Everybody gets attacks of nervousness one time or another.

It’s accepted as normal to get those butterflies, perhaps knots in your stomach, shortening of breath or even palpitations.

Many people suffer chronically and have disabling symptoms. This is generally bad for your health.

Attacks are brought on by what we perceive as important meetings, interviews, new jobs, public-speaking situations and more.

Most of us overcome the tensions with simple self-motivators. We take deep breaths, divert our thoughts, etc.

Who among us hasn’t heard the suggestion to envisage the audience at an intimidating speaking engagement as being seated dressed in their underwear? The goal is to diminish seriousness and tension in the situation.

But what if we could empower ourselves by instilling Skill, Knowledge and Core Beliefs that enable us to more permanently elevate our confidence and self-assurance?

A few days ago I held open the door at the local Starbucks for a man wearing a T-shirt boldly declaring, “I have issues.” Of course he has issues. At some level everyone has issues.

In reality humans are nervous, petty individuals wracked with neuroses and insecurities. We all have them.

A couple of years ago I recall reading a book (by Paul Johnson, “Intellectuals”) detailing the lives and characters of every supposed major intellectual from as far back as Rousseau to the late 1900s. Even these people are riddled with issues and behavioral defects.

If they are allowed their defects and imperfections, then you are allowed yours. This is important to truly know.

The longer one lives the easier to see shortfalls in people we meet. Many wear imperfections on their sleeves. Often their characters as children are clearly visible in them as adults. This is the very nature of being human.

So why do we get nervous and have those situations we fear? Is it just the novelty, or our underlying lack of self-confidence? I believe it is both.

The unfamiliarity or novelty aspects of our fears can be overcome by practice. Envisioning a situation ahead of time, role-playing, mentally preparing and pre-living events will invariably calm those troubling thoughts.

As for intimidation from those other people involved, why should you fear them? Despite their outward confidence you can be assured they have underlying insecurities, whether immediately obvious or not. So, why be intimidated? Why not just tune into the reality of their inevitable imperfections. Why can’t your flaws be of comparatively minor significance? It’s empowering to perceive things this way.

Do you ever find your performance diminished by nerves? You probably do; again, it’s part of being human.

So the next time you envision yourself being potentially impaired by some event, do some preparation; both mental and physical. And above all, recognize those folks across the room likely have many of your anxieties, imperfections and probably, much more.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Brevity in communications has become both an Asset and Liability.

Over the last decade we have accelerated our embrace of tech-driven means to speed and multiply our information access and personal interactions.

Texts, Tweets and many more vehicles service these needs, but at what price? The fewer words or characters employed in a communication, the greater are risks to clarity and precision.

Often vagueness truly is better than invisibility. Many times awareness is more important than ignorance. But frequently, there is real liability in lack of clarity or obscure intent.

“Get out, now. There’s fire,” is not the same as, “I see smoke. Anyone called 911?”

As a young graduate I recall being roasted by a Senior Engineer for imprecisely describing a technical hitch. My vagueness showed inexperience, lacked thought and useful recommendations. I recognized the problem and upgraded my commentaries, thenceforth. Truly this was a life-lesson.

Clear communications are normally essential, be they in personal, business, subjective or factual situations. Clarifying exact meanings later is all-too-often a part of consequential damage control.

“I thought you meant…,” or, “what did you mean by…,” are phrases regularly seen when things have already gone awry.

Realistically, can everyone always make sufficient time to optimize what they say or write? Probably not, but when items are Serious, Urgent and/or Important we should always take more care.

Highlighting a problem poorly or making inherently misleading comments can carry a heavy price. Perhaps simple qualifiers (“I think that…,” “I believe this…,” etc.) could often be used to offset many liabilities. Certainly this would mitigate a pet peeve of mine exhibited frequently by professionals who freely proffer statements, yet avoid offering the clarification of whether their points are opinion or fact.

I regularly see people write and/or say things that highlight their insensitivity to the importance of words and how they are used. The simplest statement can be massively changed by:

• – Word Selection

Different words can carry vastly different meanings and cultural implications: “torrential rain” is not the same as “steady rain.”

• – Word Ordering

Switch the words and change the meaning: “Will I,” is radically different from,” I will.”

• – Word Emphasis

What’s important might change dramatically in the same message: “I must go now,” differs significantly from, “I MUST go now.”

• – Communication Vehicle

Written Texts, Tweets, emails, letters, books etc. all constrain the author to communicate quite differently. Often adjustments are made to mitigate the liabilities (LOL J).

Intriguingly, the voice (eyes and body, too) offers almost infinite intonation and cultural opportunities. Thus the power of F-2-F discourse is obvious.

• – Imagery

The pictures we both convey or provide usually carry great weight.

• – And, more…

Culturally, it seems to me that we now more necessarily accept communication errors and often willingly sacrifice quality for quantity. In many cases this is a great trade-off, particularly where some insight is markedly better than ignorance. This approach feeds our inquisitiveness and piques our awareness. It also recognizes and accommodates our inherent physical separation from others.

However, when things really matter it’s generally better to momentarily reflect on WHAT you say, WHEN you say it and HOW. After all, if we get it wrong it often returns to haunt us.

How well are you succeeding with your own communications? Do you ever trip yourself up? Do your people cause you heartburn with some of their messaging? It’s probably time to reflect upon both your and others’ communication behaviors.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Ever notice that whenever we want to put a leader in a new role we always make the perfunctory demand they be a good Communicator? It’s seemingly been this way forever.

What does this really mean? What are we looking for?

Clearly the person must be skilled in articulating their thoughts professionally and be able to state them in an accurate and situation-appropriate manner.

Is this alone, enough? Not really. So, when interviewing we typically review other relevant, seemingly supporting and complementary job-specific skills such as knowledge of this, expertise in that.

Yet even these requirements do not help us fully address what we truly might want to see in the candidate.

The fact is leaders are fundamentally representatives. They head Teams, Groups, Organizations, and Companies.

A major part of a leader’s role is clarifying the needs, objectives, challenges, results and more that their organizational groups also need to communicate outwardly. So, to be really effective a leader must additionally be a great Interpreter of these issues.

Being exceptional in communicating your own thoughts and ideas is one thing, but what about the situation where you might have little specific immediate knowledge to impart? In this case when you lead any group of people you will invariably then need to advocate and present what is essentially their case, from the information they provide.

Most leaders are not inherently expert in the many diverse disciplines resident within their organizations. Nor are they knowledgeable of all the details swirling around often numerous activities.

So to represent their groups, leaders first have to dig out or review facts/detail, then assess, formulate, summarize and finally articulate the outbound communication required.

Regardless of their size, organizations normally have to seamlessly communicate both laterally and vertically. Often they need to be represented to other organizations of different disciplines. Leaders must present their issues to peers, other executives, boards, companies, customers, suppliers and more.

Often these same groups/teams have unique or specialized vocabulary while possessing diverse/sophisticated skills and knowledge.

Clearly the ability to interpret in such varied situations and for differing personnel is critical.

Ever seen recruiters, hiring managers or even boards consistently and specifically searching for an exceptional Interpreter? Not too often. This common need is rarely specifically stated. However, it is often of paramount importance that an individual’s skill in this area be exceptional.

Certainly if an individual evidences great skill as an Interpreter, you’ll often soon uncover their supporting abilities to (un-prioritized):

• Work Closely with Others
• Empathize
• Stimulate Ideas from Others
• Understand Diverse Issues
• Synthesize Concepts
• And, much more

On two occasions I was personally appointed to executive positions for the primary reason of being perceived as a good interpreter. This is notable here for two reasons:

• In neither case was I told this was a critical job requirement
• In both cases the current board and executive teams couldn’t clearly understand what the exceptionally skilled engineering team was telling them

Admittedly, these facts provide troubling food-for-thought on many fronts. Not least, why weren’t the job spec or interviews set to ensure candidates came prepared to showcase their specifically relevant skills? Nevertheless, these experiences clearly illustrate the importance of being able to Interpret from and Communicate for others.

Being a good Interpreter is not simply about having expertise in a field or the discipline in discovery. It is more important that a leader be (un-prioritized):

• Inquisitive
• Questioning
• Nonthreatening and Diplomatic
• Thorough and Rigorous
• Open-minded
• Trustworthy

It’s noticeable that many of these traits are those possessed by a good Problem Solver, too. Coincidence?

Now, returning to our theme: For Leaders in general, the larger the organization the more diverse and numerous the skill-sets embedded in the enterprise. So, inevitably as a Leader you can’t know everything, but you must preferably be able to interpret anything.

And, such competence has much broad application in personal life.

We must often interpret for others when living many of the roles in which we find ourselves.

By analogy, Mothers explain to others what their toddlers are saying. Parents support difficult, less-articulate teenagers with teachers and even family/friends. And, so on.

We are constantly interpreting by understanding the desires, wants, needs and facts presented to us by others.

In the workplace the need for skilled interpretation is obvious. You and your organization are not going to succeed unless issues, objectives, data and purpose are accurately interpreted and appropriately articulated.

Are you doing the best job in interpreting for those you represent? Their ideas and sustained efforts are essential. Do they feel understood and well-represented by you?

Take a close look at your interpretation skills. Should they be sharpened to better leverage and communicate the issues and opportunities within your organization?

Above all, remember: You can be a great communicator, but without Interpreting, then appropriately Considering, Valuing and Using the insights of others, you’re really only going it alone.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Just ran into a Silicon Valley Exec at a local party.

A very bright, well-educated guy, but particularly frustrated right now.

Given a hire everyone you need mandate, he’s been running into both unmotivated candidates and similarly challenging existing employees. This is leaving him disillusioned with the outlook.

In himself he is particularly driven, focused and accomplished but really doesn’t understand what he is seeing, culturally.

Admittedly he’s not in an obviously sexy product area, yet most companies on the planet (from initial looks) face exactly the same reality.

So, how do you fix these problems? What’s the issue?

Sorry to say but the problem here is on the complainer, our Exec. Many folks are at the bottom end of Maslow’s Hierarchy of Needs; working for a paycheck and not wanting to be hassled. It’s sad, but true.

Moving folks to self-motivation with resulting excellent performance is a Leadership problem. People often need to be INSPIRED to get them jumpstarted in this direction.

Great leaders Inspire, Empower and Engage those they meet, their reports and coworkers. This is traditionally accomplished by:

• Motivating
• Communicating
• Accomplishing major Results

They typically share a clear Vision and possess a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They additionally evolve as a result of careful and specific learning.

In this specific case our Leader has great energy, is highly motivated and self-directed. He needs to project his (already existing) vision of why he himself is inspired, to help get these other folks going in the right direction.

Our particular Exec is actually extremely skilled at explaining his own great fascination in, interest for his work and company technology. Luckily for him he is also naturally articulate.

Leadership takes great energy and enthusiasm. Constantly supporting your people and promoting your Vision is the key to energizing a workforce.

Some employees will never strongly engage in the workplace. Deal with them, as necessary. Most people prefer to be engaged, are more highly motivated as a result and typically enjoy their much work more. So, Enable them, accordingly.

If you’re looking at demotivated workers and uninspired candidates, take a look in the mirror. That’s the first guy who must perform to turn this around.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Business is initiated and progressed by sellers and buyers establishing contact and making arrangements. Often this is begun through Sales and Marketing approaches. (And, metaphorically, in most situations everybody is actually selling something).

Sometimes high-level introductions can precede detailed business discussions. But in all such instances, how are those initial contacts made? How do we predictably connect to others?

Also, what happens when discussions stall, or when new players must engage to continue progress?

The whole process can be flawed and fraught with hiccups. Yet who on either side will normally not suffer by all-too-common delays?

Every day I see people reaching out to others, but often with surprisingly mixed results.

Amazingly, the delays and failures are many times tied directly to the means, or method by which approaches are made.

Those professionals whose livelihoods are dependent on successfully contacting and engaging others have often figured this out. But frequently, even in their cases they do not always consider seemingly obvious liabilities.

And importantly, for most executives, the ability to reach out and connect with others will directly impact the success of their careers.

In business, leaders at every level generally tend to have an instinctive and predominant mechanism through which they first approach others. Perhaps they make the phone call, drop an e-mail, or engage through the other person’s Admin?

On the receiving end we correspondingly might react slightly differently to these approaches, depending on our own personal and cultural biases. Maybe you’re an e-mail person? Perhaps you prefer to speak directly to others on most issues?

In many instances we prioritize not only what approaches we respond to (given that issues are often not always clear when we pick up a message), but also the order in which we check for messages. Do e-mail first, get the notes from the Admin. Everybody can be a little different.

This means that in an overloaded world of often frantic business interactions, one size often will NOT fit all. The result: you might well find yourself sending voice messages to a person who’s an e-mail guy. Don’t expect a fruitful outcome.

When you really have to reach someone and it’s a fairly new contact, you’ll often need to fish around to find the best channel through which they’ll engage reliably. And even then it might change with time and/or subject.

Over the years I’ve encountered many voice-only, or e-mail only Execs who seem like they can be reached in no other way. Perhaps this just more conveniently fits their style of operation? Some five years ago others became responsive to Texts; it appears that lulls in meetings offer great opportunity to respond to real time/brief issues.

The message is clear. You need to be selective with your approach mechanism. If you run into trouble reaching someone, then keep making carefully considered changes until you engage and interact. Once you do, make a point of asking and checking how they want to continue the exchanges, if and when you need them.

The choices for productive channels (not prioritized) to engage others are most commonly:

• Work/Direct phone
• Mobile number
• Home number
• Voice message
• Via the admin
• E-mail
• Text
• LinkedIn
• Twitter
• Through colleagues

There are also the myriad Social Media channels via which connections can be opened up; such as Facebook and similar. Not all of these channels are appropriate in every case. But, don’t be afraid to be creative.

Remember, business is not like a fine wine. It usually does not get better with time. So, make sure you take action; don’t wait too patiently.

When you’re making first approaches ask around to find out what’s the best way to get a response from this particular person. And, don’t be one of those less assertive people (aka victims) avoiding more direct contact methods as a result of an overly rationalized habit. When needing to make an important approach, boldness is often required.

If you’re an organized person you’ll probably also need to adapt your processing and records for reaching others to reflect the (often multiple) channels you might be exploring. Again, one size certainly does not fit all, anymore. So, get yourself set up for using varied communication channels.

Never forget: if you prioritize the means by which you check for approaches made to yourself, then it’s likely so does the other guy. And, if you’ve enjoyed success reaching someone a particular way in the past, it doesn’t mean that channel won’t change in the future or vary by subject.

Be flexible and multiply your approach mechanisms when needing to secure those critical engagements. There’s no sense in wasting hours, days or weeks to figure out you’re not getting through.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

We’re all familiar with the traits of exceptional leaders. They generally

• Inspire
• Motivate
• Accomplish major Results

And, typically have a Vision accompanied by a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They evolve as a result of careful and specific learning.

Exceptional learning is established through

• Dedicated and Deliberate Practice

And importantly

• Excellent coaching and guidance
• Enthusiastic (family and/or professional) support

Leaders acquire these traits (or attributes) built upon their mastery of specific, quantifiable Skills. These skills will include:

• Specific, job-related knowledge
• Problem-solving
• Decision analysis
• Interpersonal/management-styles awareness
• Delegating
• Motivating
• Planning
• Organizing
• Controlling
• Reengineering
• Team-playing
• Leading
• Mentoring

This is a significant body of study and work in which to invest. It cannot be mastered overnight. Inevitably, as anyone sets out to be a skilled Leader (or Manager) of others they must decide where to begin.

As with any process the action plan should consider priorities. These are unique to you and your goals. What must I know first? What is most urgent? What will have the maximum benefit for me over time?

There are several resources available when planning your priorities. You can

• Ask your boss
• Work with a mentor
• Check those (next job) specifications with HR (if they have them)
• DIY

Clearly the best approach will usually be taking guidance from a trusted colleague/expert; commonly the quickest and most secure route. The important thing is to get a plan/timeline, then commit and begin the process.

Learning is a lifelong investment and your development as a leader is no different. It’s said that if you read (i.e. learn) for an hour a day, by the end of seven years you should be a world-class expert on your chosen subject. Careers are inherently very lengthy, so this offers great opportunity for those who will make the commitment.

Begin by picking a path of learning that delivers you short-term benefits and validation, yet maximizes your progress and ultimately will develop your abilities to a well-rounded result.

I can also offer you an alternative and specific, hands-on guide to this process.

Developing these essential skills need not be an entirely formalized process. True, some things are best learned by such means, but many others can be digested and embraced through casual reading and even informal meetings.

Whatever method you’re employing just ensure you Digest, Consider and Practice the skill. It’s well-accepted that all new skills are best assimilated by their use and application.

Good luck with your investment in becoming a more skilled, accomplished and exceptional Leader!

During the course of business and through private events I meet a lot of people.

When professionals hear what I do, many want to talk about their jobs. A few like to brag about their importance, travels and successes. But mostly they are often basically unhappy, too.

I don’t really consider myself a therapist yet in this regard I often get treated as such.

The majority of Millennials (let’s say here graduates on up to 30 years of age) that I meet have, well, bad bosses. Typically they are tied to younger managers learning their way, often poorly guided.

Most of these managers’ problems reported revolve around entry-level troubles of inabilities to communicate well, delegate and train.

At the other end of the spectrum professionals (in this case, say, >35 years of age and up) seem to lackadaisically talk of bosses that they apparently accept as simply beyond repair. Problems here typically range from inability to articulate a big picture, failure to share information or engage employees in any meaningful way.

Many other people frankly just don’t want to talk about work and sometimes roll their eyes when others will. Some seem happy enough and don’t want to dwell on the subject. Often appearing to just accept professional life as something of a necessary evil.

So, my own empirical evidence suggests that most professionals just aren’t that happy at work. This is a truly sad state of affairs.

Worse still, in a persistently mediocre job economy, there is often little folks are willing to try that will improve their lot. Many feel handcuffed by on-going cut-backs, weak business outlooks, lack of significant job growth and a large shift towards part-time-only work.

This suggests a pretty miserable outlook for many workers. A poor work situation often affects health and well-being. No number of private-time diversions and activities are likely to offset these liabilities.

If there are so many poor bosses, why don’t they do something about themselves? Certainly many are statistically likely to suffer in the same ways as do their reports. Yet surely if they upgraded their skills their own situations, well-being and self-esteem (and thence health) must all benefit.

So why don’t managers and Execs simply take appropriate action and improve their ways? The same old reasons always persist when people fail to change. These bosses just either:

Don’t Know How

Lack Awareness of the Need

Or, Are Lazy

It’s not common for anyone to fix their problems without having awareness of the need to do so. From my own observations it’s quite likely that if you are leading and managing people you probably require some level of self-improvement help. Even if you believe you’re an above average (or better) leader it’s reasonable to suppose you still have many opportunities to upgrade management skills and so substantially enhance your career outlook.

Should it be that you are just lazy, or feel too exhausted to make the effort there’s many life-quality reasons to upgrade your situation. Improving your lot will take effort and personal investment.

Now, on a more positive note…

If you don’t know where to begin, try this easy, hands-on guide to developing managerial skills. It will work for you regardless of your seniority or profession.

Let’s give all those people I meet and their colleagues a break. Upgrade those skills and make your employees lives that much better. Improve your own situation, career, life and health.

If you spend most of your waking hours at work it only makes sense that they become the best experience possible.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Early this year I read a piece from PayScale reporting Stats on Millennials’ opinion regarding job tenure. The results proved intriguing, surprising and alarming at the same time.

It seems >25% of Millennials believe workers should change jobs within a year and only 13% in the same group thought employees should stay more than 5 years.

Maybe the layoff purges and job insecurities from the last 7 years have changed perspectives? It’s a sad fact that 20% of American workers were laid off at some point in the last 5 years. Isn’t erosion of loyalty and trust inevitable in such a situation? Perhaps the flood of part-time-only jobs has biased these beliefs?

Whatever the cause these are troubling biases with which to approach a career.

Yes, it IS possible to change jobs too often. Similarly, staying in the same role for too long can be a real and perceived stagnation problem. But generalities are NOT useful foundations upon which to build a future.

When you have a choice, NEVER leave a job unless it’s ceased to meet your needs. And, always move TO a new role, rather than AWAY from the old.

Your needs are unique and will encompass some, all even all of the following (un-prioritized):

Personal Growth

Promotional Opportunity

Learning

Career Direction

Compensation

Flexibility

Company Outlook

Culture

Social Fit

Hours/ Vacation

Independence

Physical Location

Travel Opportunity

Reputation

Stability

Commute

Housing Market

Schools

And, much more

When you LIST, PRIORITIZE and WEIGHT your own relevant factors you’ll have the unique perspective of what you need from your job. Review these with both short and long-term outlooks.

If your current position is not ideal, you should consider looking around. Perhaps a search will open your eyes to a new set of possibilities? Often your needs from one job are surprisingly different from those of another. Certainly, every position and company offers different Pros and Cons.

Also, our perspective itself changes, grows and evolves over time.

If your needs ARE being met currently, why would you move? Often it is important to NOT succumb to the grass is greener (elsewhere) perspective. Similarly, an innate fear of change is no good argument for job longevity.

It is easy to convince yourself things are better (or worse) at one place than in another. This is an inevitable result of the wanton rationalization from which we all can suffer. So, it’s generally better to review your alternatives and needs with a trusted colleague, friend or mentor. Detached and sound perspective is essential.

There is no universally applicable rule about when to voluntarily change jobs. In fact the notion of this is almost absurd.

A job-hopping individual can be a godsend in some roles as might be a stick-to-it career veteran in another. Certainly your track record in this regard is an important part of what you bring to the table. Your value to any future employer is directly affected by this history.

There is much to be weighed objectively when making career changes. So, don’t blindly follow canned beliefs or opinion; rather, carefully consider your unique personal needs and objectives.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh