In Spectre, James Bond wears a closely-fitted suit, tailored like fine leather gloves designed by Tom Ford. Ralph Fiennes, who plays M, wears timeless suits crafted by the modern tailor, Timothy Everest. How a man in today’s business world wears a suit, including how it fits him, determines his style and, in fact, reflects who he is. A suit can suggest whether the wearer is conservative or progressive thinking and indicates his place in the business world… just like the men in Spectre.

Lesa Frances Kennedy, CEO of the International Speedway Corporation and Vice Chairwoman of NASCAR, answered the question: How do you hire?

“First impressions are so important in terms of fitting in on the team. The moment you walk in the door; you’re being observed. You may not know that, and it’s not anything formal, but I’ll get feedback. You read the body language of some of the people they’ve met, like a receptionist, and you can pick up very subtle cues about how they felt about that person. Was the person respectful?”

As you read this quote from the NYT Corner Office, Sunday, October 25th, consider the first impressions you create no matter who you meet. Does your first impression project confidence and approachability? Are you someone they want work with in the best of times as well as when problems arise?

It has been proven time and time again that a team needs to consist of people with different communication styles all pursuing the same goal. When a team has communication styles that are too similar, diversity in thought seldom occurs, which limits other points of view.

Recently, a team I was working with had no issues with problem solving because they had both people and task orientated members. The people orientated ones understood how their message could play out if the emotional piece of the communication didn’t factor into the conversation. The task oriented folks understood the timelines critical to the success of the product launch. It’s no wonder that team has been rated as the most effective team in the organization!

Beth Comstock made history by being GE’s first female vice chair. One piece of advice given to her by Jeff Emmelt early in her career was to ask:  “Why aren’t you speaking up and voicing your opinion? It doesn’t do you or the company any good when you don’t.”

Beth is quoted in the article admitting a struggle with self-confidence. In working with clients, I have found that this is one of the main reasons people are not promoted or perceived as confident. Women have a bigger challenge because they seem to think that their opinion has to be right on target before they speak. Not so, because an opinion, even when not completely accepted, might start a path to a solution. Speaking up helps your audience to get to know you just as presenting your message is critical in being seen as a leader.

I encouraged a client to go on a high profile interview because the more he received exposure to leaders, the better the opportunities might be for him in the future. (The old saying who you know has been long been replaced by who knows you!) Often, folks miss opportunities because they lack confidence or are afraid of interviewing. Practice is good, however exposure and practice is much more effective in building confidence so that when the opportunity arises, you’re ready!

We live in such a fast paced environment that we quickly try to get the heart of an issue. Unfortunately, we sometimes do this by jumping ahead and thinking about what to say instead of focusing on what is being said. If we all listen to the intent of what is being said, we will have a better understanding on how to develop solutions to problems. Seek to understand, then to be understood.

Recently, a politician attempted to rationalize the lack of a decision on a certain issue concerning a policy that the powers (White House) made. The way it was being explained was so terrible that the audience, including me and all the news media, both conservatives and liberals, did not believe it. His explantion made no sense. This lesson is this: First, make your point, second, explain the details and finally, reconfirm the point.

Recently, I had a service person come in (happened to be the owner) who began to tell me what I had done wrong instead of saying there may be a problem but we will do our best to fix it. Can you imagine a consultant or coach like myself right off the bat, telling a client that s/he has tremendous problems? Or you, as a new team leader or team member telling the group: We have problems we cannot begin to solve?

I am not saying that we need to be a Pollyanna but can’t anything somehow be made better? I understand the owner might have been under tremendous pressure but if he doesn’t work for repeat customers, that pressure may just get a lot bigger and lead to more serious problems.

Ben Wechsler writes a newsletter on success and has developed The Wechsler Leadership Program, Creative Problem Solving, and Strategy & Innovation. I recently interviewed him on what experiences led him to develop his coaching and leadership tenets.
Besides Ben being certified in all the above areas, he used his thirty years of technology and life experiences to craft the programs.

What I found refreshing, because, often we don’t appreciate our own steps towards achievement, is that he feels completing one goal can be a significant success. Sometimes, we expect to be the next Steve Jobs or the Oprah’s of the world which can be so defeating. He firmly believes success is when you achieve any measureable goal. Benhttp://benwechsler.com/success-network-how-aware-are-you-of-your-own-success.

Amy Wilkinson is a lecturer at the Stanford Graduate School of Business and the author of The Creator’s Code. Amy’s two years of research can be found in the book. It turns out that leadership has nothing to do with age and more to do with mindset, skills and psychographics.

Successful leaders share the ability to:

1. Spot gaps in the market place
2. Maintain a long term vision
3. Iterate quickly
4. Fail smartly
5. Collaborate
6. Be generous

Folks with these skills tend to be revolutionary and attract people to work with them. They have the ability to cultivate, encourage and harness conflict. These leaders are not afraid of the unknown and constantly find solutions. They keep asking questions and probe until the best way to move forward is discovered.