Bargain Travel Agency

Many times we are put into situations where we are asked a
question and need to give an answer on the spot, or “think
on your feet.” It could be a sales or customer service
situation, your manager asking you for a progress report, a
request for your ideas on a new community project, or a job
interview.

During these times we can feel the pressure. Our heart
begins to race, we start to sweat, we feel our knees knocking,
or we want to hide under a rock. This is because sometimes
the answer we give could mean that big sale, the customer
being satisfied, a promotion or raise, or that dream job.

The following are five secrets to help you master your
“thinking on your feet” skills:

1. Listen

Many times when we are in a high pressure situation where
we are so nervous we really don’t hear the actual question.
Been there, done that. To make sure we understand the
question and give the right answer do the following:

• Breathe slower (Benefit: Relaxes body and mind).

• Look directly at the questioner. (Benefit: Increases
comprehension.)

• Ask questions (Benefit: increases clarity and shows you
are listening).

2. Pause to Organize

It is okay to pause. Pause to gather your thoughts. When
you pause you look and sound poised and in control.
Remember, there is power in silence.

3. Repeat the Question

This has several benefits:

* Buys you time to think.

* Communicates a complete piece of information.

* Allows you to take control of the question by rephrasing
the question to a more positive light if needed.

* Enables everyone, if in a public setting, to hear the
question.

4. Focus on One Main Point and Support It

The number one reason why we sometimes freeze up when
asked to think on our feet is because we have so many ideas
running around in our minds. We don’t know which idea to
mention.

Here’s the solution: Go with the first idea that comes to mind
and say it. By sticking with that one point you can focus on
two or three supporting points. You sound more direct and
confident when giving your answer.

5. Summarize and Stop (SAS)

End your answer with some SAS (Summarize and Stop). Give
your answer, summarize, and stop. Don’t apologize and
don’t ramble on beyond the finish. Try this trick: repeat the
essence of the question. For example, you may be asked,
“Why did you stop the project?” In your summary you
might say, “And that’s why we decided to start another
project.” Then stop.

Give your answer, let them know the end is near by saying:

“In summary…”

“In conclusion…”

Then simply stop. Remember SAS.

Apply these techniques so that you can become a master at
“thinking on your feet” and give great answers. You can
practice these skills by joining Toastmasters. In their
meetings they have an exercise called “table topics,” in
which you can practice this skill in a supportive
environment.

Ed Sykes is a professional speaker, author, and success
coach in the areas of leadership, motivation, stress
management, customer service, and team building. You can
e-mail him at mailto:esykes@thesykesgrp.com, or call him at
(757) 427-7032. Go to his web site,
http://www.thesykesgrp.com, and signup for the newsletter,
OnPoint, and receive the free ebook, “Empowerment and
Stress Secrets for the Busy Professional.”

Some time ago we had the privilege of working with a major UK government department to help them redefine leadership and to reappraise how they develop and encourage leaders. Faced with considerable challenges by the environment in which they operate and by their political masters, this department has decided that leadership is one of the keys to the achievement of the vision laid down by its chief.

We consulted widely with senior managers, and we shared the output of extensive enquiry amongst the bulk of the population of over 20,000 people. We exposed the senior managers to different models of leadership; we helped them to envisage the type of leadership required in their particular context, and we provoked them to identify the strengths and shortfalls of their current leadership style. In a lengthy series of drafts and re-drafts we worded as precise a description of leadership as we could whilst trying to meet the needs of all interested parties. For all the effort that went into this description it is glaringly obvious that the value of the exercise six months, one year or two years further on has little to do with words.

Exercise - creating consistency in leadership

This exercise is best suited to a top executive team. It will help them to present a consistent approach to leadership across their respective areas of the business. It is important, at the beginning, to clarify key organisational goals and strategy, and link these to an overarching purpose. For example, ‘the goal is to increase market share by 10% whilst remaining competitive on price and availability of product’. The strategy by which we will achieve this will be to develop customer feedback and a quick response to their needs’. The overall purpose is to continually seek to deliver what people want, not what we think they want.’

The exercise consists of answering the following 4 questions:

1. What are you leading people away from and towards?

This question is about goals and the pursuit of a clear purpose.

2. What is going to help you to steer a course consistent with each other?

This question is about staying ‘on message’ from day to day.

3. Specifically who are you leading?

This question helps identify key people who need to be included in up-front communication and who will be relied upon to provide leadership for others and to design and deliver the strategy.

4. How will you demonstrate leadership to these people?

This question is about the behaviours that will best help people to keep on track with the goals and purpose.

Allow plenty of time for the team to answer the questions, say an hour for each, and challenge any high level generalisations such as, ‘we will strive to be excellent role models’ by asking, ‘how specifically will you do that?’

At the end of the exercise everyone should be 100% clear about their role as a leader, and confident about being consistent with messages referring to goals, strategy and purpose. This exercise may throw up issues of inconsistency that may need to be addressed at a different meeting before doing this exercise again.

Quadrant 1 International help individuals excel at their work and with their personal ambitions.

We are business people with many years experience in senior management and entrepreneurial positions. We have trained, coached and developed hundreds of managers and directors to greater success. We are authors of several international best selling books on personal development, and often present at major events around the world.

Sign-up for our free newsletters at http://www.quadrant1.co.uk/join.php

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

The mere definition of innovation implies a break from the past, something new. However, one of the crucial aspects that many innovators fail to consider is the power of emotional attachment to existing products, methods and practices.

Two good examples include New Coke and British Airways.

Forced to address the issue of losing market share to Pepsi, Coke came up with New Coke only to find that existing customers equated Coke with America itself. Not only was Coke a symbol of America but Coke grew up with America in the Twentieth Century. It was as American as arrogance and Thanksgiving. Changing it meant tampering with people’s identity.

British Airways re-branded itself by taking away the national flag on its tailfin and modernising with designs of arts and crafts from around the world. Much to the chagrin of its customers and accountants. The outcry caused BA to rethink and revert back to its former true Brit self.

Emotional attachment is one of the factors that can be measured along the S-curve, a model for predicting the practical impediments that may inhibit successful innovations.

These topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com.

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author’s name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com