Speak Like a CEO

Speak Like a CEO Plot Summary

Introduction

Leadership today demands more than technical expertise and business acumen. When you step into a room, your ability to communicate with authenticity determines whether people truly listen, believe, and follow you. Many talented professionals find themselves hitting a glass ceiling not because they lack intelligence or drive, but because they haven't developed their authentic voice of leadership. The challenge lies in finding your unique communication style while mastering proven techniques that command attention. Many leaders fall into the trap of mimicking others or adopting a formal "presentation persona" that feels inauthentic to their audience. True executive presence emerges when you blend your genuine self with purposeful communication skills. Throughout these pages, you'll discover how to develop that rare combination of authenticity and commanding presence that distinguishes great leaders from merely good ones.

Chapter 1: Discover Your Authentic Leadership Voice

Authenticity forms the foundation of leadership communication that resonates with others. An authentic leadership voice isn't about perfection - it's about projecting genuine, bona fide qualities that connect people to who you really are. The authenticity gap emerges when leaders can't be themselves in front of an audience, creating a disconnect that audiences immediately sense. Jack Welch, the legendary CEO who transformed GE, provides a powerful example of authentic leadership voice. Early in his career as a newly minted vice chairman, Welch arrived at a board meeting wearing a perfectly pressed blue suit with a starched white shirt and crisp red tie - completely unlike his usual style. A longtime colleague approached him afterward, touched the perfectly tailored suit, and said, "Jack, this isn't you. You looked a lot better when you were just being yourself." This moment crystallized for Welch the importance of staying true to his working-class roots and straightforward communication style, even as he ascended to the highest levels of corporate leadership. Dan Wolf, founder and CEO of Cape Air, exemplifies authenticity in his communication approach. Before becoming CEO, Wolf was a political science major who earned his commercial aviation license and worked as both a flight instructor and certified mechanic. This diverse background allows him to connect genuinely with employees across his organization - he can talk to pilots as a pilot, to mechanics as a mechanic, and to businesspeople as a businessman. "I use self-effacing humor," Wolf explains. "People are interested in the person leading the organization. They really want to know your feelings, reactions, and opinions. If you can share that in a self-effacing way - so they don't feel like they are watching an egomaniac, but a real human being - you can really connect." Closing the authenticity gap requires being consistent and honoring your uniqueness. It means sharing appropriate personal stories, acknowledging challenges, and being candid about your values. Judy George, founder of Domain home furnishings, discovered that audiences connected most with her when she revealed professional challenges she'd faced. "You become authentic to them when you spell out in detail the lessons learned along the way," she explains. "When I go to hear someone speak, I want to be inspired; I want to know the real stuff and the secrets so I can interpret it and bring it into my life." To develop your authentic voice, start by reflecting on your core values and beliefs. What principles guide your decisions? What stories from your background have shaped your leadership perspective? Then practice expressing these elements in your own natural language, without corporate jargon or overly formal phrasing. Record yourself speaking and listen for moments when you sound most natural and engaged - that's your authentic voice emerging.

Chapter 2: Master the Art of Compelling Storytelling

Storytelling transforms ordinary communication into memorable leadership messages that inspire action. Great leaders understand that stories create emotional connections, illustrate abstract concepts, and make complex ideas accessible in ways that facts and figures alone cannot achieve. Larry Lucchino, CEO of the Boston Red Sox, demonstrates the power of storytelling through his personal journal called The Brockett Book. Originally compiled by his mentor Bill Brockett from Yale Law School, Lucchino continued the tradition after Brockett's death, adding his own stories, famous quotes, funny lines, anecdotes, and words of wisdom. This collection - "which rivals the New York yellow pages in length" - provides Lucchino with an inexhaustible resource of stories to draw upon in his leadership communications. "If I see a newspaper article, I put it in," Lucchino explains. "It's alphabetized so you can find everything from funny lines on economics and law to serious quotes from Emerson and Oscar Wilde." Finding powerful stories doesn't require extraordinary life experiences. Begin by keeping a journal of events, challenges, conflicts, and learning moments from your everyday life. When something interesting happens, even if it's just the kernel of an idea, jot it down. The most compelling stories often contain two key elements: conflict that creates suspense and well-placed details that make the narrative vivid and relatable. Add just enough descriptive elements - people, places, dates, visuals, sounds - to make the story come alive without overwhelming your audience with excessive detail. UPS Chairman Mike Eskew demonstrated masterful storytelling when introducing a company logo change. Rather than focusing on design elements, he anchored the change in human stories: "Our brand is all about our people and keeping the UPS promise. Just as Marty Peters... Marty's the longest-tenured active employee at UPS - out of 360,000 around the world. Marty is a fifty-seven-year veteran of UPS. That's right; he started with us in 1946... and guess what... he still shows up at the job every day as a shifter and a customer-counter clerk in Detroit." By highlighting real people embodying the company's values, Eskew made an abstract concept tangible and meaningful. To develop your storytelling skills, practice crafting stories with clear beginnings, middles, and endings. The beginning should hook attention with a compelling situation or challenge. The middle should include a moment of tension, uncertainty, or choice. The ending should deliver insight, resolution, or a call to action. Most importantly, always ensure your stories serve a purpose - they should illustrate your message rather than merely entertain.

Chapter 3: Prepare Strategically for Any Speaking Situation

Strategic preparation transforms anxiety-inducing speaking situations into opportunities to showcase your leadership. The difference between merely adequate communicators and exceptional ones often lies not in natural talent but in their approach to preparation. Mario Cuomo, the former governor of New York who became known for his eloquent speaking style, was terrified of public speaking as a child. Growing up above a grocery store where his family spoke only Italian at home, he never gave a speech in high school and received an incomplete in a college speech class because he didn't show up for the final exam. When he signed with the Pittsburgh Pirates at age twenty-one, his scouting report noted, "He's a very difficult fellow to get to know." Cuomo's first-ever speech was delivered at the Court of Appeals of the State of New York - and he prepared meticulously, studying his subject until he knew it inside out, writing and rewriting his ideas. The result was success that launched his path to becoming one of America's most compelling political speakers. The myth of the "natural-born speaker" undermines many potential leaders. Great speakers may appear to speak off-the-cuff, but as Cuomo puts it, "There's no comparison between the improvised speech and the one you've prepared." Behind every seemingly effortless presentation lies hours of thoughtful preparation and practice. Tom O'Neill, president and CEO of O'Neill Associates, learned this lesson the hard way during his college years. For his first communications class assignment, O'Neill showed up unprepared, thinking he could wing a five-minute speech. Thirty seconds in, his professor interrupted: "Sit down, Mr. O'Neill." The following week, when asked to recite a poem from memory, O'Neill again thought he could improvise. The professor immediately called him out: "Let me guess, Mr. O'Neill—'If,' by Rudyard Kipling," correctly identifying the childhood poem O'Neill was about to recite. This humbling experience taught O'Neill an invaluable lesson: "I knew that if I was ever going to be a good public speaker, I had to know my subject, and I couldn't be predictable." Effective preparation begins with audience analysis. Before crafting any presentation, ask: Who will be listening? What do they already know? What problems keep them awake at night? What questions will they want answered? Then structure your content around their needs rather than your own agenda. Create a "speech in a drawer" - core material on your area of expertise that you can customize for different audiences and occasions. For important presentations, use the Quick Prep Method: write down the logical sequence of questions your audience would ask, then prepare concise answers to each. The final crucial element is practice - actual, out-loud rehearsal. Find a quiet space, stand up, and deliver your presentation multiple times. Record yourself to identify areas for improvement. Time your delivery to ensure you respect schedule constraints. The confidence that comes from thorough preparation will be evident to your audience.

Chapter 4: Handle Q&A Sessions with Confidence

Question and answer sessions reveal a leader's true command of both subject matter and executive presence. While carefully crafted presentations allow for control, Q&A sessions test your ability to think on your feet and maintain composure under pressure. Paul Levy, CEO of Beth Israel Deaconess Medical Center, mastered the art of handling tough questions during his tenure heading the Massachusetts Water Resources Authority - an agency that raised water rates to record levels and built controversial treatment facilities. Levy regularly faced hostile audiences in public forums. His approach? "I just made it my rule to be polite and respectful. You have to understand that the reason you are there is to be yelled at," he explained. "You address their concerns. You have to be professional, and you have to be empathetic." This calm, respectful demeanor even in the face of hostility established Levy's leadership credibility and eventually won over skeptical audiences. The foundation for handling Q&A sessions effectively is what experts call the "98 Percent Solution" - recognizing that while you can't anticipate every possible question, you can prepare for the vast majority. Before any important meeting, write down the toughest questions you might face - especially those you hope no one will ask. Then draft and practice your responses, considering both content and delivery. For potentially contentious topics involving litigation, privacy concerns, or sensitive business matters, determine in advance what you can and cannot discuss. When confronted with unexpected or challenging questions, employ the Trigger Method to formulate clear, concise responses. This technique involves beginning your answer by repeating a key phrase from the question, which signals your brain to search for relevant information. For example, if asked why you're raising product prices, start with: "We are raising prices because..." Another approach is to begin with a characterizing statement like "The most important thing to understand about this situation is..." Both techniques help you avoid stammering or rambling while maintaining control of the conversation. Different question types require specific handling strategies. For "false alternative" questions that present two equally inaccurate options, refuse to accept either alternative and instead provide factual clarification. For hypothetical scenarios, acknowledge the theoretical nature while addressing underlying concerns. For questions based on anonymous sources or rumors, focus on providing accurate information rather than challenging the questioner's source. Throughout any Q&A session, maintain the four cardinal principles: be calm, be honest, be available, and be open-minded. Your composure under pressure, willingness to acknowledge limitations, and genuine curiosity about others' perspectives will distinguish you as a leader worthy of trust and respect.

Chapter 5: Develop Executive Presence Through Purposeful Practice

Executive presence - that elusive quality that makes people pay attention when you enter a room - develops through deliberate practice rather than chance or natural charisma. It's a learnable skill that combines physical bearing, vocal quality, and emotional intelligence. Charlie Baker, who became CEO of Harvard Pilgrim Health Care when the company was faltering, recognized that consistent communication was essential to turning the organization around. He decided to send an email to employees every Friday, regardless of whether the news was good or bad. "I knew it should be steady, understandable, regular communication about what we were doing and why," Baker explained. This disciplined practice created trust during difficult times. "They bought into the notion that we would work things out. That created optimism. It's a major reason why we made it," he said. The company, which lost $277 million in 1999 when Baker joined, achieved seventeen consecutive profitable quarters under his leadership. The commitment to purposeful practice distinguishes leaders who command attention from those who struggle to be heard. This requires honest self-assessment of your current communication strengths and weaknesses. One banking executive was regarded as mediocre in presentations and often struggled during Q&A sessions without a script. After fumbling badly during questions from the board, the CEO insisted he get professional help. The executive had never realized his presentation skills were an issue, assuming his other contributions would compensate for lackluster communications. Through videotaped practice sessions, detailed feedback, and consistent application of new techniques, he transformed his communication approach. Building executive presence requires attention to both verbal and non-verbal elements. Your body language - posture, eye contact, facial expressions, and purposeful movement - creates powerful impressions before you speak a word. Practice standing tall with your legs hip-distance apart and arms at your sides - a stance that projects confidence without arrogance. Eliminate distracting movements like pacing, swaying, or fidgeting. When speaking, use gestures sparingly and purposefully to illustrate key points. Your voice is equally important to executive presence. Record yourself speaking to identify issues with pace, volume, inflection, or vocal habits like "um" and "uh." Develop a conversational tone even in formal settings - many speakers go flat or monotone when they step to the microphone. Practice phrasing for meaning rather than articulating each word with equal emphasis, which sounds unnatural and stilted. Consistent practice in real-world situations accelerates development. Look for opportunities to speak in low-stakes environments where you can experiment with new techniques. After each speaking opportunity, reflect on what worked well and what needs refinement. Over time, these purposeful efforts create an authentic executive presence that commands attention.

Chapter 6: Connect Genuinely in One-on-One Conversations

One-on-one conversations, though less visible than formal presentations, often determine a leader's effectiveness in building relationships and influencing outcomes. The ability to connect genuinely with individuals - from board members to front-line employees - distinguishes truly impactful leaders. Chris Moore, CEO of Live Planet and producer of films including Good Will Hunting, discovered the importance of conversation skills through an unexpected source - a reality TV show. Moore appeared on "Project Greenlight," where aspiring screenwriters and directors compete to make their movies while cameras capture the process. Watching himself on screen was a revelation: "I was the guy who screamed, yelled, and got angry," he recalled. "I was sitting there seeing how people would just write me off. I thought I was saying important stuff, but they never did what I suggested." This painful self-awareness led to a transformation in his conversation approach: "I listen now. I think if you ask around, people are calmer and more relaxed around me." The conversation dynamic changes dramatically when you become a senior leader. People edit themselves, choose their words carefully, or remain silent. "It's not that CEOs are ignoring people; nobody is questioning them, or having real conversations," Moore observed. This shift requires leaders to work harder at creating genuine dialogue, particularly with direct reports. Genuine curiosity forms the foundation of meaningful conversations. Beyond mere "active listening" techniques like nodding or repeating phrases (which people often recognize as mechanical), true curiosity means sincerely wanting to understand others' perspectives. Vicki Donlan, publisher of Women's Business Journal, emphasizes: "Business conversation is not about you. It's about the person you're speaking with." Even when you think you know someone, asking open-ended questions often reveals surprising insights. Tom Goemaat, CEO of Shawmut Design and Construction, learned the value of relationship-building conversations from an unexpected source - a major customer who repeatedly invited him to golf outings and meals. When Goemaat finally asked why, the customer explained: "We do it because we need to have a relationship built on more than just projects. When we run into a problem - and we will - we have a real relationship, so we can solve the problem." This insight transformed Goemaat's approach: "As CEO, you don't play golf to try to close a deal. You don't play golf to hash things out. You just play golf. You talk a little. You get to know people." To improve conversation skills, practice asking questions that begin with "how" or "why" rather than those that can be answered with yes or no. These questions probe more deeply into issues and help you understand people's values, motivations, and aspirations. Make a habit of leaving space after someone finishes speaking before you respond, giving them time to fully express themselves. Before important conversations, take time to prepare mentally by considering what might interest the other person and what you hope to learn.

Chapter 7: Create a Personalized Communication Development Plan

Transforming yourself into a compelling, authentic communicator requires more than occasional effort - it demands a systematic approach to skill development. A personalized communication plan creates the framework for continuous improvement. A retail executive with seventeen years of experience was promoted to CFO based on her strong financial background. However, having worked overseas for several years, she wasn't well-connected with her U.S. colleagues. When she uncovered operational problems in her new position, she quietly went to work fixing them without communicating broadly. She avoided presentations and remained quiet in meetings unless directly questioned. This approach backfired when information about the problems leaked, and senior leaders confronted her. The CEO scheduled a meeting where she would need to deliver a PowerPoint presentation explaining the situation. "A crisis is no time to learn how to make a good presentation," she realized. With help from colleagues, she prepared diligently and delivered a decent presentation, but the experience was traumatic: "It took seven years off my life. I realized this is something I should have learned a long time ago." This painful lesson underscores why proactive communication development matters - judgment days happen throughout your career, not just when you're being considered for promotion. Creating an effective development plan starts with honest assessment of your current strengths and weaknesses. Record a presentation on video and review it critically. Ask trusted colleagues for specific feedback on different communication scenarios - presentations, meetings, one-on-one conversations. Look for patterns in the feedback rather than focusing on isolated comments. Once you've identified priority areas for improvement, set specific, measurable goals with realistic timeframes. The most successful development plans integrate practice into your existing schedule rather than requiring extensive additional time. Review your calendar for upcoming speaking opportunities - board meetings, employee gatherings, client presentations - and create project folders for each. Within each folder, develop a checklist of preparation activities: research, content development, practice sessions. Schedule these activities on your calendar just as you would any important business meeting. Treat your communication development like a fitness program - consistent effort yields gradual improvement. Don't expect overnight transformation after one coaching session or presentation. Instead, focus on mastering one skill at a time through repeated practice. Record your progress by noting successes and lessons learned after each speaking opportunity. Consider assembling a support team for your development journey. This might include a professional coach, trusted colleagues who provide honest feedback, or internal communications staff. Arnold Zetcher, president and CEO of Talbots, works closely with Margery Myers, VP of Communications: "She knows how I think, and how I want to say things," Zetcher explains. Myers adds, "Now after many years, it's like we're attached by Vulcan mind-merger. I can tell how he feels by looking at him." This type of trusted partnership accelerates improvement by providing consistent, informed feedback. The ultimate measure of your communication development plan's success isn't perfection - it's increased effectiveness in achieving your leadership goals through authentic, purposeful communication.

Summary

The journey to commanding presence begins and ends with authenticity. Throughout these pages, we've explored how leaders develop their unique voices while mastering essential communication techniques. As Jack Welch discovered when a colleague told him, "You looked a lot better when you were just being yourself," audiences respond to genuine leadership that reveals something real about who you are and what you believe. Your authentic voice emerges when you align your communication with your true values and experiences. Start today by identifying one upcoming speaking opportunity where you can incorporate a personal story or express a genuine conviction. Remember that the most admired leaders aren't those with perfect polish, but those who connect through honesty, vision, and the courage to be themselves. As Judy George wisely observed, "People simply want to know what you're all about... You become authentic to them when you spell out in detail the lessons learned along the way."

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Suzanne Bates

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