Monthly Archives: January 2011

Chynna or China?

I’ve been doing a lot of public speaking lately:  keynotes, workshops, “chapter” meetings, business group talks, etc.  This is an activity I really enjoy and have been doing for years.  I’ve been fortunate to speak to business, academic and professional groups all over the world including Warsaw, Eindhoven, Zurich, Lisbon, Prague, Beijing, ShangHai, and Mumbai as well as great domestic locations all over the U.S.

 These experiences have been notable for a number of reasons:

  • People of all walks of life all over the world want to be connected with their counterparts
  • The issues and concerns of these populations truly are more alike than different
  • There is a continued thirst for learning everywhere in the world
  • Technology usually works (don’t know why that is notable, but it is)
  • The audience is always surprised (pleasantly, I think) at my desire to really connect with them in a personal way
  • The people who introduce me usually get some important fact wrong in the introduction

I was promoted to CEO by introducers long before I was ever in the C-Suite.  More than once I’ve been introduced as Chynna Phillips – the only other “China” people have ever heard of.  A couple of months ago I was introduced as the COO of Zappos.com (In my dreams…I do use a Zappos.com case study in some of my speeches on employee engagement and retention).  Being introduced as “China” in China was interesting.  Kind of stopped translation traffic a couple of times. 

Public speakers have to quickly get over being bothered when the introducers don’t get the facts quite right.  Especially in other countries when the introduction is in a language you don’t understand and the only words you recognize are your name and your organization’s name!  That’s when I smile warmly, shake the introducer’s hand and say “Thanks you for that lovely introduction…I think!”

If you’re contemplating speaking in front of groups whose first language is not your own, you have to think about what kind of translation you prefer.  If you use simultaneous translation you have to really prepare a speech script and stick to it because the translator is reading off the script into the headphones of the audience.  If they’re really, really good they can follow when you go off script, but it makes their job horrendously difficult, your message may not get through and you’d never know.  This approach is typically used when the audience is quite large, more formal, and, in my case, their comfort with English is not strong.  It’s an expensive proposition.  The benefit for your message is that an hour-long presentation takes an hour.

If you have a translator translate as you speak, it’s difficult to build enthusiasm and momentum because you have to stop every 20-30 seconds for the translator to translate.  PowerPoints really help in this scenario because they keep everyone focused during the starts and stops.  (In many places around the world business people and students have comfort with written English, but not spoken English.)  The real rub here is that an hour’s worth of content takes two hours to present because, essentially, everything is presented twice:  once in your language and once in theirs.  So you choose whether to have the audience sit for two hours and struggle through the content or to edit your content like mad to have a much shorter presentation.

Honestly, my preference is the simultaneous translation.  When I get going on some data, a real life example, or an anecdote that proves my point, I find it almost impossible to stop and wait for the translation.  On the other hand, when I get going on some data, a real life example, or an anecdote that proves my point, I frequently wander off the script so I can tailor it to the audience and that’s hell on a translator.

All that notwithstanding, whether I’m introduced as Chynna Philips or China Gorman, whether the technology works or not, whether they got my title right or wrong, whether a translator is involved or not, public speaking is about creating moments of learning, inspiration and, for me, connectedness.  That’s why I enjoy opportunities to share with audiences of all types in big cities and small communities, with students and with professionals, in the U.S. or anywhere else in the world. 

Public speaking isn’t the only way to understand that, truly, we are more alike than we are different.  But it’s one of my favorites.  And if you’re going to get my title wrong in the introduction, I really like Queen.

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TRU London: Here I Come!

I wrote a lot about HR conferences last year because I spoke at a lot of them.  And because some of them are changing their approaches to engaging their target audiences.  And because I learn a lot at HR conferences.  And because people who attend HR conferences are among the best in the profession.  And they’re fun.

I’m pretty excited that my 2011 HR conference experience is starting next month in London at TRU London 3.  Did I mention it is in London, my favorite city in the world?  Bill Boorman, founder of the TRU unconference movement, invited me to be a track leader as well as to lead a master class prior to the start of the event. 

While I’ve been a speaker at HR conferences that bent the rules (see my post on RecruitFest! last fall), I’ve never actually participated in a true (no pun intended) unconference.  So I’m really looking forward to this. 

I’m not sure what to expect as a track leader, but I’m gearing up for great discussions, divergent points of view, a truly global perspective, and the chance to hear from people way smarter than me about the latest approaches to recruiting.

My master class is going to be focused on tying engagement to recruitment.  In Turning Back the Tidal Wave of Turnover I’ll provide some of the most recent engagement data from leading organizations like Gallup and BlessingWhite and lead a discussion about what the data means as organizations start losing employees to the improving economy and start hiring again. 

I expect to learn a lot from that discussion as well as from the interactions with a great group of track leaders that include thought leaders like Craig Fisher, John Sumser, Laurie Ruettimann, Glen Cathey, and many more big thinkers whom I have not yet met.  Here’s the website to check out the other leaders.

So here’s the deal:  join us in London February 16-18 for TRU London 3.  Sign up here and make your reservations today.  I can’t imagine a better spot to be in the middle of February – or a better group of people with which to learn. 

And did I mention that it is in London?

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Every Day Is New Year’s Day

New Year’s is the time of year when everyone is writing about predictions and resolutions.  I count myself in good company with Laurie Ruettimann at TheCynicalGirl.com:  “I think resolutions are for wimps, suckers, and Valerie Bertinelli.”  Well, that might be a bit extreme (especially the Valerie Bertinelli part), but the fact remains, I don’t do New Year’s resolutions.

I haven’t made one in years.  Instead, I try to live my life in a way that encourages me to change and grow whenever I face new challenges and have new experiences.  I don’t limit those opportunities for growth to one time each year.  Because real behavioral change is hard.  Really hard.

Let’s face it.  New Year’s resolutions are about making a change in our behavior:  making our lives better by quitting smoking, losing weight, going back to school to get a degree, repairing a relationship, and more.  And since changing behavior is really hard, just deciding to “change” on one night of the year doesn’t work. 

When I think of the times I really focused on changing something about my behavior, I needed more than just deciding to change.  I needed to accept that change was required so that I could achieve my desired outcome.  In other words, it takes more than desire to change – especially if you’re evaluating the current behavior as less than positive.

That’s where the Kubler-Ross grief model becomes relevant in understanding how to make change happen.  I think of it more as a model to create personal change.  You know that the five stages are: Denial, Anger, Bargaining, Depression and Acceptance. 

Most New Year’s resolutions get quickly off track at the Anger stage.  And for many, it only takes a few days.  But to really change behavior, you must have a plan that helps you move through all the stages to positive action…and sustained change.

For example, when I finally realize that in order to lose weight I must start to live a more balanced lifestyle including healthy eating and regular exercise I go into denial:  “I can lose weight and not change what I eat.”  That doesn’t last long because I slip right into Anger.  “Dammit! I like eating chocolate and French fries and I’m not giving them up!”  That stays for a while and then, weasel-like, I begin to bargain with myself:  “Well, if I just exercise more I can still have ice cream every day.”  Then the cold hard realization sets in that I can’t be the healthy me without really changing my behavior as it relates to what I eat.  And that’s where most New Year’s resolutions stop.  Depression or avoidance set in and we’re done.  Finished.  No change.  Just the same old same old.

But Acceptance is where the rubber meets the road.  It’s the place where resolutions become action and change starts to happen.  And it’s accepting that change must happen in order to achieve a better outcome.  Like losing weight and living a healthier lifestyle. 

Personally, I think that having a plan gets us through Denial, Anger, Bargaining and Depression and into Acceptance more quickly.  Maybe not, but that’s how it works for me.  Because a plan keeps me focused on the future and what I want to achieve.

So that’s how I think about making change happen in my personal life.  Works for my professional life as well.  And that’s why I don’t do New Year’s resolutions.  My new year starts whenever I tackle something that needs to change for the better in my life. 

So, really, every day has the opportunity to be New Year’s Day.  And I like that.

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