Are You Sabotaging Your Career? - Best Resume and Interview Training

My experience working with company leaders worldwide for the past 10 years has taught me a lot and it has been interesting to see how most leaders are not developing their careers to the best of their abilities.

On a daily basis, these leaders are getting the wrong results or the right results in the wrong ways.

Interestingly, they themselves do not see how or where their leadership communications need improvement. They are actively sabotaging their own careers.

Leaders commit sabotage simply in the way they communicate. They make the fatal mistake of choosing to communicate with presentations and speeches — not through their ability to lead, motivate and inspire.

Speeches/presentations primarily share information. Demonstrating leadership through communication, on the other hand, not only shares information, but it also establishes a deep, human emotional connection with the audience.

Why is the later connection necessary in leadership?

Look at it this way: The number one goal for leaders of organizations is to drive and deliver results. There are generally two ways that leaders get results: They can order people to go from point A to point B; or they can have people WANT TO go from A to B.

Clearly, leaders who can instill “want to” in people, who can motivate, are much more effective than leaders who can’t or won’t.

The best way to instill “want to” is not simply to relate to people as if they are information receptacles but to relate to them on a deep, human, emotional way.

After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions demonstrate leadership through communication, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.

How do we demonstrate leadership through communication? It is not easy. Mastering communication takes a rigorous application of many specific processes. Here is how to start. If you plan to give a leadership talk, there are three questions you should ask. If you answer “no” to any one of those questions, you cannot communicate as effectively. You may be able to give a speech or presentation, but certainly not a leadership talk.


When you are trying to motivate people, the real facts are THEIR facts, their reality.

Their reality is composed of their needs. In many cases, their needs have nothing to do with your needs.

Most leaders in organizations do not get this. They think that their own needs, their organization’s needs, are reality. This train of thought is okay if you are just wanting to order people around and use your title or position of authority to get things accomplished. You simply tell people what to do and they get the job done. But if you want to motivate them, you must work within their reality, not yours.


Nobody wants to follow a leader who does not believe the job can get done. If you can’t see it, they won’t do it.

Can you TRANSFER your motivation to your team, so they become as motivated as you are?

I call it MOTIVATIONAL TRANSFER, and there are three ways you can make the transfer happen.

*  CONVEY INFORMATION. Often, this is enough to get people motivated. Be honest, address all issues and ask for help.

* MAKE SENSE. To be motivated, people must understand the rationality behind your challenge. Have clear objectives and strategy.

* TRANSMIT EXPERIENCE. This entails having the leader’s experience become the team’s experience. This can be the most effective method of all, for when the speaker’s experience becomes the audience’s experience, a deep sharing of emotions and ideas can take place.


Results do not happen unless people take action. After all, it is not what you say that is important in your leadership communications, it is what the people do afterwards.

Yet the vast majority of leaders don’t have a clue as to how to communicate what actions needs to be done.

They get people taking the wrong action at the wrong time in the wrong way for the wrong results.

A key reason for this failure is they don’t know how to deliver a true “Call-to-action”.

“Call” comes from an Old English word meaning “to shout.”   A Call-to-Action is a “shout for action.”  Implicit in the concept is urgency and forcefulness. But most leaders do not deliver the most effective Calls-to-action because they make two errors regarding it.

First, they err by mistaking the Call-to-Action as an order. Within the context of demonstrating leadership, a Call-to-action is not an order.

Second, leaders err by mistaking the Call as theirs to give. The best Call-to-action is not the leader’s to give.  It’s the people’s to give.  It’s the people’s to give to themselves. A true Call-to-action prompts people to motivate themselves to take action.

The vast majority of leaders I’ve worked with are hampering their careers for one simple reason: They’re giving presentations and speeches — not demonstrating leadership through communication.

You have a great opportunity to turbo charge your career by recognizing the power of leadership through communication. Before you communicate with your team, ask three basic questions. Do you know what the team needs? Can you bring deep belief to what you’re saying?  Can you have the team take the right take action?

If you say “no” to any one of these questions you are not being truly effective. These questions are not meant to be stumbling blocks to your leadership but steppingstones. If you answer “no”, work on the questions until you can say, “yes”. In that way, you will start getting the right results in the right way on a consistent basis.

Joshua Crawford | Managing Director | Get Hired Secrets

Get Hired Secrets is Launching Careers Daily. My name is Joshua Crawford, and I am a leading authority in all things Recruiting, most things HR, and an expert in helping you Get Hired. Get Hired Secrets is about bringing you powerful, insightful, impactful resume and interview techniques so you can dominate and get the job of your dreams. Check out our trainings, tips, and tricks at

Joshua Crawford

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