The Silent Language Of Leaders

The Silent Language of Leaders HOW BODY LANGUAGE CAN HELP - OR HURT - HOW YOU LEAD By Carol Kinsey Goman, PhD

Author Carol Kinsey Goman, Ph.D., is an executive coach, management consultant, and keynote speaker for corporations, associations and government agencies. Clients include over 100 organizations in 24 countries. Carol coaches executives in leadership communication and the hidden impact of body language. She is also a subject expert on change management, collaboration, and the multi-generational workforce. Carol has served as adjunct faculty at John F. Kennedy University in the International MBA program, at the University of California in the Executive Education Department, and for the Chamber of Commerce of the United States at their Institutes for Organization Management. She is a frequent speaker for The Conference Board and has been featured at The Executive Forum and the CEO Roundtable.

Chapter 1 - Leadership at a Glance: How People Read the Body Language of Leaders The senior vice president of a Fortune 500 company is speaking at a leadership conference in New York. He’s a polished presenter with an impressive selection of organizational “war stories” delivered with a charming, self-deprecating sense of humor. The audience likes him. They like him a lot. Then, as he finishes his comments, he folds his arms across his chest and says, “I’m open for questions. Please, ask me anything.”At this point, there is a noticeable shift of energy in the room – from engagement to uncertainty. The audience that was so attentive only moments ago is now somehow unable to think of anything to ask.I was at that event. As one of the speakers scheduled to follow the executive, I was seated at a table onstage with a clear view of the entire room. And the minute I saw that single gesture, I knew exactly how the audience would react.Later I talked with the speaker (who didn’t realize he’d crossed his arms) and interviewed members of the audience (none of whom recalled the arm movement, but all of whom remembered struggling to come up with a question). ,[object Object]

This chapter will answer that question – first by explaining two things: 1) how the human brain processes verbal and nonverbal communication, and 2) how the early origins of body language “wired” us for certain, predictable responses. It offers an expanded overview of the importance of body language to leadership success: It will explain why the key to effective body language is to view it through the eye of the beholder; it will help you evaluate your personal “curb appeal” – the first impression people have of you; it will introduce you to the two sets of nonverbal signals that followers look for in leaders.,[object Object]

Chapter 3 - Leading Change There is nothing that can invigorate a business like a major change. Maybe it’s the adoption of a new strategic direction or the announcement of a new product line or the chance to acquire a competitor. But when leaders rally their troops to forge ahead, they often find they are leading a charge that employees (and even some other leaders) are unwilling or not ready to embrace. ,[object Object],[object Object]

This chapter will explain how we are hard-wired to connect with colleagues, how mirroring creates empathy, what the body language of inclusion means, how damaging the exclusion of individuals can be, the importance of how you say what you say, the importance of space, a new definition of “dress for success,” what your office says about you, and why familiarity breeds collaboration. ,[object Object]

This chapter will answer that question for leaders who head virtual enterprises, or work mainly with virtual teams, and who are looking for means to balance technology-based and face-to-face interactions for maximum effectiveness. You will discover the specific advantages inherent in “lean” and “rich” communication mediums – and the nonverbal cues that are critical for success in each. You will learn which nonverbal signals in videoconferencing are interpreted differently from those encountered during “in person” meetings; how body language is becoming part of virtual reality, and how technology has produced a new generation of communication platforms that make body language an increasingly important business skill. You will also discover the nonverbal cues that are exclusive to face-to-face communication – and why these cues are vital to creating personal relationships and building trust in a team, a department, or an organization. ,[object Object]

This chapter explains how gender influences the body language of leaders. You will learn how the brains of men and women react differently to emotion and under stress, how unconscious and unspoken reactions can undermine an emergent female leader, how followers evaluate the communication strengths and weaknesses of male and female leaders, and how to alter, accommodate, or modify your body language to be more effective.,[object Object]

Chapter 8 - International Body Language I have worked (given speeches or seminars – coached or consulted) in 23 countries, and I have traveled to a dozen more. But I certainly don’t consider myself an expert on international business practices. I do, however, have access to a network of businesspeople who are experts – professionals and communicators from around the world, many of whom are affiliated with the International Association of Business Communicators (IABC). This chapter is a compilation of their insights and experiences with global body language and business protocol. In this chapter you’ll get a multicultural perspective of how eye contact, touch, space, emotional expression and greeting behaviors are exhibited in a business meeting, you’ll increase your ability to understand and identify cultural differences, and you’ll be able to more accurately anticipate how your behavior is likely to be perceived.

Chapter 9 - The Nonverbal Future of Leadership Kendra is majoring in Corporate Strategic Planning in the Business Finance department of one of the top universities in the United States. With one semester of schooling to complete, Kendra spent the summer as an intern in one of the leading high-tech companies in Silicon Valley. That company just made her an offer for full-time employment after graduation, which Kendra will accept -- unless she gets the counter offer she’s hoping for, from one of the world’s most prestigious management consulting firms. Kendra is an example of “top talent” – one of the best and the brightest of a new generation of workers who are the future of your organization. Your ability to attract, retain and engage the Kendras (and Kenneths) of this generation will, in a large part, determine whether your organization will continue to thrive or must struggle to stay competitive in the years ahead. ,[object Object]

The Silent Language Of Leaders

The Silent Language Of Leaders

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