Professional Leader Magazine: The Rosa Parks Issue

Nicholas C. Hill’s

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LESSONS IN

PROFESSIONAL (adjective) relating to work that needs special training or education LEADER (noun) a person in control of a group, country, or situation © Cambridge University Press 2022

LEADERSHIP FROM THE LATE

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Professional Leader Magazine Hill Training Ltd 5th Floor 167-169 Great Portland St. London W1W 5PF England, United Kingdom

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Nicholas C. Hill FCMI FInstLM FIC

Magazine

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ABOUT PROFESSIONAL LEADER™ MAGAZINE

Nicholas C. Hill’s Professional Leader™ magazine is the new biannual digital publication that delivers essential lessons in leadership from the late masters of business, government, and nonprofit. Each issue is for leaders and managers, who want to influence output, growth, change, and culture.

ABOUT HILL TRAINING LTD

Hill Training facilitates your rapid transformation into a highly productive manager and influential leader, through ILM accredited masterclasses and 1-2-1 programmes. We help you achieve optimal performance, build human relations, and reach the top of your profession.

COPYRIGHT

Magazine articles, Professional Leader Principles quotes, and Professional Leader Laughs quotes copyright © Nicholas C. Hill, UK, 1996-2022. Magazine layout and design, front cover image and Thought Leader Tribute image copyright © Hill Training Ltd, 2020-2022. All rights reserved. Reproduction or resale in whole or in part by any means without written permission of the publisher is strictly forbidden. Additional photographs and illustrations used under license with copyright © Dreamstime, Shutterstock, and Fotolia.

DISCLAIMER

Hill Training Ltd and its employees or associates are not liable for any third party advertised product or content. We have taken reasonable care to ensure that all information contained within this publication is accurate at the time of production.

The reader accepts full responsibility for the practise of any advice contained within this publication and fully indemnifies the publisher against any direct loss or consequential loss resulting from adherence to any said advice.

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CONTENTS TABLE

7 Essential Articles

P A G E

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LEADING WITH ASSERTIVENESS

THOUGHT LEADER TRIBUTE

LESSONS IN LEADERSHIP FROM ROSA PARKS

P A G E

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HOW LEADERS HANDLE REJECTION

P A G E

6

LEADING YOUR PEOPLE THROUGH CHANGE

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P A G E

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THE AUTHORITATIVE SPEAKER

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9 P A G E

P A G E

22

COVER STORY

LETTER FROM THE AUTHOR & EDITOR

CAPITALISING ON CULTURAL DIFFERENCES

P A G E

8

P A G E

P A G E

ABOUT THE AUTHOR & EDITOR

OF

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AUTHOR & EDITOR ABOUT THE

THOUSANDS OF MANAGERS Nicholas C. Hill is a modern thought leader and international trainer. He is managing director for Hill Training Ltd, which specialises in senior leadership and management development. His training courses are the unique products of developing thousands of leaders, managers, and salespeople since 1996.

THOUGHT LEADER From 2012-2015, he founded, authored, and edited the digital publication Managerial magazine, which attracted over 12,000 subscribers and 200,000 views/downloads during its lifetime. The world’s foremost event management company, Success Resources Inc (Official Promoter for Richard Branson, Alan Sugar, Tony Robbins) endorsed and used Managerial magazine to promote its international events regularly during this period.

INTERVIEWER OF LEADERS As the editor for Managerial magazine, Nicholas Hill interviewed many celebrity leaders, including One Minute Manager Ken Blanchard; Environmental Attorney Erin Brockovich; Rich Dad Robert Kiyosaki; Reformed Wolf of Wall Street Jordan Belfort; Millionaire Maker Richard Denny; Father of Behavioural Modelling Wyatt Woodsmall; Master of Attitude Nick Vujicic; Prolific Storyteller J.John; Power Connector Judy Robinett; Twenty Million Pound Woman Lara Morgan; and Mister Customer Service Shep Hyken.

PUBLISHED AUTHOR Nicholas Hill has authored over 100 articles on the topics of leadership and management development. His articles featured in Managerial magazine and leading industry journals, including The Business Magazine, INLPTA Magazine, and Rapport Magazine. From 2015-2020, he wrote bimonthly alongside TV personality Bear Grylls and Olympic gold medallist Kriss Akabusi, as the

INTERNATIONAL LEADERSHIP & MANAGEMENT TRAINER

NICHOLAS C. HILL FCMI FInstLM FIC

leadership columnist for Sorted magazine, which is available in 350 WHSmith stores across the UK and in 22 other countries.

ORIGINAL MATERIAL Nicholas Hill has authored and designed over twenty senior management courses for Hill Training Ltd, each one spans two-days and is ILM accredited.

He incorporates over 500 original leadership principles across his portfolio, to promote the development of workplace culture. He adapts all theory to suit your modern workplace. His delivery style includes: Dž Facilitated Group Debate Dž Animated Delivery-Style Dž PowerPoint Slide Prohibited Dž Continuous Participant Engagement

QUALIFICATIONS Dž Dž Dž Dž Dž Dž Dž Dž

Licensed ILM Training Provider Certified Master Executive Coach Certified INLPTA NLP Business Trainer Former Dale Carnegie Management Trainer Fellow of Chartered Management Institute Fellow of Institute of Leadership & Management Fellow of Institute of Consulting Diploma Graduate of Higher Education

EXPERIENCE Management Experience Since 1993 Executive Coaching Experience Since 1996 Management Training Experience Since 2001 Author of 100+ Published Management Articles Professional Leader™ Magazine Founder, Editor, Researcher, and Author Dž Managerial Magazine Former Founder, Editor, Researcher, and Author Dž Sorted Magazine, Former Leadership Columnist Dž Interviewer of Celebrity Leaders & Entrepreneurs Dž Dž Dž Dž Dž

Nicholas Hill is an authority on the psychology of leadership and management.

DR WYATT WOODSMALL, Father of Behavioural Modelling Author of ‘People Pattern Power’ and ‘Timeline Therapy and the Basis of Personality’ 8

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AUTHOR & EDITOR LETTER FROM THE

INTERNATIONAL LEADERSHIP & MANAGEMENT TRAINER

NICHOLAS C. HILL FCMI FInstLM FIC

Welcome to Issue One of Professional Leader™

T

he mother of the civil rights movement, Rosa Parks, was a tremendous force for racial equality who became steadfast and tenacious in her pursuit of justice. Learn her essential lessons in leadership in this cover story.

In Leading Your People Through Change, you learn why it is essential to adapt to market demands and take the lead in times of change. We explore four keys to achieve these goals.

In Capitalising on Cultural Differences, you explore the importance of workplace integration. You then look at ways in which you can foster strong multicultural relations.

In How Leaders Handle Rejection, you will know the determiner that separates the weak from the strong. Here, you learn how to redirect any rejection and adopt alternative perspectives.

In The Authoritative Speaker, you discover four ways to improve your presentation skills, which will enhance your level of authority when leading meetings from the front of the room.

In Leading With Assertiveness, you uncover the difference between assertiveness and aggressiveness, as well as the consequences of not asserting yourself when needed.

In Timeless Wisdom from Dale Carnegie, you go behind the scenes of his classic work, How to Win Friends and Influence People, which has sold, to date, over 30M copies.

Therefore, I am pleased to introduce this new, biannual electronic magazine to you as a catalyst for your leadership development. Get ready to learn new ways to extinguish mediocrity, ignite excellence, and fuel mastery.

Enjoy reading!

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Your training showed me how to apply an APPROPRIATE FRAMEWORK to team leadership.

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Achievement™ Adaptation™ Coaching™ Compassion™ Diplomacy™ Efficiency™ Elevation™ Financials™ Intelligence™ Linguistics™ Negotiations™ Presentations™ Productivity™ Resilience™ Survival™

You have taken my leadership and management skills THROUGH THE ROOF! A. Tranfa Chief Diagnostic Manager BUPA

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Leading People Change

by Nicholas C. Hill

OVER FIFTY PER CENT OF BUSINESSES FAIL WITHIN THE FIRST FIVE YEARS, DUE TO A LACK OF FUNDING AND HIGH RUNNING COSTS. 14

PROFESSIONAL LEADER™

The Five Year Window

A

ccording to Fundura1, over fifty per cent of businesses fail within the first five years due to a lack of funding and high running costs.

In an interview with the Guardian, Theo Paphitis, the owner of Ryman Stationery, Robert Dyas Home Goods, and Boux Avenue Lingerie once declared his sadness for these failed entrepreneurs. The former BBC Dragon and entrepreneur commented on this fact, saying, ‘It’s a damning statistic, but it’s true’.2 1 Georgia McIntyre, Fundura, What Percentage of Small Businesses Fail? (And Other Need-to-Know Stats), November 20, 2020 2 Claire Burke, TheGuardian.com, 8 July 2014

SUCCESSFUL BUSINESSES DO NOT THRIVE JUST BECAUSE THEY OFFER AN ATTRACTIVE PRODUCT OR SERVICE BUT BECAUSE THEY ADAPT TO MARKET DEMANDS. Adapting To Market Demands Successful businesses do not thrive just because they offer an attractive product or service but because they adapt to market demands.

Your organisation’s future market share does not depend on your current income but your ability to keep up with the times. Especially in an unstable economy, you need to expect and prepare for change.

Researching and Developing Adapting to new market trends is much more challenging than new entrepreneurs imagine. Too many businesses crack under the strain of steering their ships through the choppy waters of market trends.

TOO MANY BUSINESSES CRACK UNDER THE STRAIN OF STEERING THEIR SHIPS THROUGH THE CHOPPY WATERS OF MARKET TRENDS.

Therefore, research and development are amongst your keys to survival in the cutthroat modern market.

Leading in Times of Change Throughout history, many iconic leaders have endured and affected change. Winston Churchill, Nelson Mandela, Martin Luther King, Jr, and Rosa Parks are among such leaders. Each one fought for worthy causes, stood firm amidst adversity, and introduced new schools of thought, which have

shaped our thinking today.

If you want to lead your people during the most challenging transitions, adopt the following change management principles right now.

1. Innovate Constantly Some products or services will eventually become redundant due to new market trends, competition, or legislation. Without constant innovation, you will never be able to keep up with paradigm shifts and may find yourself on a slippery slope before too PROFESSIONAL LEADER™

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BY SETTING INTERIM TEAM GOALS, YOUR PEOPLE CAN EXPERIENCE A SENSE OF ACCOMPLISHMENT WHILE THE CHANGE MANAGERS SHAKE AND UPROOT EVERYTHING ELSE AROUND THEM.

long. However, by embracing this discipline, you can meet market demands and stay at least one step ahead of your competition.

2. Sell Your Vision Team members, unlike leaders, seldom have acute visionary skills. Therefore, sell your vision of a brighter future to them. Communicate your passion for the change and demonstrate how it will positively affect each person in your organisation. Be sincere. Help them to see the dismal prognosis should operations remain the same.

Substantiate your vision and plans with evidence. When your people understand and believe in your vision, you 16

PROFESSIONAL LEADER™

will see a turnaround in their attitude towards the change.

can experience a sense of accomplishment while the

COMMUNICATE YOUR PASSION FOR THE CHANGE AND DEMONSTRATE HOW IT WILL POSITIVELY AFFECT EACH PERSON IN YOUR ORGANISATION.

3. Set Interim Goals No matter how well you sell your vision, the presentday shift will still adversely consume some team members. By setting interim team goals, your people

change managers shake and uproot everything else around them. Integrate collective interests with key performance indicators to make goal achievement personal and exciting for each of them.

ORGANISATIONS BEHAVE REACTIVELY WHEN UNFORESEEN CRISIS INFLUENCES THE CHANGE. ORGANISATIONS BEHAVE PROACTIVELY WHEN CORPORATE VISION INFLUENCES THE CHANGE. 4. Motivate Your Team If the present state of your organisation is under par, your people begin to get nervous about the future and start looking for employment elsewhere. Therefore, amid transitions, your productivity may plateau or decline. By motivating your personnel through the change, you will stabilise performance and promote morale within your organisation. Undertake team psychometric tests to understand their motivational drivers better.

controlling the transition that you want to see inside your workplace. Take your people on a journey of organisational change that inspires them and helps them grow alongside you.  Lead your people through change today with Hill Training Ltd. Contact us now: leaderadaptation.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

BY MOTIVATING YOUR PERSONNEL THROUGH THE CHANGE, YOU WILL STABILISE PERFORMANCE .

Continually Influencing Change Organisations behave reactively when unforeseen crisis influences the change.

Organisations behave proactively when corporate vision influences the change. Decide today to start

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Initiating Momentous Change

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Planning Change  Leading Change  Implementing Change  Managing Change 

DAY TWO

Leading People Through Change

TM

Embracing Change  Utilising Change  Communicating Change  Necessitating Change 

I can now strategise and engage my team during the change process.

C. Gregory Finance Manager THE CHILDREN’S SOCIETY 20

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I now know how to spot the early signs of resistance to change and then turn people around.

W. McFadden Group Financial Controller VOYAGE CARE LTD

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CAPITALISING on

Cultural

Differences

by Nicholas C. Hill

Solidarity In Diversity

WHEN YOU UNITE DIVERSE PEOPLE FOR A COMMON PURPOSE, YOU FOSTER UNITY BECAUSE EVERYONE WORKS TOWARDS A COMMON GOAL. 22

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our organisation needs a united team for optimal productivity.

Teamwork brings about collective successes. However, in our globalised world, cultural diversity has become a widespread workplace challenge. This phenomenon causes apparent differences from the outset, leading to frustration, conflict, and miscommunication. Therefore, how do you bridge gaps between team members from different cultures and utilise team diversity to improve your organisational performance?

Cultural Dilemmas On the surface, cultural diversity may appear to cause a dilemma in your organisation. Since it is not practical to divide your employees according to their cultural backgrounds, you need to embrace a different approach. Moreover, segregation only increases the divide. Instead, when you unite diverse people for a common purpose, you foster unity because everyone works towards a common goal.

YOUR PEERS WILL APPRECIATE THE GENUINE ATTEMPT TO CONNECT MORE DEEPLY.

Shunning Ethnocentricity Ethnocentricity is the act of viewing other cultures as inferior to your own. This philosophy is unacceptable in the workplace unless you want a fight on your hands.

While it is human nature to compare other cultural practices with your own, viewing your colleagues through biased cultural lenses could lead to misjudgement.

To nurture exceptional teamwork, encourage your team members to focus on their colleagues’ skills and strengths rather than their cultural practices.

ETHNOCENTRICITY IS THE ACT OF VIEWING OTHER CULTURES AS INFERIOR TO YOUR OWN. I have provided you with some practical tips below to help you improve relations in your multicultural team.

Tip 1 Research and learn the fundamentals of your colleagues’ cultures. Learn

to speak a few sentences in their languages. These acts are small but significant steps towards building bridges in your diverse team.

In most cases, your peers will appreciate the genuine attempt to connect more deeply.

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Tip 4 Be versatile and adaptable.

Remain open to new ways of communicating and behaving while still honouring your beliefs and values. You might be sceptical upon learning a new recipe, but you remain limited in your choices unless you taste the soup.

SHOW GENUINE CURIOSITY

BY ASKING QUESTIONS THAT DEMONSTRATE A DESIRE TO LEARN.

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Tip 2

Tip 3

On your breaks, speak to your diverse colleagues but change the subject from work-life to home-life. Show genuine curiosity by asking questions that demonstrate a desire to learn. Use open questions that solicit specific information about their beliefs, values, and practices.

Learn to listen more and talk less. Look your colleagues in the eyes when doing so to increase engagement.

Suppressing your need to speak from time to time is a discipline that comes through practice. Remember that you learn from the perspective of the observer and student as well as the practitioner.

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YOU MIGHT BE SCEPTICAL UPON LEARNING A NEW RECIPE, BUT YOU REMAIN LIMITED IN YOUR CHOICES UNLESS YOU TASTE THE SOUP.

Tip 5 Learn from previous cultural mismatches. Avoid seeing them as personal failures.

Instead, regard these experiences as lessons that

your team members belong.

Remember that everyone benefits when you express cultural sensitivity. However, be sincere. As you do so, you will strengthen team relations, which leads to greater

COMBINE POSITIVE TRAITS FROM OTHER CULTURES WITH YOUR OWN WHILE WORKING IN YOUR MULTICULTURAL TEAM. teach you what not to do in the future. Understand why there were mismatches previously and then commit to putting them right.

Summing up Combine positive traits from other cultures with your own while working in your multicultural team.

Continue educating yourself in the cultures to which

productivity and a happy working environment.  Capitalise on your cultural differences today with Hill Training Ltd. Contact us now: leaderdiplomacy.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900

YOU WILL STRENGTHEN TEAM RELATIONS, WHICH LEADS TO GREATER PRODUCTIVITY AND A HAPPY WORKING ENVIRONMENT Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

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Intimidating People  Annoying People  Infuriating People  Helpless People 

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Managing Toxic People

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Hostile People  Hurtful People  Selfish People  Unethical People 

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You provided excellent tools to solve conflict, which also helped put the theory into practise.

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NICHOLAS C. HILL’S ISSUE 1 COVER STORY

LESSONS IN LEADERSHIP FROM

Mother CIVIL RIGHTS MOVEMENT The

30

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of the

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The

CIVIL RIGHTS MOVEMENTBegins SO BEGAN OUR MODERN HISTORY OF FIGHTING FOR EQUALITY AND AGAINST RACIAL DISCRIMINATION.

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Leadership Lessons From Rosa Parks, by Nicholas C. Hill The Civil Rights Movement Begins

T

he ‘Mother of the Civil Rights Movement’, Rosa Parks, was an American activist who became well known for refusing to give up her seat to a white man on a bus on her journey home in

Alabama. The story garnered significant press coverage due to her controversial act. What ensued was the Montgomery bus boycott, which lasted 381 days and succeeded in the desegregation of bus passengers. So began our modern history of fighting for equality and against racial discrimination.

PARKS GREW UP UNDER THE THREAT OF THE KU KLUX KLAN AND WITNESSED ‘BURNING NEGRO CHURCHES, SCHOOLS, FLOGGING AND KILLING’.

THE JIM CROW LAWS, ESTABLISHED IN 1877, ENFORCED RACIAL SEGREGATION IN SCHOOLS, ON PUBLIC TRANSPORT, IN RESTAURANTS, AND EVEN AT DRINKING FOUNTAINS.

Under the Threat of Violence According to a manuscript

by Parks in the Library of Congress, Parks grew up under the threat of the Ku Klux Klan and witnessed ‘burning Negro churches, schools, flogging and killing (black families)’. She recalls

fear of their lives. In addition, the children would sleep fully clothed just in case the family had to take immediate refuge following a break-in.

Arrested and Fined

The Jim Crow laws, established in 1877, enforced racial segregation in schools, how her grandfather ‘stayed on public transport, in up to wait for them to come restaurants, and even at to our house. He kept his shotgun within hand reach at drinking fountains. Until December 1, 1955, these laws all times.’1 The family would remained unchallenged until board up all windows and an unknown young black doors for security’s sake, in woman protested about her right to stay in her seat while 1 Library of Congress, Rosa Parks, riding her bus home from Early Life and Activism, Early work.

Childhood Experiences, Page 6 PROFESSIONAL LEADER™

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The bus driver, James Blake, had asked Parks and other black passengers to surrender their seats so that white passengers could occupy them. While three black commuters agreed to the demand, Parks refused to do so. Blake had previously ejected her from the bus when she had been non-compliant.

However, on this occasion, he initiated her public arrest. Parks was emphatic with the arresting officers, saying, ‘Why do you all push us around?’ One officer answered, ‘I don’t know, but the law is the law and you’re under arrest.’2 Parks received a fine of $10 plus court costs.

Maintaining her spirit of rebellion, she snubbed the penalty.

MAINTAINING HER SPIRIT OF REBELLION, SHE SNUBBED THE PENALTY. Forging Alliances Parks soon joined forces with E. D Nixon to appeal against her conviction and overturn the law that governed segregation. Nixon was president of the Montgomery chapter for the NAACP (The National Association for the Advancement of Coloured People). They were both conscious of what lay before them and that hatred for the campaign would ensue.

2 Rosa Parks and Jim Haskins, Rosa Parks: My Story, Scholastic, Inc, New York, 1992, Page 89 34

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PARKS WAS EMPHATIC WITH THE ARRESTING OFFICERS, SAYING, ‘WHY DO YOU ALL PUSH US AROUND?’ ONE OFFICER ANSWERED, ‘I DON’T KNOW, BUT THE LAW IS THE LAW AND YOU’RE UNDER ARREST.’

Moreover, it was likely they would face continual death threats. Nevertheless, they relentlessly pursued their campaign. Before the arrest, Parks had worked extensively with the NAACP movement, such as the Scottsboro boys’ case, which involved two white women who had falsely accused nine black children of sexually assault.

demonstrated honesty and integrity over the twelve years they had worked together.

The reporters were unable to dig up dirt on Parks. ‘I had no police record, I’d worked all my life, I wasn’t pregnant with an illegitimate child.

The white people couldn’t point to me and say that there was anything I had done to deserve such treatment except to be born black.’ 3

Demonstrating Character Nixon stood by Parks when hounded by the press, believing that she was the ‘perfect plaintiff’, having

3 Rosa Parks and Jim Haskins, Rosa Parks: My Story, Scholastic, Inc, New York, 1992, Page 94

Continued on page 40

‘THE WHITE PEOPLE COULDN’T POINT TO ME AND SAY THAT THERE WAS ANYTHING I HAD DONE TO DESERVE SUCH TREATMENT EXCEPT TO BE BORN BLACK.’

NIXON STOOD BY PARKS WHEN HOUNDED BY THE PRESS, BELIEVING THAT SHE WAS THE ‘PERFECT PLAINTIFF’, HAVING DEMONSTRATED HONESTY AND INTEGRITY OVER THE TWELVE YEARS THEY HAD WORKED TOGETHER.

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‘I WAS NOT TIRED PHYSICALLY. NO, THE ONLY TIRED I WAS, WAS TIRED OF GIVING IN.’

Continued from page 35

SOME REPORTS CLAIMED THAT PARKS HAD REFUSED TO GIVE UP HER SEAT BECAUSE SHE WAS TIRED AFTER HER LONG WORKDAY AS A SEAMSTRESS. 40

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Widespread False Claims Some reports claimed that Parks had refused to give up her seat because she was tired after her long workday as a seamstress. However, this was a fallacy. In her own words, she writes, ‘I was not tired physically, or no more tired than I usually was at the end of a working day. No, the only tired I was, was tired of giving in.’4 4 Rosa Parks and Jim Haskins, Rosa Parks: My Story, Scholastic, Inc, New York, 1992, Page 88

Notable Achievements Parks continued to serve as an activist with the NAACP. Alongside her husband, she founded the Rosa and Raymond Parks Freedom Fund to assist young adults’ career development and educate them in civil rights matters. Her other honours included the Presidential Medal of Freedom and the Congressional Gold Medal.

The restored bus in which Rosa Parks sat for her editorial photograph on December 1, 1955 from Montgomery Alabama on Cleveland Avenue.

Leadership Lessons

Leadership Lesson 1

Revolutions start with rebellion. However, rebellion for selfish causes leads to war.

Rosa Parks rebelled against

Parks was steadfast and tenacious in her pursuit of justice. Despite facing much opposition and abuse

REVOLUTIONS START WITH REBELLION. HOWEVER, REBELLION FOR SELFISH CAUSES LEADS TO WAR. the bigoted Jim Crow Laws, which led to black oppression during her time. Such revolts pursue equality, impartiality, and the evolution of humanity.

from white supremacists, she persevered until she achieved her outcome. She knew the consequences that would result but was defiant until the end. By contrast,

DESPITE FACING MUCH OPPOSITION AND ABUSE FROM WHITE SUPREMACISTS, SHE PERSEVERED UNTIL SHE ACHIEVED HER OUTCOME. PROFESSIONAL LEADER™

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her contemporaries and ancestors had but tolerated the oppression through compliance.

impress people, and it certainly does not start a revolution. Forming principles, knowing why you hold them, and acting

FORMING PRINCIPLES, KNOWING WHY YOU HOLD THEM, AND THEN ACTING ON THEM CONSISTENTLY WILL SEPARATE YOU FROM THE PACK.

Leadership Lesson 2 Parks demonstrated the character of an exemplary leader through values that heal rather than hurt society.

She also expressed these values over a prolonged period. Behaving admirably on occasions does not

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on them consistently will separate you from the pack.

Leadership Lesson 3 As a professional leader, you can learn from Parks’ tenacious demonstration of civil rights by promoting or integrating equality

PARKS DEMONSTRATED THE CHARACTER OF AN EXEMPLARY LEADER THROUGH VALUES THAT HEAL RATHER THAN HURT SOCIETY.

your eyes on your vision, you are more likely to make the necessary sacrifices. It may take years before you see the change you want but remain resolute and never give up.  Learn how to promote and integrate impartiality in your organisation with Hill Training Ltd. Contact us now: leaderelevation.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

KEEP PURSUING WHAT IS JUST AND FAIR FOR YOUR TEAM AND LOOK DEFIANTLY INTO THE FACE OF BIGOTRY. and impartiality into your organisational culture.

Deliver presentations to your board on why it is necessary and how it eventually leads to team integration, morale, and greater productivity. By doing so, you begin to create ripples in the water. If you do it often enough, you will change the tide. If you are in senior management, then

remember that you determine the culture, so update your organisational values today and create rules by which you can work by those principles.

Final Thoughts Keep pursuing what is just and fair for your team and look defiantly into the face of bigotry. When you keep

YOU CAN LEARN FROM PARKS’ TENACIOUS DEMONSTRATION OF CIVIL RIGHTS BY PROMOTING OR INTEGRATING EQUALITY AND IMPARTIALITY INTO YOUR ORGANISATIONAL CULTURE. PROFESSIONAL LEADER™

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5. Bookings must be received before voucher expiry date and course delivery must be within 12 months of booking. PROFESSIONAL LEADER™ 6. This voucher cannot be used in conjunction with multiple enrolment discounts.

7. The named service is subject to availability and may be substituted at the discretion of Hill Training Ltd. 8. This voucher has a nil cash value, cannot be reused, and cannot be exchanged for anything else.

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LEADERS HANDLE

REJECTION

By Nicholas C. Hill

KNOWING HOW TO HANDLE REJECTION IS WHAT SEPARATES WEAK LEADERS FROM THOSE THAT ARE EXEMPLARY. 48

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Separating the Weak from the Strong

A

notable characteristic of leadership is the ability to face rejection, address it, and move on. You cannot lead people successfully without developing this ability. Great leaders influence change, which in turn triggers opposition. Take a leader

from any political party as a case in point. This reaction from your team or followers might involve the rejection of your proposal, actions, or instructions. Knowing how to handle rejection is what separates weak leaders from those that are exemplary.

Wallowing in Misery A typical response to rejection is to wallow in misery and

then resort to the hasty assumption that something is wrong with you. The act of rejection can throw you into a state of vulnerability.

Since security is an inherent

Consequently, you then lose your valuable identity along the way. After experiencing rejection, there is also a danger of becoming a defeatist instead of thinking

YOU HAVE THE CHOICE AND POWER TO ACCEPT REJECTION OR REFRAME ITS MEANING BY TAKING A DIFFERENT PERSPECTIVE. human need, you naturally search for a cause and remedy for the problem. However, if you believe the cause to be beyond your control and the remedy to be out of reach, then the act of rejection can lead to hopelessness.

Compensating for Shortcomings Rejection could prompt you to modify your personality traits to compensate for your perceived shortcomings.

resourcefully to facilitate your personal development. I will now share three ways to help you achieve the latter outcome.

1. Reframe the Meaning You have the choice and power to accept rejection or reframe its meaning by taking a different perspective.

You can let the experience drag you down to the depths of misery, or you can consider it as a vital tool in

AFTER EXPERIENCING REJECTION, THERE IS ALSO A DANGER OF BECOMING A DEFEATIST INSTEAD OF THINKING RESOURCEFULLY TO FACILITATE YOUR PERSONAL DEVELOPMENT. PROFESSIONAL LEADER™

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the course of your personal development. You must consciously decide to carry out the latter proposition.

You could reframe either the content or the context of your experience. To reframe content, ask yourself what else this experience could mean. To reframe context, consider other situations in which this experience might have been helpful.

people have rejected the tangible you. The first step is to accept that something you are responsible for fell short of expectations. Then pinpoint what precisely it was the other person rejected. This act will direct your thinking onto the ill-fitting piece of the jigsaw rather than demeaning the jigsaw itself. This approach is far more practical than indulging in self-pity.

THE FIRST STEP IS TO ACCEPT THAT SOMETHING YOU ARE RESPONSIBLE FOR FELL SHORT OF EXPECTATIONS.

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2. Redirect the Rejection

3. Ask Edifying Questions

Accept the fact that another person has rejected something you have said, done, valued, or believed.

However, rejection of behaviour, words or other intangibles does not necessarily mean that other

Questions direct focus. Asking yourself, ‘why do people hate me?’ will only lead your subconscious mind to provide you with suitable answers to the question. On the other hand, resourceful thinking is solution-oriented. Therefore,

PROFESSIONAL LEADER™

REJECTION OF BEHAVIOUR, WORDS OR OTHER INTANGIBLES DOES NOT NECESSARILY MEAN THAT OTHER PEOPLE HAVE REJECTED THE TANGIBLE YOU.

use leading questions, which presuppose that the situation is salvageable. Get into the habit of asking yourself questions with a helpful syntax, such as,

rejection can also be a catalyst for your personal growth. If you learn to handle rejection, you will adopt a skill acquired by some of the most prominent leaders in

KNOWING HOW TO HANDLE REJECTION IS WHAT SEPARATES WEAK LEADERS FROM THOSE WHO ARE EXEMPLARY.

Dž ‘How can I do this differently next time?’ Dž ‘What can I learn from this pain?’ Dž ‘What can I do to redeem myself?’ Dž ‘How can I change my behaviour to prevent this from happening again?’

the world and then lead your people without fear.  Learn how to handle rejection today with Hill Training Ltd.

A Catalyst for Growth

Contact us now: leaderresilience.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900

Rejection can be painful.

Furthermore, the pain can deepen if you entertain unhelpful thoughts about the experience. However,

Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

IF YOU LEARN TO HANDLE REJECTION, YOU WILL ADOPT A SKILL ACQUIRED

BY SOME OF THE MOST PROMINENT LEADERS IN THE WORLD. PROFESSIONAL LEADER™

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Passionate Leadership  Tenacious Leadership  Steadfast Leadership  Resilient Leadership 

It was very beneficial being able to regulate and even reassign my emotions when necessary.

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I now manage my emotions better, by understanding and responding to root causes.

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AUTHORITATIVE

SPEAKER

By Nicholas C. Hill

Sweat on Your Brow

I WOULD DELIVER PRESENTATIONS WITH MY HEART IN MY THROAT AND SWEAT ON MY BROW. 56

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s a professional leader, you may have made numerous presentations to groups of people. To become an authoritative speaker, you need to synchronise your mind, emotions, and body when facing your audience.

As a trainer, this is a learned skill for me today, but twenty years ago, I delivered presentations with my heart in my throat and sweat on my brow.

Becoming Authoritative Two millennia ago, the crowds who witnessed the words of Jesus of Nazareth acclaimed him for his authority, ‘The people were all so amazed that they asked each other, “What is this? A new teaching and with authority!’1 If people perceive you as an authority on a subject, they are more likely to buy what you are selling, even if your product is conceptual. Furthermore, 1 Mark 1:27, New International Version of the Bible

PEOPLE BECOME INSPIRED WHILE LISTENING AND WATCHING IF YOU ARE AUTHORITATIVE. people become inspired while listening and watching if you are authoritative. Therefore, what they see is just as important as what they hear.

Message Comprehension Your non-verbal communication dramatically influences your presentation skills. These meta signals can help or hinder the comprehension of your full statement. Your verbal and non-verbal cues need to harmonise with one another to be coherent. If your body does not synchronise with

your words, you convey mixed messages about your knowledge on the subject, no matter how articulate you are.

You can enhance your presentation skills in many ways. Here are just four recommendations:

YOUR INVISIBLE INTERNAL CONDITION BECOMES VISIBLE TO YOUR AUDIENCE THROUGH YOUR NONVERBAL COMMUNICATION.

1. Manage Your Internal State Your physiology exposes your attentional state as well as your emotional state. Your invisible internal condition becomes visible to your audience through your non-

verbal communication.

Furthermore, emotions are contagious, so by revealing any discomfort during presentations, your audience begins to share your feelings.

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UNTRAINED PRESENTERS HOLD THEIR HANDS STIFFLY AT THEIR SIDES, PLACE THEM IN THEIR POCKETS, OR GRIP THE LECTERN IN AN ATTEMPT TO PREVENT DISTRACTIONS. Therefore, your voice conveys authority only if your internal state can positively influence your physiology.

audience by engaging people individually. Use your head and face by smiling or nodding occasionally and by

USE YOUR HEAD AND FACE, BY SMILING OR NODDING OCCASIONALLY AND BY ESTABLISHING EYE CONTACT WITH AS MANY PEOPLE AS POSSIBLE. 2. Engage Your Audience You significantly improve your presentation skills and rapport with your 58

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establishing eye contact with as many people as possible in the room. Such affirmative gestures, when reciprocated and timed appropriately,

convey an appreciation of one another’s message.

3. Use Deliberate Gestures When presenting, always move your body deliberately rather than randomly.

However, if you are overly mindful of your physiology, your vocal characteristics can suffer, so practise in a safe environment. Untrained presenters hold their hands stiffly at their sides, place them in their pockets, or grip the lectern in an attempt to prevent distractions. However, some of these postures are acceptable when practised with variety. Just remember to provide your audience with animation rather than robotic movements.

polish your presentation skills to become a recognised authority on your subject.  Learn how to handle rejection today with Hill Training Ltd. Contact us now: leaderpresentations.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

4. Capitalise on Culture

In Summary

Your audience interprets your message according to the cultural backdrop. Therefore, when delivering to a foreign

When delivering presentations, you can build bridges or walls. If your body’s message appears incongruent

WHEN PRESENTING, YOU EITHER INSPIRE PEOPLE TO FOLLOW YOUR LEAD OR CAUSE THEM TO REJECT YOUR IDEAS ENTIRELY. or diverse audience, you should apply a cultural filter to your presentations. If you neglect to observe cultural differences, your presentation skills may unintentionally portray insensitivity.

with your speech, then your audience questions your authority. Consequently, when presenting, you either inspire people to follow your lead or cause them to reject your ideas entirely. Therefore,

IF YOUR BODY’S MESSAGE APPEARS INCONGRUENT WITH YOUR SPEECH, THEN YOUR AUDIENCE QUESTIONS YOUR AUTHORITY. PROFESSIONAL LEADER™

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Presentation Planning  Audience Reaction  Audience Interaction  Visual Aids 

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Audience Rapport  Stage Charisma  Stage Presence  Physical Space 

Your REAL-TIME FEEDBACK and coaching was immensely valuable, especially for gesticulations.

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You helped me to CONTROL my presentations in a professional and constructive way.

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63

LEADING ASSERTIVENESS

by Nicholas C. Hill

Infantile Assertiveness

MANY FACTORS MIGHT HINDER YOUR ASSERTIVENESS, SUCH AS INHIBITIONS, INSECURITY, OR PASSIVITY.

I

nfants and toddlers assert their needs and demands by murmuring, crying, or gesturing.

If the parent fails to fulfil the child’s objectives, the behaviour escalates to screaming, wailing, and kicking! If you are a parent, you will be familiar with this experience. As an adult, many factors might hinder your assertiveness, such as inhibitions, insecurity, or passivity. Furthermore, assertiveness demands more force and energy, which you might not want to exhaust.

Therefore, this behavioural characteristic is inversely proportional to maturity.

Maintaining Relationships You are a social being. You have an innate need to

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conform to societal standards and maintain relationships.

For instance, in your workplace, you may have rejected opportunities so you can retain or win the approval of others. You might have

Consequently, you may retreat even if your point is valid. Therefore, learn the art of diplomacy in any argument or debate to maintain good relations while still achieving your outcomes.

YOU MIGHT HAVE WANTED TO STAND UP FOR YOUR INTERESTS BUT INSTEAD GAVE WAY TO YOUR COLLEAGUES FOR THE SAKE OF TOLERANCE OR KEEPING THE PEACE. wanted to stand up for your interests but instead gave way to your colleagues for the sake of tolerance or keeping the peace. You assert yourself when you take a stand in an argument but at the risk of conflict and rejection.

Willingness To Fight Indifference is a lack of interest or concern in some issues and the unwillingness to fight or bring about change. When you express

WHEN YOU EXPRESS INDIFFERENCE, YOU ALLOW YOUR ASSERTIVE COLLEAGUES TO WIN THE ARGUMENTS EVEN IF THEY ARE WRONG. indifference, you allow your assertive colleagues to win the arguments even if they are wrong. If you are indifferent, these same people might lure you into agreeing with them, even if it means violating PROFESSIONAL LEADER™

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your values by agreeing with an undesirable course of action. Such changes create an unwelcome culture shift in your organisation, brought about by the assertive leaders, due to the indifference of others. Instead, establish core values for yourself and your team. Moreover, fight to uphold them.

Assertiveness Vs. Aggressiveness Assertiveness necessitates exemplary interpersonal

communication skills.

Without this ability, people may misinterpret your behaviour as aggression or coercion. Assertiveness is not aggressiveness. When exercised with interpersonal communication skills, the former enables you to get what you want through fearless eloquence while dignifying the opinions of others. The latter may help you achieve your outcomes but at the expense of your working relationships due to the force of hand associated with the expression.

PEOPLE MAY MISINTERPRET YOUR BEHAVIOUR AS AGGRESSION OR COERCION.

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ASSERTIVENESS IS NOT AGGRESSIVENESS. WHEN EXERCISED WITH INTERPERSONAL COMMUNICATION SKILLS, THE FORMER ENABLES YOU TO GET WHAT YOU WANT THROUGH FEARLESS ELOQUENCE.

Non-Conformity Vs. Rebellion An unswerving adherence to outdated standards is not advantageous, so learn to be a non-conformist when you need to challenge obsolete rules or procedures. However, there is a clear distinction between non-conformity and rebellion. When exercising the former, you refuse to comply with certain disagreeable rules or ideals. When practising the latter, you take action against such rules or ideals. Sometimes, situations demand that you adopt both attitudes. However, in doing so, consider the greater good of all stakeholders and the consequences of your actions.

Against The Tide By honing your assertiveness skills, you achieve your outcomes more often. While it may be more convenient to ‘go with the flow’, sometimes you need to swim against the

LEARN TO BE A NONCONFORMIST WHEN YOU NEED TO CHALLENGE OBSOLETE RULES OR PROCEDURES. tide to achieve greatness. In doing so, you exercise more will and determination than that of the crowd. If the goal is worth the effort, but you fail to assert yourself, you

live to regret your decision.

Assertiveness enables you to speak up, take calculated risks, and push yourself.

This attitude shapes your identity and consolidates your philosophy. When you act in this way, you escalate your career, take the lead, and embrace opportunities.  Learn to lead with assertiveness today with Hill Training Ltd. Contact us now: leaderassertiveness.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

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NICHOLAS C. HILL’S THOUGHT LEADER TRIBUTE

TIMELESS WISDOM FROM T H E M A N W HO P IO N E E R E D

THE HUMAN

ale arnegie

RELATIONS

MOVEMENT

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Winning FRIENDS

Influencing AND

PEOPLE Timeless Wisdom from Dale Carnegie, by Nicholas C. Hill

DALE CARNEGIE, THE FATHER OF OUR MODERN HUMANRELATIONS MOVEMENT, PROVIDED YOU WITH AN ARSENAL OF PRINCIPLES. 74

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s a former Dale Carnegie Trainer from 2001 to 2004, I often tip my hat, in my present-day masterclasses, to the man who played such a remarkable influence in my life. Dale Carnegie, the father of our modern human-relations movement, provided you with an arsenal of principles to develop your interpersonal skills at home and work. Therefore, it seems fitting that I share a little of his life’s story with you, as well as some of his timeless principles.

How to Win Friends and Influence People Leon Shimkin, from Simon & Schuster, witnessed Dale Carnegie’s course in interpersonal skills and was most impressed with his ideas. He offered him a publishing contract for a book with the working title of The Art of Getting Along with People. The same publisher had refused to print his earlier work, so Carnegie was eager to accept the offer and completed his manuscript two years later. The book went

to print in 1936 with the more intriguing name of How to Win Friends and Influence People, which received a remarkable response from readers worldwide and earned him his first royalty of almost $90,000. He soon attracted offers from newspapers to write their columns. The triumph of his book also helped him enrol many participants onto his training courses.

these ideas in yet another bestselling book entitled, How to Stop Worrying and Start Living. In this work, Carnegie

HE OFFERED HIM A PUBLISHING CONTRACT FOR A BOOK WITH THE WORKING TITLE OF THE ART OF GETTING ALONG WITH PEOPLE. How to Stop Worrying and Start Living As well as needing to develop people skills, Carnegie noted that many of his students struggled with anxiety.

Hence, he engaged them in interactive sessions to discuss the topic and created thirty principles to manage it. In 1948, he published

advocates seizing the day by separating it from the ‘dead yesterday’ and the ‘unseen tomorrow’. The book was a refreshing take on finding happiness and managing stress, which inspired multiple publications from other authors. The project led him to grow his organisation into one of the best training schools in public speaking.

IN THIS WORK, CARNEGIE ADVOCATES SEIZING THE DAY, BY SEPARATING IT FROM THE ‘DEAD YESTERDAY’ AND THE ‘UNSEEN TOMORROW’.

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respond with ‘no’ in every case. I would follow up with, ‘How many chapters have you read?’ Upon hearing a consistent ‘none’ as a second reply, it became evident that people are still quick to judge a book by the cover. With their permission, I would give them my synopsis using just two ideologies, which I now present as part of my portfolio of over 500 original leadership principles, which I have developed over 25 years: Dž Win friends by first becoming a loyal and trustworthy friend to others. Dž Influence people by developing an admirable reputation that stands the test of time.

How to Cheat Friends and Manipulate People I recall that in my early days of joining the Dale Carnegie organisation, I received much criticism from my peers who

regarded his first book to be a series of essays on ‘how to cheat friends and manipulate people’. I soon learned to respond immediately with, ‘have you read the book from cover to cover?’ People would

IT BECAME EVIDENT THAT PEOPLE ARE STILL QUICK TO JUDGE A BOOK BY THE COVER. 76

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‘WIN FRIENDS

BY FIRST BECOMING A LOYAL AND TRUSTWORTHY FRIEND TO OTHERS. INFLUENCE PEOPLE BY DEVELOPING AN ADMIRABLE REPUTATION THAT STANDS THE TEST OF TIME.’ Nicholas C. Hill

Timeless Wisdom In How to Win Friends and Influence People, Carnegie shared thirty essential human relations principles.

In my Dale Carnegie trainer’s training, my mentor

famous principles 1-10 are entitled ‘Become a friendlier person’. Principles 11-30 are less well known. Therefore, you will find below Carnegie’s principles 22-30, which have the title ‘Be a leader’. I have also provided you with

MY MENTOR DEMANDED THAT I LEARN EVERY PRINCIPLE AND RECITE THEM VERBATIM. demanded that I learn every principle and recite them verbatim. Even more problematic was the task of memorising each one in its correct order! Carnegie’s

reasons why you should consider incorporating them into your leadership style.

Continued on page 82

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Continued from page 77 Principle 22.

Begin with praise and honest appreciation Why: Before you communicate with a team member, remember that they may be expecting a new instruction or criticism for what they have done.

Instead, let your first few words offer supportive feedback.

SOMETIMES WE NEED TO SWALLOW OUR PRIDE AND WALK THE PATH OF HUMILITY.

Principle 23.

Call attention to people’s mistakes indirectly

CORRECTIVE FEEDBACK IS NECESSARY TO IMPROVE PERFORMANCE, BUT ONE WAY TO BREAK RAPPORT IS TO REMIND YOUR TEAM OF THEIR ERRORS AND MISDEMEANOURS CONTINUALLY. 82

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Why: Corrective feedback is necessary to improve performance, but one way to break rapport is to remind your team of their errors and misdemeanours continually.

Bring mistakes to your team’s attention through questions.

Principle 24.

Talk about your own mistakes before criticising the other person Why: Sometimes, we need to swallow our pride and walk the path of humility. In doing so, we embrace and demonstrate our imperfect humanity, which wins valuable trust and respect from your colleagues.

Principle 25.

Ask questions instead of giving direct orders Why: Questions are at the heart of coaching, which only became mainstream four decades after Carnegie’s death in 1955. When you ask questions, you facilitate the thinking of your team members.

Principle 26.

Let the other person save face Why: Many of us will do anything we can to avoid embarrassment. If you were to humiliate a team member, especially in front of their colleagues, expect unpleasant consequences, including resignation.

WHEN YOU ASK QUESTIONS, YOU FACILITATE THE THINKING OF YOUR TEAM MEMBERS.

Principle 27.

Praise the slightest improvement and praise every improvement Why: Productivity-minded leaders can make the mistake of focusing only on unit output while forgetting that their team members are emotive human beings who need encouragement and approval.

PRODUCTIVITYMINDED LEADERS CAN MAKE THE MISTAKE OF FOCUSING ONLY ON UNIT OUTPUT WHILE FORGETTING THAT THEIR TEAM MEMBERS ARE EMOTIVE HUMAN BEINGS. PROFESSIONAL LEADER™

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Principle 28.

Give the other person a fine reputation to live up to

Principle 29.

Use encouragement.

Make the fault seem easy to correct

Why: In our digital age, your reputation can flip 180 degrees within a blink of an eye, turning your life upside down. Therefore, become squeaky clean so your team members can model you and so your critics cannot dig up any dirt.

Why: When your team members practise new skills and learn new methodologies, they will occasionally stumble and fall. Stoop down, pick them up, and guide them on their journey of learning and discovery.

BECOME SQUEAKY CLEAN IF YOU WANT YOUR TEAM MEMBERS TO MODEL YOU AND YOUR CRITICS TO FIND NO DIRT. 84

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WHEN DEADLINES ARE PRESSING, OBLIGATIONS MAY TEMPT YOU TO GIVE DIRECTIVES WITHOUT CONSIDERING THE MOTIVATIONAL DRIVERS OF YOUR TEAM.

have failed in their attempts to erase the text from public memory, as it continues to attract readers and positively impact peoples’ lives 83 years after its first publication.  Win more friends and influence more people today with Hill Training Ltd. Contact us now: leaderlinguistics.com nicholashill.com sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

WHEN DEADLINES ARE PRESSING, OBLIGATIONS MAY TEMPT YOU TO GIVE DIRECTIVES WITHOUT CONSIDERING THE MOTIVATIONAL DRIVERS OF YOUR TEAM.

Principle 30.

Make the other person happy about doing the thing you suggest Why: When deadlines are pressing, obligations may tempt you to give directives without considering the motivational drivers of your team. Find out what gets each of them excited and link it to your instructions.

Summing Up Today, How to Win Friends and Influence People is one of the best-selling books of all time on personal development. Like the book

by Napoleon Hill entitled, Think and Grow Rich, this book has received its fair share of critics who have slammed its credibility.

However, commentators

TODAY, HOW TO WIN FRIENDS AND INFLUENCE PEOPLE IS ONE OF THE BESTSELLING BOOKS OF ALL TIME ON PERSONAL DEVELOPMENT. PROFESSIONAL LEADER™

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How to Win Friends & Influence People Dž Build rapport and popularity with your colleagues quickly and easily Dž Win people to your way of thinking Dž Increase your influence, your prestige, and your ability to get things done Dž Win new clients and new business Dž Become a better manager or executive Dž Handle complaints and avoid arguments Dž Arouse enthusiasm in your associates Dž Be a more entertaining conversationalist Dž And much more! © Nightingale-Conant, Inc.

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