Business Audiobook Narration
Description
Vocal Characteristics
Language
EnglishVoice Age
Middle Aged (35-54)Accents
North American (General) North American (US General American - GenAM)Transcript
Note: Transcripts are generated using speech recognition software and may contain errors.
Chapter one. You are here. You know those maps and shopping malls that say you are here. They exist to orient you an unfamiliar territory to tell you where you are, where you want to go and how to get there. A few people never need these maps. They're blessed with an internal compass that orients them automatically. They always make the correct turn and end up where they intended by the most economical route. Some people actually go through life with this unerring sense of direction. It guides them not only in shopping malls but in their school years, careers, marriages and friendships. When we meet people like this, we say they're grounded. They know who they are and where they're going. We feel secure around them. We feel that any surprises will only be pleasant surprises. They are our role models and heroes. We all know people like this. For some of us. It's our moms or dads, people who served as moral anchors in our stormy childhoods. For others, it's a spouse, the proverbial better half. For others like me, it's a college professor who was the first person to puncture our pretensions. More on that later it could be a mentor at work, a coach in high school, a hero from the history books such as Lincoln or Churchill, a religious leader such as Buddha, Mohamed or Jesus. It could even be a celebrity. I know one man who solves every dilemma by asking himself, What would Paul Newman do? What all these role models have in common is an exquisite sense of who they are, which translates into perfect pitch about how they come across to others. A few people never seem to need any help in getting to where they want to go. They have a built in GPS mechanism. These people do not need my help. The people I meet during the course of my working day as an executive coach are great people who may have lost their internal. You are here map, for example. Case one. Carlos is the CEO of a successful food company. He is brilliant, hardworking and an expert in his field. He started out on the factory floor and rose through sales and marketing to the top spot. There is nothing in his business that he hasn't seen firsthand. Like many creative people, is also hyperactive with the metabolism and intention span of a hummingbird. He loves to buzz around his company's facilities, dropping in on employees to see what they're working on and shoot the breeze. Carlos loves people, and he loves to talk. All in all, Carlos presents a very charming package, except when his mouth runs ahead of his brain. One month ago, his design team presented him with their ideas for the packaging of a new line of snacks. Carlos was delighted with the designs. He only had one suggestion. What do you think about changing the color to Baby Blue? He said. Blue says, Expensive and upmarket. Today, the designers air back with the finished packaging. Carlos is pleased with the results, but he muses aloud, I think it might be better in red. The design team in unison rolls their eyes. They're confused. A month ago, there CEO said he preferred Blue. They busted their humps to deliver a finished product to his liking, and now he's changed his mind. They leave the meeting dispirited and less than enthralled with Carlos. Carlos is a very confident CEO, but he has a bad habit of verbalizing any and every internal monologue in his head, and he doesn't fully appreciate that this habit becomes a make or break issue. Is people ascend the chain of command? A lowly clerk expressing an opinion doesn't get people's notice at a company. But when the C O expresses that opinion, everyone jumps to attention. The higher you go, the more your suggestions become orders. Carlos thinks he's merely tossing an idea against the wall to see if it sticks. His employees think he's giving them a direct command. Carlos thinks he's running a democracy with everyone allowed to voice their opinion. His employees think it's a monarchy. With Carlos is king. Carlos thinks he's giving people the benefit of his years of experience. His employees see it is micromanaging and excessive meddling. Carlos has no idea how he's coming across to his employees. He is guilty of habit number two, adding too much value