5 ways body language can make or break a leader

5 ways body language can make or break a leader5 ways body language can make or break a leaderEffective leadership depends on the ability to inspire, influence, and positively impact people. You already know that. In preparing for an important meeting with your staff, leadership team, or clients you concentrate on what to say, memorize crucial points, and rehearse your presentation so that you will come across as credible and convincing.But did you also know that the people youre hoping to influence will be subliminally evaluating your credibility, confidence, empathy, and trustworthiness and that their evaluation will be only partially determined by what you say? Did you know that your use of personal space, physical gestures, posture, facial expressions, and eye contact can enhance, support, weaken or even sabotage your impact as a leader?The right body language can help you motivate direct reports, bond with audiences, present ideas with added credibility, and authentically pro ject your personal brand of charisma. Thats a powerful set of skills for any leader to develop.Here are five tips to consider1. How to make a positive first impression in seven secondsIn business interactions, first impressions are crucial. Once someone mentally labels you as trustworthy or suspicious, powerful or submissive everything else you do will be viewed through that filter. If someone likes you, shell look for the best in you. If she mistrusts you, shell suspect devious motives in all your actions.While you cant stop people from making snap decisions the human brain is hardwired in this way as a prehistoric survival mechanism you can understand how to make those decisions work in your favor.First impressions are made in less than seven seconds and are heavily influenced by your body language. In fact, studies have found that nonverbal cues have over four times the impact on the impression you make than anything you say. Here are a few tips to keep in mindAdjust your attit ude. People pick up your attitude instantly. Before you greet a client, or enter the conference room for a business meeting, or step onstage to make a presentation, think about the situation and make a conscious choice about the attitude you want to embody.Smile. Smiling is a positive signal that is underused by leaders. A smile is an invitation, a sign of welcome. It says, Im friendly and approachable.Make eye contact. Looking at someones eyes transmits energy and indicates interest and openness. (To improve your eye contact, make a practice of elendlageicing the eye color of everyone you meet.)Lean in slightly. Leaning forward shows youre engaged and interested. But be respectful of the other persons space. That means, in fruchtwein business situations, staying about two feet away.Watch your posture. Research from Kellogg School of Management at Northwestern University discovered that posture expansiveness, positioning oneself in a way that opens up the body and takes up space, ac tivated a sense of power that produced behavioral changes in a person independent of their actual rank or role in an organization. In fact, it was consistently found across three studies that posture mattered more than hierarchy in making a person think, act (and be perceived) in a more powerful way.Shake prankes. This is the quickest way to establish rapport. Its also the most effective. Research shows it takes an average of three hours of continuous interaction to develop the same level of rapport that you can get with a single handshake. (Just make sure you have palm-to-palm contact and that your grip is firm but not bone-crushing.)2. Build trust by aligning your verbal and nonverbal messagesTrust is established through congruence that perfect alignment between what is being said and the body language that accompanies it. If your gestures are not in full agreement with your verbal message, people subconsciously perceive duplicity, uncertainty or (at the very least) internal conf lict.Neuroscientists at Colgate University study the effects of gestures by using an electroencephalograph (EEG) machines to measure event-related potentials brain waves that form peaks and valleys. One of these valleys, dubbed N400, occurs when subjects are shown gestures that contradict whats spoken. This is the same brain wave dip that occurs when people listen to a nonsensical language.So, in a very real way, whenever leaders say one thing and their gestures indicate another they simply dont make sense. So whenever your body language doesnt match your words (for example, dropping eye contact and glancing around the room while trying to convey candor, rocking back on heels when talking about the organizations solid future or folding obere extremitts across the chest while declaring openness) your verbal message is lost.3. Talk with your hands as long as you realize what they are sayingHave you ever noticed that when people are passionate about what theyre saying, their gestures automatically become more animated? Their hands and arms move about, emphasizing points and conveying enthusiasm.You may not have been aware of this connection before, but you instinctively felt it. Research shows that audiences tend to view people who use a greater variety of gestures in a more favorable light. Studies also found that people who communicate through active gesturing tend to be evaluated as warm, agreeable, and energetic, while those who remain still (or whose gestures seem mechanical or wooden) are seen as logical, cold, and analytical.Thats one of the reasons why gestures are so critical to a leaders effectiveness and why getting them right in a presentation connects so powerfully with an audience.Ive seen senior executives make rookie mistakes. When leaders dont use gestures correctly (if they let their hands hang limply to the side or clasp their hands in front of their bodies in the classic fig leaf position), it suggests they have no emotional investment in th e issues or they are insecure.To use gestures effectively, leaders need to be aware of how those movements will most likely be perceived. Here are four common hand gestures and the messages behind themHidden handsHidden hands make you look less trustworthy. This is one of the nonverbal signals that is deeply ingrained in our subconscious. Our ancestors made survival decisions based solely on bits of visual information they picked up from one another. In our prehistory, when someone approached with hands out of view, it was a clear signal of potential danger. Although today the threat of hidden hands is more symbolic than real, our ingrained psychological discomfort remains.Finger pointingIve often seen executives use this gesture in meetings, negotiations, or interviews for emphasis or to show dominance. The problem is, that rather than being a sign of authority, aggressive finger pointing suggests that the leader is losing control of the situation and the gesture smacks of parenta l scolding or playground bullying.Enthusiastic gesturesThere is an interesting equation of hand and arm movement with energy. If you wanted to project more enthusiasm and drive, you could do so by increased gesturing. On the other hand, over-gesturing (especially when hands are raised above the shoulders) can make you appear erratic, less believable and less powerful.Grounded gesturesArms held at waist height, and gestures within that horizontal plane, help you and the audience feel centered and composed. Arms at waist and bent to a 45-degree angle (accompanied by a stance about shoulder-width wide) will also help you keep grounded, energized, and focused.4. To power-up your ability to impact and influence, communicate face-to-faceIn this fast-paced, techno-charged era of email, texts, teleconferences, and video chats, one universal truth remains Face-to-face is the most preferred, productive and powerful communication medium. In fact, the more business leaders communicate electro nically, the more pressing becomes the need for more personal interaction.Heres why . . .In face-to-face meetings, our brains process the continual cascade of nonverbal cues that we use as the basis for building trust and professional intimacy. Face-to-face interaction is information-rich. We interpret what people say to us only partially from the words they use. We get most of the message (and all of the emotional nuance behind the words) from vocal tone, pacing, facial expressions, and other nonverbal cues. And we rely on immediate feedback the instantaneous responses of others to help us gauge how well our ideas are being accepted.So potent is the nonverbal link between individuals that, when we are in genuine rapport with someone, we subconsciously match our body positions, movements, and even our breathing rhythms with theirs. Most interesting, in face-to-face encounters the brains mirror neurons mimic not just behaviors, but sensations and feelings as well. When we are denie d these interpersonal cues and are forced to rely on the printed or spoken word alone, the brain struggles and real communication suffers.Technology may be a great facilitator for factual information, but meeting in-person is the key to positive employee-and-client relationships. As Michael Massari, Ceasars Entertainments SVP of National Meetings and Events, told me No matter what industry you work in, we are all in the people business. Regardless of how tech-savvy you may be, face-to-face meetings are still the most effective way to capture the attention of participants, engage them in the conversation, and drive productive collaboration. In fact, at Ceasars, our mantra is If its not that important, send an email. If its important but not mission critical, pick up the phone. If its critically important to the success of your organization, go see someone.5. Sharpen your ability to read body language or youll miss half the conversationMore business executives are learning not only h ow to send the right signals, but also how to read them. Peter Drucker, the renowned author, professor and management consultant, understood this clearly. The most important thing in communication, he once said, is hearing what isnt said.Communication happens over two channels verbal and nonverbal resulting in two distinct conversations going on at the same time. While verbal communication is obviously important, its not the only message being sent. Without the ability to read body language, a critical form of communication, we miss crucial elements to conversations that can positively or negatively impact a business.When people arent completely on board with an initiative, leaders need to be able to recognize whats happening and to respond quickly. Thats why engagement and disengagement are two of the most important signals to monitor in other peoples body language. Engagement behaviors indicate interest, receptivity, or agreement while disengagement behaviors signal boredom, an ger, or defensiveness.Engagement signals include head nods or tilts (the universal sign of giving someone your ear), and open body postures. When people are engaged, they will face you directly, pointing at you with their whole body. However, the instant they feel uncomfortable, they may angle their upper body away giving you the cold shoulder. And if they sit through the entire meeting with both arms and legs crossed, its unlikely you have their buy-in.Also, monitor the amount of eye contact youre getting. In general, people tend to look longer and with more frequency at people or objects they like. Most of us are comfortable with eye contact lasting about three seconds, but when we like or agree with someone we automatically increase the amount of time we look into his or her eyes. Disengagement triggers the opposite gaze reactions. The amount of eye contact decreases, as we tend to look away from things that distress or bore us.Body language savvy is becoming part of an executiv es personal brand. Great leaders sit, stand, walk and gesture in ways that exude confidence, competence, and status. They also send nonverbal signals of warmth and empathy especially when nurturing collaborative environments and managing change.As an executive coach, Ive been awed by the impact that body language has on leadership results. Ive seen first-hand how nonverbal signals can literally make or break a leaders success.This article was originally published on Carol Kinsey Goman.com.

Resume Spans Geography Gap

Resume Spans Geography GapResume Spans Geography GapMalcolm Anderson wants to woo U.S. companies from his home in the U.K. Revising his resume helped bridge the distance.How do you apply for a job in another city or state? Will you disqualify yourself from the start if the recruiter or hiring manager reads your resume and discovers youre not local?OpsLadder member Malcolm Anderson had bigger problems The director of supply-chain operations is a U.K. citizen living in Kent, England, outside London, but hes looking for jobs in the U.S. That means minimizing or obscuring thousands of miles of spaces long enough to be considered for the job.Anderson is no stranger to the U.S. he has family members here and has worked for U.S. businesses in the U.K. He felt the distance was really just a matter of perception, and the fix started with his resume, said Donald Burns, a certified professional resume writer who works with Ladders and helped Anderson address the issue.He had a long internationa l phone number and a U.K. address on his original resume, Burns said. But eventually we found out that he also had an address in Florida and a cell phone with a U.S. area code, despite still residing in England. Burns used the address in Kissimmee, Fla., and the U.S. cell number as the contact information for Andersons new resume.Thats the way to go, he said. You dont want to put on the resume willing to relocate or will pay own relocation costs because you might get passed over as a candidate on the issue of location alone.Delete and HighlightAnderson also struggled with a lengthy resume that gave nearly equal weight to his 22-year military career in transportation and logistics support and the more than 10 years he spent doing much the same work in the private sector.Because Anderson was looking for a new private-sector position, Burns decided to push Andersons military career to the bottom of the document and limit the 22-year experience to a small Additional Experience section. We had to top the resume off with highlights of his more recent jobs and summarize the rest, he said. We basically had to re-weight it. We had to find the highlights and delete a lot of the other stuff. When you do that you get a much stronger resume.Burns also tightened Andersons chain of jobs and promotions to highlight the progress he had made in his career. For instance, at one organization, Anderson progressed through three positions transport manager, regional general manager and general manager of transport strategy. His original resume lumped together all three jobs, hiding the fact that he was promoted twice by the company. In another organization, Anderson started as sales manager and wound up as logistics director. Burns restructured the resume to reflect the progress and promotions Anderson had achieved.The summary approach cut Andersons resume nearly in half, from about 1,600 words to about 900 words Thats about as much as a person can digest in 10 to 15 seconds. What is left is a much more punchy resume.

How to Conduct a Job Search When you Leave Your Job on a Bad

How to Conduct a Job Search When you Leave Your Job on a BadHow to Conduct a Job Search When you Leave Your Job on a BadHow doyou manage an interview question about your past employer when you left on avery bad note? And how do you daregive references knowing your boss would slam you in a minute? Here are my responses to two clientswho asked this very question just last week.In thefirst case, the current job seeker welches in the Private Equity field and this is trulythe smallest of small worlds.This employee did take some responsibility for the badrelationship. He slacked off a biton his job responsibilities because he was accepted into business school, knewhe was leaving, and was happy to finally be rid of a tough and unreasonableboss. But the manager came afterhim with a vengeance. Instead ofjust laying him off, he wrote ascathing note to HR and vowed to never employ him again. It wasnt the first such letter thismanager wrote, which leads you to believe he didnt have the best rela tionshipbuilding skills. In thesecond case, the current job seeker was instructed by their manager to dosomething that was against the law and when they objected, they were told toeither comply or be fired. Theychose to be fired. Not an easychoice to make with two toddlers at home. Here ismy advice to these two job seekers, and anyone else out there with a similarsituationNEVER sayanything negative about your employer or your experiences at the firm. Never even hint at a bad relationshipbecause interviewers are listening for even the slightest bit of negativity inan answer or expression. Its animmediate red flag thrown up against the candidate. If an interviewer asks you about your past managers style,speak about it in a positive manner.There had to be something positive about the partie when you firststarted working with them use what you can and make it authentic because bodylanguage is a powerful thing when people know how to read it and more andmore are becoming adept at that If youthink the person you are speaking to knows your past manager, or will call themdirectly, put that thought out of your head. Worrying about things that are out of your control will nothelp you in your job search.Concentrate on what you can control how well you network and interview, quantifying youranswers, following-up properly, continuing to network.References line up the people that can speakpositively on behalf of your past work experiences. This list could include past managers and co-workers, andeven those that reported to you.If you are out of school just recently, professors, placement staff anddeans can be used. If your manager is openly hostiletowards you, many times in business, we have matrix managers people we report to in addition to ourdirect managers. I would securesuch a reference if at all possible.If youare asked directly why you are no longer there, and you are not currently ingraduate school, I suggest that you be honest. If someone wanted you to do somethi ng against the law, andyou left because you would not do such a thing, the smart thing is to walkaway. If they are an upstandingcompany, they will be impressed by your integrity. If they dont appreciate such honesty and integrity, youdont want to work there anyway.If you prospectiveemployer asks for your past managers name, I would use a matrix manager if atall possible. Matrix managers canusually vouch for your work ethic and quality of work. References are checked, so proceed withcaution.One lastthing to remember. There is noguarantee that your last manager and your prospective employer wont know eachother and because of this you will not get the job. That is out of your control. But what is in your control is the number of jobs you applyfor, the skill with which you network, and your resiliency and fortitude withthe job search process. Besmart, really smart, about how you conduct your job search. Cast a wide net regarding companies,and industries if need be. Ensureyour job search skills are top notch practice, practice, practice,because no one is born a good interviewer. Make your own luck here and as Winston Churchill once saidnever, never, never give up