Does Your Social Media Presence Support Your Career Goals?

By Jo Miller

How seamlessly does your social media presence support your career goals?

According to Liz Brenner and Margaret Resce Milkint, if you’re not utilizing the personal branding opportunities offered by social media, you’re passing up opportunities to position yourself as a leader in your field of expertise.

Senior Director of Talent Marketing at SAP, Liz Brenner, believes that when social media is used in a thoughtful and targeted way, it can be a powerful tool for differentiating yourself in your career.  “Social media gives us all an opportunity to become influencers in our areas of expertise" said Brenner, speaking in the women’s leadership webinar Building an Influential Brand with Social Media. If you can get beyond the noise of social media and use it strategically, you can build your brand as a thought leader, and cultivate an influential network.”

Margaret Resce Milkint, Managing Partner with The Jacobson Group, is a widely-recognized insurance industry expert, author and speaker on topics related to best practices in career management. Resce Milkint cautioned the webinar audience that “social networking can work against you just as easily as it can work for you.” She went on to explain, “Your digital footprint can be viewed by anyone, anywhere, and at any time. Sometimes, this online footprint is the only version of us that people know. That's why it's very important that your personal social media pages capture your true personal brand. You must protect your brand and develop a smart and strong digital footprint.”

So how can you clearly communicate your brand to a social media audience? “Don't boast or brag. You will lose your audience if it's all about you. You want to make it all about them” advised Resce Milkint.

Added Brenner, “Share content that's valuable and that adds value to your audience. The information and the content that I'm sharing is consistent with my brand, and it's tailored for the audience in each of those sites or social networks.”

You may be thinking, “But I’m not yet an expert or an influencer. How do I start to build an influential brand?” It can be easier than you think if you understand the three distinct stages involved.

3 Stages of Building an Influential Brand

1.  Informational powerhouse
Early on in your career, when you're embarking on becoming a specialist in your field, before you've developed deep expertise, you can build a brand as an informational powerhouse. Spend time finding, collating, and disseminating others’ expertise. 

“Be timely,” advised Milkint. “Share newsworthy information. It's important to be a part of the current buzz, what the state of the market is, and the state of thought is.”

You can quickly make a name for yourself by sharing valuable, timely information that relates to your domain of knowledge.

2.  Expert
Once you've become an informational powerhouse, the next point on the journey to building an influential brand is to become an expert. Experts are highly knowledgeable about their field. They share knowledge that they've gleaned from other sources blended with their own unique content, in forms such as blog posts, articles, and musings – all based on unique ideas that they've generated. Experts mix the collating and disseminating of others’ information while putting their perspective out there, too.

“Find and share content with other influencers” said Brenner. “This builds the halo effect. If you're seen as hanging out with and sharing information from other influencers, you'll start to be seen as an influencer yourself over time. Commenting on a blog or sharing an article can lead to real discussions and opportunities.”

3.  Thought Leader
The final stage is to become a thought leader. Thought leaders break new ground and push the cutting edge in their field of expertise. They generate their own unique content in the form of articles, videos, blog posts, webinars, and more. Some thought leaders to follow on twitter are @nilofermerchant, @padmasree and @hollypavlika.

What stage are you at, when it comes to building an influential brand? If you haven't started yet, don't fall into the trap of thinking that you need to be a top expert in your field to have an influential voice on social media. You can start by sharing information. Be an informational powerhouse and go from there.

Take the first step
“Invest some time in figuring out who you are and what your brand is,” advised Brenner. “Know your values and figure out what's important to you so that can be reflected in social channels. We all have an opportunity to be influencers in our area of expertise. The first step is knowing who you are.”

And don't ignore social media, warned Resce Milkint. “Social media is here to stay. Jump in. Explore your options. Be bold. And be a game changer.  Sheryl Sandberg says, ‘Fortune does favor the bold and you'll never know what you're capable of if you don't try.’ So try, try, try and have fun doing it.”


To learn more, watch the webinar “Building an Influential Brand with Social Media” with guest speakers Liz Brenner and Margaret Resce Milkint. 

Members, log in now to view the webinar recording.

Not a member yet? Join now for immediate access to the webinar.

From the Article Achive: How to Re-Brand Yourself for a Big Leap Forward in Your Career.

Question: I have a reputation as a high performer but this is holding me back from going to the next level. How can I re-brand myself for a big leap forward in my career?

Jo Miller Answers: Have you allowed others to define your reputation? Everyone has a certain reputation or “brand” that they are known for in their workplace, however for most people that brand is created by default, not by design.

What reputation are you currently known for? What do others say about you? It’s important to know, because then you can choose to embrace that perception and build on it, or take steps to change how you are perceived.

At one of my workshops a technical woman approached me during a break for some personal coaching. She had received feedback from a manager who said that she was perceived by others as a high performer but was considered “high maintenance” and for that reason was not being considered for certain career opportunities. Upon hearing the feedback, the technical woman had reacted with frustration because she saw herself as the only one on her team who paid attention to details, set high standards for the team’s work product, and was not afraid to speak up when she saw a problem that others were inclined to overlook. Unfortunately, the team did not always appreciate receiving unsolicited critique, and they came to resent her opinions. When she spoke up, she encountered resistance and defensiveness. It didn’t matter that she was often right.

As we talked this over during the workshop break, it occurred to me that she had a genuine desire for her work product to be the best it could be and for the team to achieve a high standard of excellence in all that they did. But what she had not realized was that she was currently walking on the wrong side of the very fine line between giving valuable feedback and being overly critical.

The key to re-branding herself would be finding a way articulate her feedback to the team at the right moment and in the right way, so that it could be perceived by them as a positive and valuable contribution. She would need to be highly selective in choosing when to offer her critique and change the tone of her comments. If she succeeded in doing those things, there was a strong likelihood of re-positioning herself as the team-member who champions excellence and brings out the best in the team.

“It seems to me that you have a passion for excellence,” I remarked. With that, her face lit up. “That’s my brand!”, she exclaimed. We spoke for a few more minutes and discussed ways to subtly introduce her new brand and evolve how others perceived her, and proactively cultivate a new reputation as the one on her team with a passion for excellence. I challenged her to monitor her interactions with others closely and avoid saying anything that would be judged as too critical. She decided to look for opportunities where it was appropriate to express her brand by acknowledging excellence and championing it within her team.

It can take as little as two months to completely re-brand yourself, but I won’t lie; it takes a lot of work. I have seen a few women bounce back from devastating career missteps that harmed their reputation and could have haunted them for years. They overcame poor reputations by paying close attention to every interaction they had with others.

Three steps for re-branding yourself for a big leap forward in your career

Step 1: Understand your current brand
Get a baseline to understand the existing brand that you are known for. Ask managers, mentors, trusted colleagues or HR partners to describe how you are currently perceived by others.

Step 2: Identify the new brand you want to be known for
When you know what your niche is, create a short, concise brand statement that describes what you want to be known for. Check to see that your brand is one that will be valued by your company.

I tweeted a request for technical women to share their brands, and here are some responses I received:

“Change agent; and turnaround specialist for failing programs or teams.”

“The person who can make things happen, has great contacts, and can move projects forward.”

“Spunky, energetic supporter of women in tech with a focus on students, and working on becoming a go-to person for phone development.”

Step 3: Align your communication and actions with the brand you want to be known for
For two months, pay close attention to every interaction you have with others and try to stay in alignment with the brand you want to be known for. Look for opportunities to take on, stretch assignments, projects, or even a new role that showcases the brand you want to build. When you deliver results in those brand-building roles or assignments, make sure to promote those accomplishments so that others know the value of you and your brand.

To learn more about building a leadership brand, revisit the webinar “Create Your Leadership Brand” with guest speaker, Titina Ott, Vice President, Organizational Effectiveness for Oracle Corporation.

Members, log in now to view the webinar recording.
Not a member yet? Join now for immediate access to the webinar.

Take Charge of Your Career Trajectory! Group coaching program starts May 16, 2013

Don't be the best-kept secret in your organization! Join me starting May 16 to build your brand as an emerging leader and take charge of your career trajectory.

In this six week virtual group coaching program, I'll be breaking my highly-rated Poised for Leadership curriculum into the simplest steps so that you have time and guidance to put all of it into action. You'll set new goals for your career advancement, review and practice career-accelerating skills, solidify your 'brand' as an emerging leader, and translate your career development plan into action!

You'll have my support to:

• Build your brand as an emerging leader
• Gain recognition for your accomplishments
• Make your value visible
• Navigate organizational politics with savvy
• Create a strategic network of influence
• Gain access to hidden resources and opportunities
• Identify and lead high-profile projects
• Lead others, with or without direct authority.

HOW IT WORKS

• Master the skills that help emerging leaders advance, with six leadership topics in video format. Receive one topic per week.
• Get coaching! Join four high-impact one-hour group coaching teleconferences.

VIDEO TOPICS
Introduction: * The greatest roadblock to career advancement * Why you need to take charge of your career trajectory * Goals for this program

Getting the lay of the land: * Shadow organization map * How to overcome office politics * Navigate with organizational awareness

Your career sweet spot: * Three essential elements of a great personal brand * Your ideal career niche

Your leadership brand: * Making your brand scalable * Your leadership brand statement
Making your value visible: * Steps to making your brand visible * Career-defining projects * Promote your accomplishments

Leading others: * Making the leap from doing to leading * Leading others, with or without direct authority

Your sphere of influence: * Strategic networking plan * 5 key people you need to have in your network

PROGRAM SCHEDULE:

Coaching teleconferences, 2 p.m. - 3 p.m. Central time (3-4 p.m. Eastern, 12 - 1 p.m. Pacific)

• Thursday, May 16 (Can't make the first call? Join a catch-up call Monday May 20, 2 p.m.-3 p.m. Central.)
• Thursday, May 30
• Thursday, June 13
• Thursday, June 27

COST  Only $199 for the six week program.

REGISTER NOW!  Places are limited, so reserve your place now.

You can do it! You don't have to be the best kept secret in your organization. You can take charge of your career trajectory, and in this group coaching program I'll show you how.
 
Jo Miller
CEO
Women's Leadership Coaching, Inc.

Told You’re Not Aggressive Enough? Here’s What To Do.

By Jo Miller.

Question: I had my midyear review and received feedback that I am not perceived as being aggressive enough. They would like me to be more aggressive, push back, and challenge my leaders’ ideas. I have a concern about this. My experience is that women can be labeled quickly if too aggressive. Frankly, this can make people uncomfortable. This can be especially true for women of color like myself. Do you know of any resources that might help me have a stronger presence without having to walk the line of aggression?

Jo Miller answers:
I think you were just given a compliment, although a backhanded one, that is wrapped in confusing developmental feedback. The compliment is that your management thinks there’s more to you than you let on. You are being praised for your solid instincts, but challenged to bust out of your comfort zone, speak up, and add value. You’re being encouraged to act less like a high-performing team player and more like a leader. They think it is time for you to transition from doing to leading, and have identified your lack of “aggression” as the gap. But confusingly, your manager said “be more aggressive” rather than giving more detailed, useful feedback.

First, re-frame what you think “aggressive “means
Is it possible that aggressive doesn't mean what you think it means?Ask your manager to provide some additional adjectives or behaviors to describe exactly what they want you to do differently. For example, one woman I know was asked to be more aggressive by her employer, and in return she asked for a more detailed explanation. By doing that, she learned that what they actually wanted her to do was summarize the team’s to-do items at the end of a conference call, then follow-up next time to check on completion. If she had run with the earlier feedback and demonstrated aggression it could well have backfired!

You should also observe people you work with, especially the women leaders you admire. What specific actions and phrases do they use that result in them being perceived by others as constructively bold, opinionated, provocative and disruptive, taking the lead, and taking charge? Can you identify anyone who does this well, in a way that others appreciate and follow? What assertive leadership behaviors get rewarded in the team culture that you are a part of?

Combine power phrases with an open demeanor
To cultivate a stronger leadership presence without being perceived as negatively aggressive, use “power phrases” combined with your usual open, inclusive tone of voice and body language.

One leader who does this well is Donna Fujimoto Cole, founder and CEO of Cole Chemical, who has said that a leader needs to “Communicate well and communicate quickly.” Cole believes that good relationships make the business world go round. She is highly personable and strong leader and driver. A resource she highly recommends is The Leader Phrase Book by Patrick Alain. It includes phrases to use to speak like a leader when opening a topic for debate, saying no to your boss, disagreeing with someone, and what to say when someone is avoiding a topic.

With this communication style in mind, challenge yourself to speak up at least 25% more frequently than you did in the past, and make sure that you are regularly challenging your leaders’ thinking and assumptions. They want you to speak up so that your team can benefit from the wisdom you’re currently keeping under wraps.

Don’t let the little leadership opportunities pass you by
If you look carefully, you’ll see lots of little opportunities to take charge. Perhaps in the past you may have passively watched those moments go by, assuming someone else will take the lead. I want you get used to recognizing situations where there is a gap in leadership. Seize these opportunities speak up! Assume you are the ideal person to fill that gap with your management’s support.

Jo Miller is CEO of Women’s Leadership Coaching, Inc. Wondering how to become a leader? Join Jo at the Poised for Leadership workshop, May 29 in Sunnyvale, CA.
 

Emerging Leader Spotlight: Christina Roberts.

 “Turn yourself into a knowledge base – a go-to person.” 

- Christina Roberts.

Name: Christina Roberts, MBA
Company: Siemens Energy
Current title: Business Improvement, Project Management, Wind Power; Chair of the Women’s Information Network
Favorite quote: Dress the part you want to be.

What is your leadership style?

I consider my leadership style to be very open and all inclusive in the way I work. I am a planner and try to be detail oriented so I take the time to review tasks and delegate when the task fits. I think most people, on all the teams I participate on or lead, are very comfortable approaching me and asking for whatever they need and I think it is important to support one another in this way.

 

“... Find a sponsor or champion... and make sure

you pay it forward.”

What are some top tips you can recommend to other women who want to be recognized as a high potential emerging leader?

I think being educated is key. I’m the biggest proponent of education and not just in the academic sense.  Take the time to obtain your degree or an advanced degree, do not pass up training opportunities and learn other aspects of the business outside of your daily job. Shadow someone if you can, and turn yourself into a knowledge base – a go-to person.

Find a “sponsor or champion.” Mentors are key and wonderful to have but work on cultivating that into a stronger relationship where they also become your cheerleader. They will help find opportunities to throw your name out when possible and getting you some recognition. Also, make sure you pay it forward and do the same for someone else when you are in a position to do so.
 

“... it is important to know who you are working with and what is going on around you.”

What tools or resources have you used that have been crucial to your success?
I have an amazing manager and she has been an awesome resource in supporting my development and allowing me to grow and advance. I also have an external mentor and champion who I talk with regularly to get different perspectives on all things, not just work. These two resources are also great friends of mine and they are extremely supportive of my personal and professional successes. I value their opinion and guidance.

I have set up a strong network within Siemens, from all areas of our business. If I see someone new in the hallway, I take the time to stop them and introduce myself and find out who they are.  I feel it is important to know who you are working with and what is going on around you. All of these people could be or already are a valuable resource and I try to make sure I am a resource for others.

What steps are you currently taking to improve yourself, professionally?
Currently, I am working on some Six Sigma projects and I have just recently finished my Green Belt training. I have already completed a LEAN project and I am leading a Green Belt project to help my organization, hopefully, save a lot of money by making continuous improvements. My Green Belt project started out as a focus on the United States region but now it has expanded its reach globally to several of our other businesses in other regions.

Over the past year I have also been able to take on a larger role in Siemens Wind Power’s global community by acting as a representative for my Division’s project management department on several global projects. I enjoy traveling and love having the opportunity to work on more complex global projects. These new challenges are definitely giving me the opportunity to develop new skills and polish my current skill set.

From the Article Archive: When to Say “No” to Stretch Assignments.

Question: A mentor told me that volunteering for stretch assignments will help improve my career. I took on three new projects and now I am not getting any sleep. Help!

 

Answer: Your mentor gave you sound advice.

 

Two weeks ago in a webinar for women in the energy industry, I interviewed a partner in a consulting firm who stated categorically, “I wouldn’t be in the position I am if I hadn’t had the courage to step into leading activities that were not in my area of expertise.”

 

If you are like most women, you will reach a point in your career where you find that you can’t advance to the next without being able to show that you have relevant experience; but as everybody knows, you can’t get the experience without the job.

 

One ideal way to demonstrate that you have potential to grow beyond your current job is to take on “stretch” assignments. By volunteering for additional roles and responsibilities, you can learn new skills, make your talents visible to your leaders, and demonstrate your readiness to step into a role that goes beyond the one you are currently in.

 

One leader who has consistently taken on such assignments throughout her career is Debra Aerne, Territory Services Leader at IBM. Aerne said that there have been countless times throughout her career when she has voluntarily taken on a project that was beyond the scope of her job description.

 

“What I have tended to do is to volunteer for things that are of interest to me that will help me and help the organization, that I can have some fun delivering, while I get recognized for my work in the meantime.”

 

The projects Aerne volunteered for are too numerous to list here, but they include producing a film, coaching younger staff, managing student interns, creating new change management and product development methodologies, making annual presentations at National Manufacturing Week, and being published in numerous industry journals. “None of this was part of my formal role,” she clarified.

 

Aerne’s career benefited from these projects as she strengthened her grasp of new subject matter and gained visibility with her leadership team. At the same time, she personally gained a great deal of satisfaction and fulfillment. “I was having fun; I was doing something that would help me and others; and I was recognized by my leadership for taking the initiative.”

 

Despite all the benefits of volunteering for stretch assignments, there are times when the extra workload can work against you. How is it that women like Aerne use these opportunities to leap forward, while others just burn out? The key is to be highly selective. If you are going to take on responsibilities outside the bounds of your job description (and I hope that you do), you must choose strategically.

 

One common career misstep that many women make is accepting too many low-visibility assignments which require them to work long hours without gaining the benefits of recognition and skills growth that a true ‘stretch assignment’ would bring. Here’s a checklist for when to diplomatically say “no.”

 

When to say “no” to stretch assignments

Don’t volunteer for:

• Assignments that stretch you too thin. Look instead for projects that stretch you without overwhelming you, so that you can deliver a consistently high quality of work.
• Assignments that don’t meaningfully expand your network. Stay away from projects that are all about work and have no networking opportunities. Go after projects where you can build stronger working relationships and demonstrate your expertise to leaders, sponsors, and other stakeholders.
• Assignments that don't build your strengths. best stretch assignment is one that requires you to build business acumen, new technical skills or leadership skills. Don’t volunteer unless a project has the potential to expand your ideal skill set and lets you demonstrate your potential to go beyond the job you are currently in.
• Assignments that don’t build the reputation you want to be known for. Say no to projects that don’t align with the “brand” you are trying to build.

Be ruthless but diplomatic about turning down assignments that do not align with where you want to go next in your career.

 

One caveat is that there are times when it is politically wise to say “yes” to a project that you otherwise wouldn’t want to work on. In those situations it won’t do your career any favors to say no. Instead, be a team player and accept the challenge. Deliver great work, and leverage the situation to negotiate the next project that you do want to work on.

 

True stretch assignments are those that allow you to demonstrate a level of skill above and beyond your current job description and make your abilities and accomplishments visible to people who need to know about you. Be highly selective and take on one assignment not three. You’ll get all of the benefits and none of the burnout.

 

Debra Aerne was a guest speaker in the webinar about “Managing Others, With or Without Direct Authority”, part of the Emerging Women Leaders Webinar Series.

 

Members, log in now to view the webinar recording.

Not a member yet? Join now for immediate access to the webinar.

Emerging Leader Spotlight: Heather Broeder

“It is more important to be right with others, than to be right.” 

- Heather Broeder.

Name: Heather Broeder
Company: Wood Group Mustang
Current title: Global Engineering – Initiatives Manager
Favorite quote: God created the world out of nothing; so as long as we are nothing, he can make something out of us. (Martin Luther)

What is the most important thing you have learned that has been critical to your career success?
It is more important to be right with others, than to be right. I work in a technical organization with extremely smart people. Unfortunately, many meetings result in frustration because too many people are determined to be right. There are multiple “right answers”; what’s best? How can we collaborate? If we demand to be right, we can harm a relationship or slow down the process of building trust. Be willing to lay aside your “rightness” for the sake of developing a relationship. Note – do not compromise safety or ethics – these areas are exceptions!
 

“There is little reward in a completed to-do list or plan if you didn’t influence people along the way, leaving a positive mark and giving others a chance to grow.”

What is your leadership style? 
Servant leadership is essential for finding satisfaction and fulfillment in your career. Servant leadership is leading by serving; it means putting the success of the team ahead of personal success and using your gifts to support and empower others in their endeavors.

Looking back over my 16 years with Wood Group Mustang, I have had many good examples of servant leadership to emulate. I would not have been given the opportunities and challenging assignments if I hadn’t embraced this leadership philosophy. It’s very easy to create a to-do list or a plan and then maniacally try to race through each task ; however, there is little reward in a completed to-do list or plan if you didn’t influence people along the way, leaving a positive mark and giving others a chance to grow.

What tools or resources have you used that have been crucial to your success?
I do enjoy (and rely on) reading leadership books by authors like John C. Maxwell, Kouzes and Posner, etc.
Also, I consider my informal mentors at work a strong resource for growth and development. These are people who will constructively point out better ways to communicate or collaborate and also supply enthusiasm and encouragement in the midst of challenges.

“Volunteer for everything that interests you.”

What are some top tips you can recommend to other women who want to be recognized as a high potential emerging leader?
Volunteer for everything that interests you. If you have passion around a topic, step up, raise your hand, and get involved. 

You can demonstrate so many essential skills (organization, communication, negotiation, planning, writing, etc.) by way of this type of extracurricular involvement. Don’t wait for someone to ask you to do something; start meeting needs that you see in your organization. Should someone organize a new hire orientation? Is there a need for a mentoring program? Are you bothered that there’s no recycling program in place? Take the initiative; communicate; involve others; give credit; accept responsibility; celebrate success.

Dealing with Difficult Conversations at Work: The Dos and Don'ts

  

Did you notice? The title of this article is not “Dealing with difficult people”. 

Betty Chan-Bauza explains: “Sometimes, the hardest conversations aren't with people we would consider ‘difficult.’ They're with people who like you and respect you, who mean a lot to you”.

Chan-Bauza, who was speaking as a panelist on our webinar regarding difficult conversations, started out her career as an industrial engineering major. Somewhere along the path to becoming a VP of Product Management she discovered that transparent communication could be a powerful productivity tool. Now she helps organizations move beyond the stalemates and silos that stifle productivity by fearlessly stepping into coaching the teams and individuals she works with.

Chan-Bauza admits that dealing with difficult conversations can be scary, and that for many people, the prospect of having to have one of these conversations can trigger a fight-or-flight response. “Predominantly, people will take the flight method,” she observed. “But this skill is second only to public speaking as a critical workplace skill, especially for managers.”

Does conflict have to push people apart?
Our other panelist, Erin Chapple, is a Group Program Manager with Microsoft, where she and her team deliver cloud infrastructure based on Windows Server. According to Chapple, “Dealing with difficult conversations is not something to be feared but something to have in your tool belt.” Chapple, whose bachelors degree is in electrical engineering, developed an advanced set of organizational coaching and consulting tools through her MA in Applied Behavior Science.

“In the workplace, relationships are key to getting things done,” she asserted. “We often think conflict and differences push people apart, but in reality these conversations can do a lot to strengthen relationships. When I look back on my career and I think about what has helped me be successful, a lot of times, it's the relationships that I have and the people that I know.”

Chapple has observed colleagues becoming very intimidated by difficult conversations. “They think it's going to hurt the relationships they're trying to build or put distance between them and someone else,” she empathized. “But I've found that having the difficult conversation can be one of the greatest ways to bond with someone and get closer because you are listening to them and understanding them.”

Chan-Bauza agreed, adding “Through having these conversations, you actually gain cooperation, strengthen the relationship with the individual, and assist the company in achieving its goals.”

Work at it. It's a skill.

Chapple noted that people underestimate their ability to acquire this skill. “Oftentimes,” she said, “people say, ‘I'm not good at conflict’ or ‘I'd like to avoid conflict.’ I'd like to challenge both to say, ‘You know what, actually, we're all capable human beings. We can work at it.’ It's a skill.”

During the webinar, the speakers shared numerous personal anecdotes, covering scenarios that included difficult conversations with subordinates, peers, teams, leaders, a customer user group and even a boss’ boss’ boss. Here are the lessons they learned.

DO

• Disarm them with sincerity 
• Build mutual respect by listening and learning 
• It’s OK to take a break then re-engage 
• Decide if it is more important to be respected than liked 
• Take personal accountability to defuse a situation 
• Be true to your beliefs, stating them sincerely and non-judgmentally 
• Put yourself in others’ shoes and respond from that position 
• Ensure people feel heard before moving forward

DON’T 

• Don’t leave a difficult situation unaddressed 
• Don’t expect instant gratification 
• Don’t react, take time to think/plan your response 
• Don’t assume they have ill intentions

Use conflict as an opportunity
As a closing thought, Erin Chapple encouraged her audience to appreciate what can be gained when they stop avoiding difficult conversations. “Don't walk away from it; lean in. Use conflict as an opportunity to practice your skills. I guarantee that if you can get good at this, the relationships that you'll build and the impact you can have will improve.”

Or as Betty Chan-Bauza succinctly put it, “Practice makes perfect!” 

Jo Miller interviewed Betty Chan Bauza and Erin Chapple in Dealing with Difficult Conversations, part of the Emerging Women Leaders Webinar Series.

Members, log in now to view the webinar recording.
Not a member yet? Join now for immediate access to the webinar.