2013
There are two times when youre alone in life: one is when you die, and the other is when you present to senior management.
Rick Wallace, CEO, KLA-Tencor
If you are in middle management, you live with daily ambiguity, lack of control, and even chaos. To get anything done, you must present your ideas to decision makers, and those presentations can be brutal. Careers and projects can come unwound in a matter of minutes if a presenter at the top level doesnt know the rules.
Fear in the middle creates fog at the top, and bad decisions are made. The stakes are highone presentation can make or break a careerbut the rules are utterly unclear. Or at least they used to be.
Speaking Up is an indispensable resource for anyone who needs to know how to present to those higher up the chain. It offers revelatory insights into the minds of the men and women at the topinformation that is crucial to understanding what theyre looking for from presenters. Tactics and techniques that work well with peers, subordinates, and immediate supervisors may actually work against you when presenting up the chain.
Psychologist and coach Frederick Gilbert shows why these high-level presentations are about one thing: delivering information to help extremely talented, highly stressed people make good decisionsfast.
Gilbert focuses on three simple rules for speaking up: (1) know the people, (2) get to the point, and (3) improvise. Based on ten years of research and hundreds of interviews, Gilberts book is unique in featuring extensive comments from executives explaining exactly what they want and dont want in a presentation, as well as midlevel managers stories of triumphs and tragedies and what they learned as a result. This a must-read book for surviving high-stakes meetings.
There are two times when youre alone in life: one is when you die, and the other is when you present to senior management.
Rick Wallace, CEO, KLA-Tencor
If you are in middle management, you live with daily ambiguity, lack of control, and even chaos. To get anything done, you must present your ideas to decision makers, and those presentations can be brutal. Careers and projects can come unwound in a matter of minutes if a presenter at the top level doesnt know the rules.
Fear in the middle creates fog at the top, and bad decisions are made. The stakes are highone presentation can make or break a careerbut the rules are utterly unclear. Or at least they used to be.
Speaking Up is an indispensable resource for anyone who needs to know how to present to those higher up the chain. It offers revelatory insights into the minds of the men and women at the topinformation that is crucial to understanding what theyre looking for from presenters. Tactics and techniques that work well with peers, subordinates, and immediate supervisors may actually work against you when presenting up the chain.
Psychologist and coach Frederick Gilbert shows why these high-level presentations are about one thing: delivering information to help extremely talented, highly stressed people make good decisionsfast.
Gilbert focuses on three simple rules for speaking up: (1) know the people, (2) get to the point, and (3) improvise. Based on ten years of research and hundreds of interviews, Gilberts book is unique in featuring extensive comments from executives explaining exactly what they want and dont want in a presentation, as well as midlevel managers stories of triumphs and tragedies and what they learned as a result. This a must-read book for surviving high-stakes meetings.
2015
"The Confidence Myth is the handbook for any woman looking to succeed in her career."
-- Barbara Corcoran, real estate mogul and star of ABC's Shark Tank
We need more women at the highest levels in business, government, and nonprofits-and there is no time to waste. The problem, says Helene Lerner, isn't so much that women lack confidence but that they misunderstand what confidence really is.
True confidence isn't fearlessness; it's having the courage to move forward while your knees are shaking. Any woman waiting until she has enough confidence with a capital C to act never will. Lerner lays out practical strategies for beating this confidence myth, drawing on her own and other female leaders' experiences and on her survey of over 500 working women. You'll learn how to present your best self no matter how you feel inside, welcome even brutal feedback as a tool to hone your skills, avoid spreading yourself too thin by saying "no" strategically, and much more. The book features dozens of Confidence Sparks, simple but powerful exercises and techniques to catapult your career to the next level.
The playing field is not level and gender inequities persist, but the women interviewed in this book have found ways to navigate through it, and you can, too. The key to success is seizing the opportunity and acting now. Helene Lerner is here to act as your personal coach as you silence the "mad mind chatter" and take risks, speak out, and step up.
2018
Offers a complete, concise overview of how each generation -- The Traditionalists, the Boomers, Gen X and Gen Y -- view life, technology, work, communication and behavior
Shows that coaching can be more effective if it is a dynamic, interactive process, not a sterile set of practices imposed by a coach on a performer
Creates enthusiastic cross-generational communication and relationship-building
"Coaching," Lisa Haneberg says, "is agile, service-oriented persistence with a tolerance for the unexplainable and a willingness to go down a path that is not yours, does not interest you, and requires that you buy new shoes to traverse unharmed." This tongue-in-cheek description suggests the fun and breezy tone of this book. This is most decidedly not just another book about generational differences, nor is it yet another "how to coach" book. Coaching Up and Down the Generations looks at the key processes of transferring knowledge, developing teams, and collaborating, and examines how different age groups can better learn from one another and even experience major breakthroughs that will improve their progress -- despite disparate backgrounds.
You'll find a thorough examination of key issues in inter-generational coaching situations, including what constitutes great coaching, at any age; a complete overview of each generation and how they view life, technology, work, communication, and behavior; how to handle clashing communication styles and preferences; the importance of "coachability" in yourself and others regardless of different habits, opininos, and work styles; how to cultivate a coaching environment where the different generations can have provocative conversations and truly help one another.
With this book as your guide, you can show the generations how to find common points of interest, needs, and goals. You'll find ingenious tips for creating formal and informal coaching situations, developing opportunities to build relationships, and helping people of all ages to become catalytic coaches and engaged performers.
Offers a complete, concise overview of how each generation -- The Traditionalists, the Boomers, Gen X and Gen Y -- view life, technology, work, communication and behavior
Shows that coaching can be more effective if it is a dynamic, interactive process, not a sterile set of practices imposed by a coach on a performer
Creates enthusiastic cross-generational communication and relationship-building
"Coaching," Lisa Haneberg says, "is agile, service-oriented persistence with a tolerance for the unexplainable and a willingness to go down a path that is not yours, does not interest you, and requires that you buy new shoes to traverse unharmed." This tongue-in-cheek description suggests the fun and breezy tone of this book. This is most decidedly not just another book about generational differences, nor is it yet another "how to coach" book. Coaching Up and Down the Generations looks at the key processes of transferring knowledge, developing teams, and collaborating, and examines how different age groups can better learn from one another and even experience major breakthroughs that will improve their progress -- despite disparate backgrounds.
You'll find a thorough examination of key issues in inter-generational coaching situations, including what constitutes great coaching, at any age; a complete overview of each generation and how they view life, technology, work, communication, and behavior; how to handle clashing communication styles and preferences; the importance of "coachability" in yourself and others regardless of different habits, opininos, and work styles; how to cultivate a coaching environment where the different generations can have provocative conversations and truly help one another.
With this book as your guide, you can show the generations how to find common points of interest, needs, and goals. You'll find ingenious tips for creating formal and informal coaching situations, developing opportunities to build relationships, and helping people of all ages to become catalytic coaches and engaged performers.