – is succinct summary overviews of significant issues. Doing so keeps the executive on top of what is happening, so when asked about an issue, they have a response.

Working with a communications professional to help develop these messages is even better. David Frum, former speechwriter for George W. Bush, writes in The Atlantic about how the White House comms team produced “cheat sheets” for the president. His successor, Joe Biden, continues the practice. Yet, as Frum says, “Some of [Biden’s] supporters have expressed alarm that a president would do such a thing. Perhaps these cards—aide-mémoire, after all—are a sign of age and frailty?”

No, argues Frum, explaining that then-much younger Bush used them regularly, particularly after being caught off guard by a fact he could not remember. And Bush did not try to hide his note cards. As Frum explained, the cheat sheets – more elaborate than a single key message – contained information about the audience, the issue, key facts, and even jokes and additional thoughts.

Developing note cards is a savvy practice. Who wants a president’s – or any senior leader’s – head filled with trivia? An executive’s job is to know the big picture, not the minutiae. But, having too much on the mind can be taxing and keeps the executive from concentrating on what is truly important.

Tell your story

Here are some suggestions for building your note cards (or having a professional do it for you.) 

Present the context. The cheat should sketch the story. Why is the issue important? What is its impact on others? What has been done previously? Consider it a story that needs to be told from the executive’s perspective. And be honest. (Obvious, yes, but in our age of spin cycles, it is ignored.)

Pepper in the facts. As you would season a stew, add critical ingredients – the facts and figures relevant to the issue. State the positives, but do not hide the negatives. Be straight with the data. You gain respect by telling the truth. 

Know an anecdote or two. Make the issue personal. Talk about what it means to people. Present the benefits of an initiative by sketching.

Review the cheat sheets. Before speaking to an audience of two or more, review the content. Revise regularly to keep them fresh. Significant issues never disappear. They linger, but the response to the issues needs to be freshened.

One more thing. For formal presentations, teleprompter is still widely used. Note cards are used in less formal environments when full scripts are not needed.

Final thought

 “Being the president is a tough job,” Frum concludes. “It’s the center of everything. It comes with a huge staff for a reason. Winging it is not a virtue.” That dictum applies to anyone in leadership.

Knowing your messages and putting them on paper is a good exercise. It helps you organize your thoughts. Having them ready will free your mind to focus on what’s important. Surprisingly, you may not even refer to your note cards. You will have internalized them. 

And so you can speak comfortably knowing that if you need a specific fact, you are holding it right in your hands.

First posted on Forbes.com 00.00.2024