The Manager 167 - Hold the high bar
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"The Manager" Newsletter
Hi,
I hope you are safe and well. Sorry for missing last week’s newsletter. I had just returned from Oslo and had not seen my family for a week, so I spent time with them. Sorry!
It was great to be back in person running the comms workshop and doing a Keynote - the 10 behaviours talk. Brilliant to meet people, chat, feel the energy and interact with the audience in ways I simply cannot via video or remote talks.
The feedback was incredible. “Best talk ever”. “Best talk the conference has ever had”. Loved it and it seemed the audience enjoyed being back too.
Someone asked me how I do such effective keynotes.
Of course, there is a strict adherence to the 11 principles of effective communicators, but they are tactics that underpin a general principle I have in life and work; set the bar high, and then hold it.
When it comes to keynotes I want to set the bar high.
I have a cheeky little saying that I make hard for others when I go on first. This is not meant in a mean way but rather an opinion that an opening keynote (which I always try to negotiate for several reasons) should be the high bar. It should set the tone. It should give others a bar to meet or exceed. It should be powerful, emotional, fun.
I once saw an opening keynote at a famous agile conference by a famous agilest, who was so grumpy, rude and insulting, that the rest of the conference was a car crash for everyone. I vowed never to do that.
The same goes for management.
I don’t wait for my leaders, managers or peers to set the bar high; I set it and hold it. I set what I believe good looks like and show people, not tell.
Good managers and leaders and keynote speakers do this - they don’t argue about what good looks like, they show it. After all, actions always speak louder than words.
What that bar looks like to you will be personal, but it should be a high bar - and held as best you can.
With the keynote I didn’t feel so good. I had nerves like never before (in fact, I have a video coming out soon from behind the scenes). I’m not a naturally gifted speaker so I work hard at it. I set the bar high, and I hold it, even if I don’t feel so good.
I would encourage you in all that you do to find your high bar and work out how to hold it, even when the world (or yourself) conspires to bring you down.
Leading people through your actions, behaviours and interactions is how you shift cultures, move people to action and deliver the goods you’re paid to do. No matter your role or position, you can set the bar high. And then hold it.
I would encourage you not to wait. Write down what you think good looks like - and act in that way. If it doesn’t come naturally you can work on it. The trick is to weave in who you are with what good looks like - and people will see it. They will see you are authentic and holding a high bar - and people will aspire to join you.
Pretty soon you’ll have conferences full of great speakers, you’ll have teams full of people behaving in positive and great ways. And you’ll become a leader, whether you have that in your title or not.
And this should be good for your career too. But even if it’s not, even if you’re still surrounded by people trying to bring you down, you can hold your head high and stick to your high bar. It’s the professional way to work - and it’s also deeply life affirming.
A good demonstration always beats an exceptional description.
I’m reminded of Marcus Aurelius’ famous quote:
“Waste no more time arguing what a good man should be. Be one.” <— switch out the word man as you see fit. Woman, child, keynoter, parent, manager, leaders, friend, newsletter creator...
Have a cracking week.
Rob
Interesting Articles
Virtual party ideas. (medium read)
I enjoyed this - how writing and designing are similar (medium read)
Seriously??? Only one third of firms are willing to adopt a flexible working model (should we ever get back to the office). Surely, over the last two years, we've proved remote works.. (medium read)
Ha - only one in four managers have ever had training. There's something deeply interesting here. I'd also suggest that maybe those who've had training have had the wrong training, or have only had information thrown at them with no coaching. I don't meet many really good managers in my line of work. (medium read)
Introverts - time to take the lead in making remote working work. (long read)
Eric Barker on how to lead an awesome life. (long read)
How to perform well under pressure (long but excellent read)
How to make friends as an adult (long read)
Seth, as usual, on point with using your best judgement. (short)
Until next week.
Rob..
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Rob..