News & Media

 

Smart Execs Run Afoul Without Social Intelligence

April 14, 2006
Washington Business Journal, Rebecca Shambaugh

As a senior manager, Julie was a star player. I was working with a Fortune 500 CEO who wanted to bring her up to the majors, place her on the executive team.

She had a track record of getting things done, and feedback from her team indicated she was a good leader, so the CEO asked her to come up to bat in a tryout. Her task was to develop a plan to solve an information-technology problem the company was having. He was certain she'd hit a home run.

  • When you get up in the morning, put on the team uniform. They're made in bright colors to attract attention. The last thing you want to be in front of the CEO is undetectable.
  • Enter the room with confidence and thank the executives once. More than that, and you're saying you don't have any value, how kind of them to ask you here anyway.
  • Talk about the research you've conducted. Let them know you're an expert.
  • Stop with the details. Hit the fine points, making impact statements.
  • Open up the conversation. When you're in the presence of smart people, incorporate their knowledge into your plan. It makes you feel good, makes them feel good and makes a better product. Plus, stakeholders are more likely to buy in when their ideas are included. Note: By not asking questions and engaging executives, you show you don't have confidence, and you also might be missing something you can't see from your own vantage point.
  • Speak with passion. Be compelling. It builds credibility and authority. That's the only way you're going to sell your ideas.

Women are effective as managers and senior managers because they're able to drive home results. I can't tell you how many times I've seen senior-level managers with to-do lists they use to check off completed tasks. However, when those people give presentations at executive round tables, they deliver the data and facts, which is the same as checking off items from the to-do list. That's fine, if they don't want to move up the corporate ladder.

Women have been brought up to believe if we just deliver the results that's enough. We've been taught we must get permission to ask a question (or do something out of the norm). We've been taught to be polite and not challenge people. Women apologize -- profusely -- after failures when we should be analyzing them, figuring out what move to make next and going from there.

The fact is, in general, men are better at putting out their views, socializing relationships and responding to losses with action. That's the way they were brought up.

Most women don't realize that taking prudent risks, making themselves visible and showing the value they bring to the table leads to cooperation. When key executives know what you can do for them, for the company as a whole, then they know you're in the game.

What should you do?

Give your views and tell why. That's what experts do. And for gosh sakes, don't ask if you can share your views. Just give them. Be the authority you are.

Next, speak the language of business. Tell the executives how your ideas align with the bigger strategy of the organization and how they align operationally. Relate your ideas to each executive in the room, explaining how they help those executives meet their challenges and address their concerns. Engage the people in the room. Ask them questions. That will build rapport.

You must flex your authority muscle in order to score big.

Rebecca Shambaugh is President and CEO of Shambaugh Leadership, a leadership and organizational development consulting firm based in McLean.