>>from around the globe. It's the queue with digital coverage of women transforming technology brought to you by VM Ware. >>Hi, this is Lisa Martin covering fifth Annual Women Transforming Technology WT two from my home in San Jose, California Because this is the first year than WT two has gone digital. Very excited to welcome next one of the speakers from the executive track. We have Charmaine Macquarie, president of Macquarie Group, but also offer C Suite Advisor. You know, Speaker Charmaine. Nice to start with you. >>An absolute pleasure. Thank you for having me. >>So you have an incredible background. You have been for two decades working with leaders and I read 27 industries, five continents and from some pretty big, well known brands Coca Cola, Johnson and Johnson, my particular favorite Starbucks. Tell me a little bit about your background in your career and how you came to be working with potential leaders >>early on in my career, I was working in politics, actually helping politicians understand their constituency and then how to communicate effectively with them and then went on into marketing. And really, what I say is that what I do is a conglomeration of all of my life experience working with leaders either in politics, in marketing and sales on a variety of industries, including gas and oil, and coming together and helping them understand how to communicate their message effectively. How have executive presence and ensuring that they're seeing, heard and remembered >>what? One of the things. One of the things that talking about being remembered especially now during a crisis that nobody has ever experienced before, when there are so much, so much concern and so much uncertainty. Um, I e. Read that you said effective communication is more than just words and phrases, especially in today's climate. What is effective communication? >>Effective communication is making sure that people hear your value, your value proposition, and that is really essential today. One of the things you want to do is that you want to elevate your visibility and when elevate the value that you bring to your organization. There are a number of competing priorities, and what you want organization to understand is what is it that you see that others don't see, and that is a part of your value proposition. How are you going to help the organization innovate through this time, and wanting to do that is really speaking about what is the value. What is it that it's gonna make the difference for the organization today with this crises and that will also take it further into the future. >>Tell me a little bit about this session that you did at women transforming technology the other day. 35 minutes. Interactive session. Since everything for this year's event was digital, I love the name of your session. Speak up, Stand out. We heard talking a little bit about when you first learned maybe last month, that this event was going digital. Did you change anything? Were there certain elements of your expertise and your recommendations that are now more even more important? Respect to visibility and value? >>Yes, So what? I changed it. What I changed and Waas. I really wanted to make it as a conversational as possible, because in this isolation it's easy to not feel seen or heard, and I want people to be able to elevate again their visibility and their ability to add value. So a couple of things that people can do is they can actually rewrite their narrative if they need to meaning if you believe that if you do not define yourself, others well, and their definition will inevitably be inadequate. So if you know that you are seen as a very quiet person and a person that is in the background and you want to have greater visibility, this is a great opportunity for you to rewrite that narrative and make yourself more visible. Meaning, I think, the expertise that you have again the insight that you have, making sure that you bring that to the table. You can do it in a number of formats. You could do it not only on a zoom call with your colleagues, but you can. Also, your email is heightened if you're using language and the language of leadership language that really hurts. People's here, and that creates a visual. So now you want to do to really make sure that using language that is very vivid and allows a person to touch, taste and feel what it is that you're saying, so that's one of the things that you can do. The other is say, Is that what I want to make sure that my clients are not well kept secrets. I want to make sure that in this time of isolation that they're finding opportunities to reach out. So most everyone is at home sheltering in place so people have more time on their hands in terms of reading your emails. When researchers found that there is a 26% increase and say your newsletters being read your emails being written, so now is the time that you could actually heighten that kind of communication. >>That's fascinating. Look that you said about making what you're communicating in an email. Maybe it's even texture over something like slack, vivid. Say, somebody has a great idea, I think. All right, so terms have changed. My job function is difference, or it's challenging to complete certain Give me some words that you think. So now you're saying people are actually focusing more on reading what you're saying, What are some vivid words that I could use if I had an interesting finance project or a marketing project that I wanted to raise the visibility of and gets them to really feel what I'm looking at? >>So when you speak about up in a finance project, one of the things you want to do is think about what is a story that could articulate those numbers that can tell the story with those numbers. So if you were saying, um, let's just make it as simple as possible. Two plus two equals four. Well, what you want to think about is what is it that is going to be different when you finished this project, or what is it that's gonna be? It's gonna shift in the marketplace. And so you want to create that visual? What does the future look like? And using examples of things that are very basic to our life today, as opposed to using really complicated language. Now is the time to have your language simple, having very clear and having very vivid. So you >>run it, Go ahead. Sorry. >>No, please go. Right. Yet >>I'm glad that you brought up simplicity because so often I think people think maybe I'm managing a project or I'm creating a methodology, and I think, really, it's just it's the simple. But we often second guess ourselves because I think I included in this. A lot of folks think it can't be that simple. It's got to be more complex I need to show, you know, like an episode of I'm picturing an Apple sort of the Big Bang theory, and Sheldon's talking about strength there. You need to make it complex to show your value. And but sometimes it's the simplest methodology. The simplest way of communicating that is the most effective. Do you find out that sometimes spokes, regardless of their level of executive nous, are challenged to really step back and look at the simple way to communicate with the simple answer? >>Absolutely. And simplicity is best, whether it's during this time period or even beyond this pandemic, but particularly now. So I don't know if anybody's ever seen the show. The marvelous is, um, I think it's amazing. Yeah, single and one of the things that she asked her husband, She goes, Well, honey, what do you do? And so I think, in the first episode, and he says, You know, I signed papers, I do this, I do that and he says, I really don't know what the hell I do. And I remember an incident with one of my clients, and I asked her, What does she do? She gave me her job title and I said, Okay, how many people work in your company? And she said, 49,000 people work here. I said, How many people do you think have the same title issue? If she goes well, you know, I'm sure at least a couple 1000. I said yes. So what distinguishes you? And so she wanted to talk about the title, which is like talking about acronyms at a company. And I said So, Really, What do you do? What we realized is that what she does is that she was responsible the fastest growing market segment in her company that articulates your value proposition that made a very visit vivid and very brought it to life. So people are able to understand when someone asked me, What do I do? I don't say that I'm an executive coach because you may have read an article last week that says all executive coach us up, that defines May. I wanted to find myself. My value is, I hope smart people get promoted when they get promoted, they communicate the big picture. So I help smart people get promote and communicate the big picture. I provide executive coaching senior level executives. I articulated my value. You know who I work with their smart people, that they're not smart. They're not working with me when they work with me and get promoted. Why? Because it communicate the big picture. Really? Simple one sent it. So what is the value? That is what really heightens your visibility and heightens your and levels. Level up your ability to be seen and heard in organizations. >>And, you know, I was looking at your website. You've been 98% success rate of folks that have worked with you that have been promoted within the following 18 months. What are some of the both hard and soft skills that you're looking for? So when you work, when you select clients to work with that, that demonstrate they are ready to be in the six weeks >>Well, there's a couple of things. One is that person has to be open and willing and not being volunteered by the organization, meaning saying you need to do you have to do this. If it is mandatory that someone work with an executive coach, that's not a winning proposition. The winning propositions That person is open and open to change and ready to make change. As I say to my clients, if you want everything to remain the same, I am not the coach for you because you're going to see change and you're going to see significant change. So that's one the other is preparing your organization for the kind of change is going to take place so that your organization begins with C and hear what you're doing different. So, for example, I would say to a client, if you're prepared to really step up and make the commitment to making the shift, you want to let people know what kind of shift that you're taking you're making so that they can begin to look for people like to look for success. They like to be able to reward you when you're successful, but you've got to let them know that you're there >>for that shift. >>So that's one of the things that's really important is that people be open to it and they'd be ready to take their spotlight. If you want to do it and remain behind the curtain, that's wonderful. This is not the work for you. >>It requires a little bit of vulnerability that, or maybe a lot of vulnerability to be able to do that, not easy, unless you're bringing a brown fan like I am talk to me about, especially in this time with covered 19 The uncertainty in every aspect of our lives. Every single aspect is it's dense and it's an emotional challenge. So do you find that it's harder for some folks, whether they're men or women, to do what your title says? You know? Speak up, let them know I'm coming. I'm on my way. How are you advising folks from a psychological perspective, to be able to do this? >>Well, I think there's a couple of things. One is that with the three questions I ask every client and those three questions are one. How do you see yourself? How do other people see you? And the third is, How do you want to be seen? So when you're able to answer, become introspective and answer those questions from the heart from your heart, then you can get really clear about what you want the world to know about you and how you want to show up. And it does require vulnerability. It requires you to look inward first for you to make that decision on how you want the world to see you. And then once you're able to make that, get that clarity and so it's process make getting that clarity. Then you can speak about that to the world. My thing is, is again. If you don't define yourself, others will, and their definition is inadequate. So when you define yourself, you know who you are and what you stand for. You can then shout that at the top of your lungs. But you don't really have to, because your actions will speak very clearly about what it is and who you say you are and how you want the world to see you. And you're always asking, am I can grow it? >>I love that about defining yourself so that others don't do it incorrectly. Talk to me about how somebody can develop their own communication style. How what are some of the steps that they need to recognize that, for example, if you see someone, anything there too bold or there to brush, or maybe dial it back a bit, especially because messages are getting read more now, which that process internally that I would need to take to develop and effective communication style. What is it >>that you need to do to to develop that effective communication style one? As I said, being able to define what that looks like for you and what that is may not be appropriate for every organization and every corporate culture. So you need to find immediate. Make sure either evaluate whether not you're in the right corporate culture so that you can be successful and or find a new one so that you could be successful once you have that, really, um, helping the people in your organization to make it easy for them to come to you. So by extending by extending yourself first, that is one of the things that I would say it would be really important in terms of stepping up during this time frame is saying, I feel really this is really let's say, someone has been felt really shaken by this really shaken by this. But I am determined so leverage this as an opportunity to really show up as my best self and show my greatest humanity. And I think that when we let people know what did it, where we're going and where we're headed, This far more easy for people to support you and provide you with the venues in which to exhibit who you are. This is a great time for you to volunteer A so much as possible to have that visibility. Because I think one of the questions you asked me earlier is how do you get hadn't become comfortable with this? You get comfortable with it by practising, Lady Gaga says. We're born that way, but we are. The only way that it happens with people that are really successful is because they practice >>something that is so interesting. Is during this time in particular, is getting is accountability, right? It's so easy right now more than ever to lose accountability. And I like that. You said that That's what I'm hearing when you say, you know, let people know that direction that you're going in. I think for the person you set that okay, I publicly said this, I need to be held that I need to hold myself accountable so that I deliver. I think there's a lot of power in that >>there is, and when you step up and articulate to the world. Well, you're about what it is that you're going to deliver your level of excellence. You hold yourself accountable because the person who is most important for you to be accountable to is yourself. Others come second, actually, sort of like being on the airplane in the mask. You've got to do it for you first. Because if you let yourself down, that's the that is the most horrific. And so stepping up to that is so much. There's so much power. And I believe that people provide you with a lot of grace when you do that and people know they can count on you. >>And that's so important knowing demonstrating your dependability in any situation. Sherman, I wish we had more time. It's been such a pleasure talking to you. Thank you for sharing your insight. I'm gonna be visible show value and the vetted and communication and accountable. Thank you so much for joining me. >>Have a wonderful day. You >>as well. And for Charmaine McCleery. I'm Lisa Martin. You're watching the Cube's coverage of the digital version of women transforming technology 2020 for now. >>Yeah, >>Yeah, yeah, yeah, yeah, yeah