Naomi Karten is a highly experienced speaker and seminar leader who draws from her psychology and IT backgrounds to help organizations improve customer satisfaction, manage change, and strengthen teamwork. She has delivered seminars and keynotes to more than 100,000 people internationally. Naomi's newest books are Presentation Skills for Technical Professionals and Changing How You Manage and Communicate Change. Her other books and ebooks include Managing Expectations, Communication Gaps and How to Close Them, and How to Survive, Excel and Advance as an Introvert. Readers have described her newsletter, Perceptions & Realities, as lively, informative, and a breath of fresh air. She is a regular columnist for TechWell.com. When not working, Naomi's passion is skiing deep powder. Contact her at [email protected] or via her Web site, www.nkarten.com.
Before jumping to a conclusion about a particular situation, try to see circumstances from the other person’s perspective. Consider possible explanations for the person’s behavior that are based on the situation, not the person’s character. Work runs more smoothly when you assume actions have a good and logical reason.
If you want to improve your presentation skills, then whenever you attend a presentation, pay attention not just to the content, but also to the delivery of that content. In doing so, note what strikes you as positive or negative about the presentation. Then strive to emulate the positives and avoid the negatives.
Leaders who invite feedback and then suggest, by word or deed, that only positive feedback is welcome end up ensuring that critical feedback—the kind they really need—will be withheld. If you get feedback from employees that isn't what you wanted to hear, don't act vengeful. Take the high road with your response.
If you want to convey the impression that you’re smart in a meeting, you’d better make sure to convey that impression outside the meeting as well, because that’s the image of you that people will carry. Don't try any gimmicks or go in with a plan to ask certain questions or show off. Just follow these simple tips.
Regardless of the size and scope of a crisis, any hope of resolving it quickly is made worse by something that often happens: when those in charge handle the situation poorly, such as going into denial, blaming others, or trying to resolve the situation secretly. Here's how you should deal with a company crisis.
If your goal is to improve service delivery to your customers, it's a good idea to ask for and incorporate input from those very customers. Invite your clients to outline priorities, get clarification on points that confuse them, and vent frustrations. They'll appreciate being heard, and you'll both learn a lot.
If you want feedback from your users, sometimes the best technique for gathering information is staying silent. After someone responds to your question, instead of continuing the conversation, just pause. This encourages the other person to keep talking, and that's when you may get the most valuable information.