24 December 2025

Seeing Red Cars

Recommendation

By default, most people’s brains dwell on the negative – what they do not want to have happen – as opposed to the good things that could happen. Psychologists claim that people make their own reality. Those who think negatively will experience negative outcomes. Conversely, if you think positively, good things will happen. That’s the hopeful theory that trainer and consultant Laura Goodrich presents. She details how you can reorganize your thinking to be more positive and benefit greatly from the results. If you can follow her advice – somewhat dimmed by the book’s awkward phrasing and lack of organization – and utilize her numerous exercises and tools, you are almost certain to improve your mental state and to think more optimistically in the future. BooksInShort recommends the author’s sensible intent to help you and your team become more positive.

Take-Aways

  • People naturally focus not on the best possible consequences, but on the worst.
  • This habit springs from genetics, social conditioning and past experiences.
  • On average, 70% of a person’s thinking is negative.
  • A negative orientation often results in negative outcomes.
  • Thinking about positive outcomes can help make them happen.
  • With practice, dedication and effort, you can train your brain to think positively.
  • These efforts create new neural pathways to replace the ruts of negative thinking.
  • Rewiring your brain requires an organized system that involves carefully thinking about yourself, outlining your “wants” and taking specific action to achieve them.
  • Redoing your thinking is a radical change that takes time, patience and focus.
  • Organizations reap the benefits when their employees think positively.

Summary

Do You Think About Good Things, Not Bad Ones?

People naturally think about negative outcomes, not positive ones. And bad outcomes often afflict negative thinkers. On the other hand, great things frequently take place when people think positively. It’s as if you buy a red car and then see red cars all around you. That perception makes sense. You are so excited and proud about your beautiful new car that you think about it a lot. With your red car as your primary focal point, red cars start to appear everywhere. The message is, “You get more of whatever you focus on.” Imagine good things, and they’ll occur, but the same is true of bad things. The golfer who worries about hitting a ball into the lake will slam it into the water every time. If your attitude sets your direction, it makes sense to orient your thoughts toward a positive path. Take three steps:

  1. “Think it” – Promise yourself that you will actively think only positive thoughts and ponder only positive consequences. Be absolutely serious about this plan and regard it as a contract with yourself. Your goal: to actively control your thinking process.
  2. “See it” – Visualize the outcomes you want. See them clearly and in detail.
  3. “Do it” – Take positive action to achieve the outcomes you want. Persist. Work hard to affect the things that you can. Celebrate when outcomes go well. Plan your actions on a daily, weekly and monthly basis.

Get Out of Those Mental Ruts

Stay constantly aware of your thinking processes and mental habits. Do not slip back into the rut of negative thinking. People think 12,000 to 50,000 separate thoughts daily. Of these, 70% concern future outcomes they don’t want. Why? Dr. Ellen Weber, CEO of the Multiple Intelligence Teaching Approach (MITA) Brain Institute, explains that negative “social conditioning and life experiences” shape pessimistic thinking. Such common parental admonitions as “Don’t get hurt!” condition kids to think about negative consequences, not positive ones.

“Focusing on what we don’t want...is our natural tendency, and it’s been going on a long time.”

Additionally, many people think of themselves as undeserving of success or unable to achieve it. You must overcome that hurdle to begin to think positively.

How’s Your Amygdala Working?

The brain’s amygdala is in charge of “fear and concern” responses. It goes into fear mode in the presence of physical danger or emotional distress. Fear mode sparks the release of cortisol, a chemical that causes harmful physiological consequences. Humans can use positive thinking to bypass the amygdala’s fear mode. Thinking positively avoids the release of cortisol and, instead, conditions the brain to release serotonin, which correlates with “creativity, innovation and focus.” These are the opposites of fear and worry.

“Many people are simply unaware that their thinking is negative.”

The brain possesses the remarkable capability to create new neural pathways. Through positive thinking, you can prompt your brain to rebuild itself. The process of neural change is dynamic, not step-by-step, so think optimistically at all times. By so doing, you can “rewire your brain” and experience more positive outcomes.

Start Out Small

Do not try to make dramatic changes in your thinking overnight. That would trigger the amygdala and the release of cortisol, with all its negative consequences. Instead, stretch yourself mentally, but in a small way. Involve yourself in new activities, including the development of new skills. Face your fears and work hard to overcome them. Be specific about what you hope to accomplish in the various areas of your life.

“More important than the words you say to others are the words you say to yourself.”

Picturing positive outcomes for upcoming events can help them turn out that way. To illustrate how this visualization technique works, brain scientist Alvaro Pascual-Leone had two research groups play the piano. The scientist taught one group which fingers to use to create certain notes and had them practice for “two hours a day for five days.” The other group also learned which fingers to use to create the notes. For two hours a day for five days, they imagined playing while listening to those notes being played. Later, both groups performed the notes on the piano, and both learned to play the piano equally well.

“One thing leads to another, whether it is positive or negative.”

Visualization is not complicated. Picture yourself successfully doing what you hope to accomplish, for example, giving a great speech. Visualize this with detail and clarity.

Avoid negative people. Seek positive companions, and associate with them. Four states cause mental unrest: “volatility, uncertainty, complexity and ambiguity.” To counter them, maintain a clear vision of what you want to accomplish. Help yourself with visual cues – memory triggers that remind you about your new mental journey. The “red cars” parallel can come in handy. Some people put on red clothing to remind themselves to think positively. Others arrange red objects in their workplaces as mnemonics.

Some Practical Exercises

To be a positive thinker, you first must understand yourself. Create these lists and worksheets to fulfill the six steps of the “Red Car Toolsheet”:

1. “Passions/Interests and Strengths”

Begin by writing down your passions, interests and strengths. Research indicates that only 20% of people actively use their personal strengths on a daily basis. To identify your strengths, consider which categories you might fit into, for example: “Achiever” – You always want to put points on the board. “Command” – You like to run things. “Deliberative” – You are a methodical thinker. “Includer” – You enjoy bringing people together. Your passions and interests bring excitement to your life.

2. “Passions/Interests, Strengths and Values”

Add your values to your list. Select meaningful principles that have a direct impact on your next task, listing your important goals. Common values include courage, determination and integrity. Include five values on your worksheet.

3. “Bucket List”

Brainstorm the things you want to do or accomplish. Then create a list of your goals.

4. “Well-Rounded Wheel”

Create a diagram with a small oval in the center and spokes emanating outward. On each spoke draw a circle depicting a broad category of your life, such as relationships, health and fitness, career, spirituality, education, and so on. Draw a black dot on each spoke to mark how well you are doing in that category. The nearer the black dot is to each circle, the better you’re doing in that area.

5. “Well-Rounded ‘I Want’ Statements”

After thinking carefully about all the above topics and exercises, and writing your responses, create a series of “I want” statements for each major life category. Examples: Money category – “I want to invest the maximum percentage allowed into my 401(k) plan.” Career category – “Within the next year, I want a career that I enjoy, where I feel challenged and valued.”

“Feedback is...the most powerful tool to move you along...toward what you want.”

Be crystal clear about what you write down. Make your “I want” statements “positive and affirming.” They need to be “specific, measurable” and based on a “timeline.” Thus, “I want to read more” is not effective. Instead, write: “I want to read 20 pages a day.”

Base your “I want” statements on your “passion, strengths and values”; your professional competence and skills; and on outside factors that affect your goals, such as technological advances and marketplace considerations. Do not think short term.

6. “Bridge Worksheet”

For your next self-discovery exercise, create a Bridge Worksheet. This depicts four categories that form a “bridge to a well-rounded you.” List your current situation (for example, “I work out sporadically and am in pathetic shape”); what you wish to achieve (“I want to make X amount within the next 18 months”); what you “must have” (“I want to plan one special family/friend activity a month”); and what would be “nice, but not necessary” (“I want to invest at least 10% of my income in the stock market or real estate market each month”).

“Changing deeply ingrained habits and achieving our ‘I wants’ requires time, effort, discipline, and physically planning, tracking and checking off action steps daily, weekly and monthly.”

Relate your “want” statements, your current situation assessment, your must-haves and your nice-but-not-necessary listings to the categories from your wheel diagram, and create timelines for each item. Writing everything down will focus your thinking and planning.

Spell Things Out

Be completely clear with yourself regarding your “I want” statements. Otherwise, your subconscious mind may undermine your efforts to become a more positive thinker, and “I don’t wants” might sneak back into your thinking. Personal awareness is all-important. Being aware of your thoughts and motivations helps you control your life. When you are not alert, your subconscious takes over and keeps you in a negative mode. How you think about your work affects how you think about your life and how you interact with others. The “I wants” that relate to your profession function as a compass, orienting you and helping you deal with situations that arise and personalities you must handle.

“Awareness is key. Without awareness, past experiences and subconscious social conditioning win.”

Listing your “I wants” on a piece of paper is not enough. You also need a formal plan of action to achieve them. Attempting to rewire your brain to think more positively is a bold undertaking. Developing your current way of thinking took years, so don’t expect your mental patterns to change overnight. You will need an action plan that you can monitor on a “daily, weekly and monthly basis,” checking off your various steps as you complete them. Expect to take at least “six months to a year or more” to change your thinking.

“Action Traction” Worksheet

To fulfill your “I want” lists, create an Action Traction worksheet. List your “personal must haves” and your “professional must haves,” along with the action steps necessary to make them happen. This worksheet helps you close the gap between planning and action. When you act and achieve, you create “new pathways” in your brain. Moving ahead, however, requires additional action steps. Break your primary goals down into discrete action steps in an organized way. If you are not organized, you will accomplish little or nothing. Plan your activities along whatever timeframe makes the most sense: daily, weekly or monthly. For example, if you put “read 20 pages a day” as an “I want” item, place it on your daily to-do list. Then, on your Action Traction worksheet, note, “Read one or two books a month.” Post actions that relate to all your “I wants.” To implement your program, follow these helpful tips:

  • Never end your day, your week or your month until you have determined what you want to achieve the following day, week or month.
  • Never “plan a meeting or conversation” until you first define your goal for that activity and visualize achieving that goal.

Constructive Feedback Is Helpful

Ask your friends, family members or work colleagues to provide feedback on your progress toward becoming more positive. Many people find it difficult to ask. Don’t be afraid. Tell people you hope to improve yourself and need their help. If you can’t find others to help, be prepared to ask yourself important questions on a periodic basis: “What lessons have I learned?” “What has worked?” “What hasn’t?” Only attempt to make a few changes during a set period of time. The best way to speed your own change is to help others accomplish their goals.

These Mental Techniques Also Are Useful for Teams

The exercises described above work for individuals and for teams. Teams who follow the self-assessment process and list the “wants” that come up can secure valuable clarity on who they are as a group and what they want to achieve. Team members can proactively work through these exercises or use them to help members who get offtrack.

“People have to want to change.”

Your organization will benefit when everyone adopts the “Red Car” thinking approach. To reshape your culture positively, teach everyone to “focus on wants,” not on worries or fears. Such a transformation can be hugely energizing.

About the Author

Laura Goodrich co-owns Impact Productions and is a radio, film and television host.


Read summary...
Seeing Red Cars

Book Seeing Red Cars

Driving Yourself, Your Team, and Your Organization to a Positive Future

Berrett-Koehler,


 



24 December 2025

Trading Chicago Style

Recommendation

This book is a series of discussions between author Neil T. Weintraub and some of the most successful people trading on the Chicago markets today. Like the trades, the information flies fast and furious, and one trader’s ideas may completely contradict another’s. But most seem to agree that the keys to successful trading are discipline, psychological stability and a solid understanding of risk management. You will succeed in the Chicago markets if you keep your cool and stick to your system, no matter what’s happening. This chat-happy book offers many perspectives, ideas and experiences from extremely knowledgeable sources. The uninitiated reader might find it difficult to follow some of the more jargon-laden discussions and the initiated reader might find the chattiness to be disturbing or irrelevant. But regardless of which category you’re in, BooksInShort recommends this book as a valuable introduction or a helpful trade manual.

Take-Aways

  • Trade defensively - without capital you won’t last a day as a day trader.
  • Trade unemotionally - the market doesn’t care whether you win or lose.
  • Analyze the pros and cons of pit trading before you get involved.
  • A fine line separates a successful trader and an unsuccessful trader.
  • Trading is a profession - don’t treat it like a hobby.
  • Electronic trading will smooth your entrance to the more established markets.
  • The best and worst traders have bad days in the pit, but only the best traders make it a point to learn from their bad days.
  • The best trader is the one with the most discipline.
  • The best time to start trading is straight out of college.
  • Before you start trading, make sure you have a firm grasp on the principles of risk management.

Summary

Trading Chicago Style: Yesterday and Tomorrow

The phrase "trading Chicago style" - with its images of screaming, arm-waving people - used to strike fear into the hearts of the uninitiated. For the most part, trading Chicago style is still the same as it ever was. But it is on the verge of change. Like every other financial institution, Chicago is feeling the heat of the fireball known as the Internet. Electronic trading has started to widen the marketplace in every way. Locals soon will begin to leave the pits and settle in behind computer terminals. The traditional hours of the pits will be abolished. People will trade any time they want, morning, noon, or night. New traders will establish themselves more easily. Finally, the premium on market information will rise quickly.

What Traders Can Learn From Gamblers

Pretend you’re gambling on a football game. Will you bet on the team with the better offense, or defense? What if you knew that no Super Bowl champion has ever ranked in the bottom twentieth percentile of the league, defensively? No matter how poised the quarterback or coach, if the defense is weak, the guy calling the shots will lose his composure. He’ll start calling plays out of desperation. He’ll let too much emotion creep into his decision making. He might even abandon his decision-making process entirely. In short, bet on the team with the better defense.

“It’s amazing how people will spend years of study and thousands of dollars to become a lawyer or a doctor, but somehow they think they can enter the high-income profession of futures trader without doing a bit of preparation.” [Gant D. Noble]

Now pretend you’re speculating on the market. Are you going to play with an offense- or defense-minded strategy? Easy - play defense. You won’t win big overnight. In fact, you might lose a lot, especially in the beginning. But you’ll always have enough capital to keep playing. Capital preservation is the key to speculation.

“The stock and bond industries have reached the same position that futures were in twenty years ago. An unprecedented bull market has shattered every ’fundamental’ rule in the stock market.” [Gant D. Noble]

Take pointers from gamblers’ record keeping. Most gamblers are losers. Most traders are, too. You don’t hear about the losers, though. You only hear about the lucky ones. Forget them. Luck doesn’t last. You will do better by being consistent, by tracking your wins and losses, and by riding percentages instead of hunches. Trading is a long-term game. The trick is to survive.

Pit Trading: The Agony and the Ecstasy

Pit trading is like a roller-coaster ride. You don’t know what’s waiting around the corner. You could find a huge drop, a loop, or a steady climb. The ride might end far sooner than you thought. You can gather some information before you actually strap yourself in and try it, though - information that can help you decide if you can handle the ride.

  • You get to be your own boss. Your trades are your own, to have and to hold, in sickness and in health. Regular paychecks, however, are not. You might get paid like a king one week and like a beggar the next.
  • The pits will reward you with a nice-sized commission reduction. But you won’t see the perks or benefits that you’d get from a corporation.
  • You’re in the driver’s seat. If you win, the money, the confidence, the excitement, all belong to you. But if you lose, you’re all alone. No one is there to buck you up. This can be terribly isolating.
  • At day’s end, exact figures tell you how good it was. On the other hand, they tell you exactly how bad it was, too.
  • You can show up, eat lunch, and take vacations when you want to. But when you’re in the pit, you have to scream, stand, and hustle. The pit can (and will) punish you physically.
“A trading system or method, in effect, creates an objective, consistent frame from which to make your trading decisions. Emotion and lack of discipline are the primary reasons that most traders fail.” [Doug Patrick]

If pit trading is not your style or speed, don’t even think about it.

Successful Traders vs. Unsuccessful Traders

If you follow a baseball, you begin to notice the little things that separate an all-star shortstop from a mediocre one. The all-star shortstop starts each play on his toes, watches every ball and communicates effectively to keep the defense moving fluidly. But the mediocre shortstop doesn’t pay attention to the details and nuances of the game. Therefore, his success level is lower. His paycheck is, too.

“In the end, nothing can take the place of a trader analyzing and combining all the data into his own winning pattern.” [Gant D. Noble]

Successful traders are a lot like all-star shortstops. They take care of the little things, and always play to win. They:

  • Have worked out a trading strategy. They respect this strategy, know it works, and never deviate from it.
  • Find a good technique, and use it continually.
  • Are solid as a rock - emotionally, physically, and financially. Greed, fear, and panic are not in their vocabularies.
  • Find ways to get more information than anybody else.
  • Trade - while others talk about trading.
  • Play the game without worrying about the results. They know that solid play will lead to a winning season.
“The markets are a better source of information on what is going to happen in the markets than any news media.”

At the same time, unsuccessful traders are a lot like mediocre shortstops. They make errors because they aren’t prepared. They:

  • Lack discipline.
  • Trade in an emotional way.
  • Use a strategy is that is non-existent or continually changing.
  • Don’t have enough money to take the right risks.
  • Don’t honor the information-gathering process. Therefore, they don’t get enough information to make responsible decisions.
  • Blame everyone but themselves when things go wrong.
“Technical analysis results generated by today’s trading software should be viewed as decision-support information and cannot substitute for sound decision making itself.” [Louis Mendelsohn]

Just as you would advise a child who likes to play sports to emulate the all-star shortstop, watch and learn from the best traders. And just as you would teach your children that they must prepare themselves to fail, remember - you will fail at trading too, especially at first.

10 Rules for Trading

  1. Like any other profession, you’ve got to practice trading if you want to get better at it.
  2. Being uncomfortable is part of the trading process. You will probably be uncomfortable for your entire career. Make this discomfort productive.
  3. Meet other traders and try to pick up on their unique qualities. Everyone is different, has different quirks, and has different things to teach you. Pay attention.
  4. Study disciplined traders, then emulate them.
  5. When you’re in the pit, try to get a rhythm going. Don’t break this rhythm by leaving the pit.
  6. Have goals, but only work on a few at a time. Too much happens in and around the pit for you to focus on more than a couple things at once.
  7. Your work habits are more important than winning big on one trade. Chances are, you will win big over the long run with solid work habits.
  8. Learn, learn again, and keep learning.
  9. Understand computers.
  10. Remember that there is a huge gap between theory (trading systems) and practice (real world trading).

Electronic Trading

If you are an exceptional trader to begin with, developments in electronic trading should make you happy. Electronic trading will allow you to trade in several pits at once, and to compete with the local traders who are rubbing elbows with the big brokers.

“Investing should be less like rocket science and more like golf: In the end, it doesn’t matter how you get there; all that matters is how you score.” [Thomas R. Peterson]

If you’re relatively new, electronic trading will ease your entry to the pits. Making a name for yourself in some of the more established and liquid markets is very difficult. It costs money and time. But with electronic trading, the financial world will take newcomers as seriously as veterans. For the common trader, electronic trading will make life easier. No more standing around all day, no more screaming your throat molten-lava-raw.

Different Kinds of Traders

Most traders have inherent flaws or weaknesses that keep them from achieving maximum return from the market. Therefore, you must know what kind of trader you are. The following list can help you find out. Be honest with yourself - it’s the only way to improve.

  • If you get too nervous at the first sign of profit and collect on it immediately, you are a timid trader. Timid traders allow fear to rule their trading lives. They miss a lot of opportunities.
  • If you trade for the thrill and excitement of the game, you are a gambler. Gamblers don’t come in with set agendas or systems; they usually shoot from the hip and disregard risks. If you’re a gambler, be prepared to lose a lot of money in a hurry.
  • If you don’t worry at all about losing money because you know that tomorrow may be your day, you are an optimist. Unfortunately, if you don’t work hard to be critical and fix certain flaws in your game, you always will lose money.
  • If you take losses too personally, you are a victim. This self-defeating attitude only leads to perpetual failure. The market is not set on your personal ruin; it has much bigger fish to fry.
  • If you blame everyone but yourself, you are a blamer. Take responsibility, or you will be run out of trading.
  • If you can’t pull the trigger, or if you don’t trust your own judgment, you are a doubter. Build some self-confidence, or the market will swallow you.
  • If you have a good, solid system and you follow it every time; if you can handle losses objectively; if you are relaxed, and don’t lose your cool, then you are the best kind of trader: a disciplined trader.

How to Get Started

Like any job, it’s best to learn day trading from the bottom up. Start fresh out of college. That way, you will understand all the complex workings of the system in which you hope to make your money. If you’re planning to start trading in mid-life or beyond, however, your primary concern needs to be with your funding. Don’t fund your trading excursions with money that you will need to pay off debt.

“The most fundamental skill a trader can acquire is the ability to truly accept the risks inherent in trading.” [Mark Douglas]

Also, develop your own system rather than buying one. If you developed a world-class system, would you sell it? No. You would use it yourself. The best systems are the ones that people keep to themselves. Systems that you can buy are on sale for a reason. Be skeptical of them.

Finally, understand risk management. Along with psychological toughness and backup capital, it is the key to successful trading. Don’t risk too much when you get started. Risks per trade should not exceed 3% of your trading equity.

About the Author

Neil Weintraub, author of the best-selling Tricks of the Floor Trader , has years of experience as a floor trader and Commodity Trading Adviser. He currently teaches his own day-trading method to floor traders at the Chicago Mercantile Exchange.


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Trading Chicago Style

Book Trading Chicago Style

Insights and Strategies of Today's Top Traders

McGraw-Hill,


 



24 December 2025

The Next Level

Recommendation

Scott Eblin's book offers valuable advice to the newly arrived member of the management team about how to navigate in unfamiliar, executive territory. He argues that your success will depend on how you operate at your peak level, and how you reach and maintain that optimal state, rather than on the actual nuts and bolts of getting projects done. He provides transcriptions of coaching sessions with executives in transition and each chapter ends with "ten tips" – a useful summary of the ideas and behavior you'll have to learn to succeed in your new role. BooksInShort recommends this manual to managers who want to move up in the ranks, and to executives new and old – for whom its tips will still be useful.

Take-Aways

  • The top level in any company is the executive team.
  • At the executive level, the accomplishments of the group are more important than those of the individual.
  • Focus on the goals of the company as a whole, not just those of your department.
  • Move away from your area of "functional" expertise toward a company-wide view.
  • Relinquish control by building an extremely capable team.
  • Use influence rather than power to get things done.
  • Your way is not the only way to accomplish tasks and reach goals.
  • Foster collaboration among your executive peers just as you do within your team.
  • To maintain peak performance, build renewal routines into your schedule.
  • Work against any tendencies toward self-sabotage.

Summary

From Manager to Executive

When managers are promoted to the executive level they often receive no guidance about what the organization expects from them. They must abandon their old habits of thinking and behavior, and develop "executive presence," which consists of these attributes:

  • "Personal presence" – Developing confidence, energy and communication skills.
  • "Team presence" – Working cooperatively, defining tasks and becoming accountable.
  • "Organizational presence" – Relying on peers, seeing the big picture and leading.

Developing Confidence

Being promoted to the executive ranks means making big changes in your attitude toward yourself and your work. You are bound to feel uncomfortable – if you don't, as the saying goes, you're not paying attention. However, try not to let the new experience undermine your confidence. Timid people make poor executives; they micromanage and dither, or they overcompensate and push people around.

“It's not just about you and your to-do list anymore.”

Thus, you must develop "grounded confidence." As Aristotle said, "We are what we repeatedly do. Excellence, then, is not an act but a habit." Decide what you wish to achieve, and choose the habits and personal attributes that will help you reach your goal. At the same time, identify and let go of traits that block your progress. Minimize self-criticism, negative thoughts and self-deprecation.

“Identify the key tactical behaviors that, if regularly repeated, will lead to a transformation in the level of confidence you project with your fellow executives and in the organization as a whole.”

Some of the behaviors that were strengths in your previous position may now drag you down. For example, your technical expertise may have led to your success, but now you have to become a leader and delegate the "functional" work to others. Resist the "pull of the comfortable."

Renewing Your Energy

Many executives think they should be like marathoners, who can run for as long and as fast as possible. In fact, though, they should be more like sprinters, who put everything they've got into a short burst of speed and then recuperate. When you schedule time in your calendar away from work, you'll not only be calmer but you'll also have a chance to refocus on the big picture. Find the zone between being overwhelmed and being apathetic – the state that athletes call "flow."

“Most of us know we're operating at our best when we feel comfortable, engaged and effective.”

Follow the steps of the "Life Goals Planning System," or Life GPS, to keep your energy and productivity at their highest:

  1. List your strengths and favorite activities – your actual ones, not the "shoulds."
  2. Identify a few behaviors to repeat regularly in each of four areas: "mental, physical, spiritual and relational."
  3. Set goals for your home, work and community life. What would your life look like if you were always performing at your best?
  4. Review and "recalibrate" the first three steps of your Life GPS regularly.
  5. Maintain perspective. "You are not your job. You are who you are."

Communication Skills

What you say as an executive has a great impact. Martin Carter, president of Hydro Aluminum North America, remarked during a visit to one plant that its maintenance budget looked a little high. The next thing he knew, the plant managers had made drastic cuts – which wasn't at all what he had intended. To encourage dialogue, some executives deliberately present themselves informally to subordinates. They adopt an "affiliative" communication style, in which they acknowledge errors and ask employees questions.

“As an executive, you are now expected to contribute to defining opportunities and solving problems for the organization as a whole, not just within your functional area of expertise.”

Senior executives like your boss probably have even less time in their schedules than you do. Don't wait for your boss to tell you what he or she wants. Use the following three questions to structure your communication:

  • "What" – Which information is most important, in what level of detail and in what format (voicemail, e-mail, memo, etc.)?
  • "So what?" – Why is this information important?
  • "Now what?" – How should you act on it? What are your goals?
“At the executive level, you are playing on a bigger and broader field, but with less information and control than you had as a functional leader.”

Promote your team to other executives – don't assume that good work will speak for itself. Warning: Promoting your team is not the same as promoting yourself, which is a turn-off. When you have the opportunity to meet with senior executives, ask open-ended questions to find out about their priorities and how you can address them. To make a good impression do the following:

  • "Keep it crisp" – Practice an "elevator speech."
  • "Speak in terms of solutions, not problems" – Avoid "catastrophizing."
  • "Establish the context" – Explain your metrics, the economic environment in which you're operating and other relevant information.
  • "Focus on what, not how" – Your superiors are less interested in the steps you took to accomplish something than in what you actually achieved.
  • "Tell a story" – People enjoy stories about challenges and how those on the frontlines overcame them, something you do every day as an executive.

Working Cooperatively

Although self-reliance may have served you well in the past, you will not succeed in your new executive role if you insist on handling all the details. Don't let ego prevent you from delegating. Similarly, competitiveness may have moved you through the ranks – but at the executive level, you're part of a team. You add value by "either facilitating or interpreting the work of others." Make your team work by taking these actions:

  • "Get the team involved in shaping goals" – If all of your team members contribute to goal-setting, they will each feel personally responsible and emotionally involved.
  • "Encourage team problem solving" – Resist the temptation to resolve conflicts "off-line." The team needs the experience of working through problems.
  • "Cultivate a diversity of views" – You're not the only one with good ideas.
  • "Promote honest feedback" – Seek out and reward people who will tell you honestly what they think.
  • "Show respect and earn trust" – Linguist Fernando Flores says that to gain trust you must cultivate "sincerity, credibility and competence."

Defining Tasks

Learn about the organization's goals – as your boss interprets them. Communicate these goals to your team, so they understand exactly what you expect and what they must accomplish. The team members don't have the same opportunity you do to meet with senior executives, so you must perform "perspective transference," from the senior executives to the employees. This is your most important role on the team (since the members will be doing the actual work).

“Reframe your definition of what your daily contribution to the result should be: It should be about influencing others to create the result, not creating the result yourself.”

Explain to the team what your involvement will be, including at what stages you want them to present projects to you for review or advice. One executive uses the metaphor of a boat: His job is to navigate, while the team members run the engine. In addition, giving "good people the space to develop" will enable you to identify the next generation of executives.

Becoming Accountable

"Responsibility" differs from "accountability." At the executive level, you supervise too many projects to be involved hands on with all of them. Still, you're accountable for them. Thus, you must be able to trust your team absolutely. If their work is poor, the blame is yours for having chosen them. And your boss won't care why the work is poor; he or she will just want it fixed. Making a team run smoothly is difficult. Problems arise. You must re-evaluate decisions and tweak processes. Establish systems and criteria for monitoring your team's progress.

Relying on Executive Peers

Eighty-two percent of the respondents to a Corporate Leadership Council study said the reason executives fail is that they don't create relationships with their peers and subordinates. New executives tend to suffer from "vertical tunnel vision" – they look up to their bosses and down to their subordinates. They forget to look "to the left and right." As an executive, you are in two teams – your "functional team," whose work you direct, and the executive team. As well as managing up and down, you must learn to manage "sideways" – which needs quite different skills. You can't exercise authority; you must persuade.

“The work doesn't speak for itself; you have to speak for the work...[keep] the results of your team's good work in front of your boss and your boss's senior executive peers.”

Meet with every member of the executive team to become acquainted, and learn about his or her role. Ask open-ended questions, and demonstrate your sincerity and willingness to learn. Once you understand the people and the issues, establish your credibility by taking action to make your peers' work lives easier. For example, one new CFO reorganized his company's budgeting process, which had previously caused months of acrimonious debate. The new process saved time and gave each department what it needed.

“Determine what is most important to the big-picture strategy of the organization and then determine what contribution your part of the organization must make to that strategy.”

Your relationship with the members of the executive team is collaborative. You are all working toward the same goals. Collaboration is not the same as negotiating, in which one person wins and the other loses. Collaborations are "win-win," and the best executives constantly seek "opportunities to combine work, maximize relationships, and share information and ideas."

“If you don't yet have the right team, develop your people quickly or recruit new people who can meet the demands of the work.”

But collaboration is also reciprocal. One boss warned his new subordinate about a group of powerful administrators on the executive team. "If they lay four or five things on you to do, you come back and give them one or two things that they have to do," the boss advised. Using this tactic, the new team member developed an interdependent partnership with the big guys.

Seeing the Big Picture

One of the most difficult transitions for new executives is moving from a "me" to an "us" perspective – focusing on the company as a whole. One senior vice president explained, "You have to be much, much more self-sacrificing as a VP." Subordinate your personal goals or those of your functional team to those of the company. Don't hoard resources or sequester a "star performer" in your department if he or she could do more for the company in another role.

“As an executive...you are going to be much more visible to all the stakeholders in your organization than you used to be...Because of your increased visibility, you will be expected to make a bigger impact in the organization.”

Even an "us mindset" is not broad enough. Focusing only on your own organization can make you oblivious to new situations and reluctant to change. Executive team members must also keep an eye on the market environment in which their company operates – in other words, on "them."

Leading

People's perceptions of you will change when you acquire an executive title – even though you are, of course, the same person you always were. Follow these rules of executive "celebrity":

  • "Act like an ambassador" – You represent the company, not just yourself. Your words affect morale.
  • "Check your sense of humor" – Irony and sarcasm can be especially inappropriate and even intimidating.
  • "Think before you speak" – Thinking out loud isn't a good idea. Subordinates may take your half-baked ideas and run with them.
  • "Leave air in the conversation" – Although you may enjoy debating ideas, if you push too hard, others will feel they have no say.
  • "Invite feedback" – Visit with employees informally. Ask questions and demonstrate that the responses matter to you.
“Navigating uncharted terrain and making choices with incomplete information is no longer the exception but the rule in most aspects of life.”

You will often have to face the overblown egos of your peers who wish to engage in turf battles. Resist the temptation. Remain true to an inclusive, collaborative approach, and be aware of the next level ahead.

About the Author

Scott Eblin works with Fortune 500 companies as an executive coach. He runs leadership workshops and helps companies develop management strategies.


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The Next Level

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What Insiders Know About Executive Success, 2nd Edition

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