Artifact Summary 3 – Transformational Keynote Proposal – Quiet Leaders
The artifact presented for this program outcome is a proposal written for course OL 625 – Communication Strategies. The program outcome my presented work represents is outcome number 3 “Develop individual awareness, style, and communication skills that influence managerial outcomes” (Saint Mary’s University of Minnesota, 2018). One of the course objectives this presentation addressed was “Demonstrate effective and supportive listening skills in respectful engagement of others’ ideas, behaviors, and beliefs” (Saint Mary’s University of Minnesota, 2018). The presentation, Transformational Keynote Proposal – Quiet Leaders, was a mock proposal written for a keynote presentation I recorded for my class. The objective of the proposal was to present an influential presentation for an organization on a critical topic.
The proposal had to effectively sell the organization on my keynote speech. Quiet Leadership, the topic, is relatable to virtually any organization. The objective of the keynote proposal was to introduce the idea of quiet leadership and how they can be just as effective as other leaders. Through the proposal and through writing the speech I discovered that my personal style is more of a quiet leader though I am able to be more outgoing when needed. It turns out I am more like an ambivert which is a person who can be somewhat comfortably extroverted for certain conditions but needs to have alone time to recharge. It is important for managers to understand the personalities of their employees. Some may need more alone time while others thrive in last-minute meetings where they are put on the spot. The keynote speech I proposed brought attention to the idea of observing how we relate to one another interpersonally. There is not one right way!
The artifact is presented after the summary references.
References
Saint Mary’s University of Minnesota. (2018, July). 2018-2019 SGPP catalog & student handbook, Organizational Leadership, M.A. Retrieved from http://catalog.smumn.edu/index.php
Transformational Keynote Proposal – Quiet Leaders
Laura Englander
Saint Mary’s University of Minnesota
Schools of Graduate & Professional Programs
OL625 Communication Strategies
Christa Kalk, M.A, PhD
July 30, 2017
Keynote Presentation
The “Quiet Leaders” keynote presentation will take place during the annual retreat for the medical device company Chase Medical. The venue is The Gaylord National Resort and Conference Center in Washington, D.C.
Organizational Background
The organization, Chase Medical, has been in business since 1987. Their organization, based in Falls Church, VA, has 1,250 employees and had been led by a very charismatic man, Bill Chase, until his untimely death in 2015. The company is now led by his son, Carl Chase, who is not nearly as charismatic. This has been an issue for the employees who look to Carl to produce a similar “feel” of excitement and encouragement. Carl is more of an introvert and has proven to be a very successful leader to those employees who take the time to notice. Carl has been known to work more behind the scenes while exhibiting passion and drive for the companies’ mission (Badaracco, 2002, p. 18).
Expectations
The goal of the keynote will be to enlighten the employees on the hidden benefits of introverts. Loud talking, excessive talking and those with more words in a conversation are not necessarily smarter or better at what they do. Unfortunately, we perceive people who talk more, and who are at the center of attention, to be smarter (Cain, 2012, p. 51). The keynote address will dispel those myths and encourage people to follow the example of quiet leaders, such as their own Carl Chase. Additionally, the presentation will attempt to encourage employees to engage in more quiet leadership traits. A focus on historical introverted leaders, such as Rosa Parks, will inspire them to “sit down so that others might stand up” (Cain, 2012, p. 58).
Audience
The audience will consist of Chase Medical employees. The management has mentioned the employees are finding it difficult to manage under the vastly different management style of the new CEO, Carl. As the keynote speaker, I will attempt to introduce the audience to new concepts around what leadership can look like. A new leadership framework will be introduced which could begin a conversation for positive change (Larsen, 2007, p. 18). The audience will begin to ponder why an introverted leadership style can be just as effective, if not more so, than the extroverted leader with whom they were used to relating.
Technology
My technology request includes a microphone that can be attached to my clothing, no podium please, and a teleprompter for my notes. I intend to show slides using a presentation software to demonstrate key points so ask that the audience is easily able to view the screens. I will be speaking extemporaneously with copious notes. To assure an engaged audience, I will be asking for phones to be on silent (Shore, 2012, p. 43) and would encourage the person making my introduction to reiterate such requests.
Speech Logistics
My keynote address will not exceed fifteen minutes. The content will be accessible to all in the audience. The sources used throughout will be evident and a list of all references will be supplied after the speech. The presentation will work to grab the attention of the audience and avoid the tired use of bullet points throughout. I will interject voices from quiet leaders to bring home the point that remarkable leaders do not have to be the loudest remembered. The speech will end with the audience understanding why being quiet or introverted can be a good thing.
Speech Outline
Introduction
- Attention Getter: Trumpets playing, fists in the air! Rally…then stop. Sit, and look out at the audience. Leadership is not about making noise. We have two ears and one mouth…quiet leaders understand this and often go unnoticed until the problem they are tackling is expertly solved.
- Thesis: Quiet leaders are often misunderstood, yet as introverts can make excellent leaders.
- Establishment of Ethos: I have never had the loudest voice in the room unless people took the time to stop and listen. My leadership style leans toward a quiet style and I believe we need to recognize the quiet leaders among us.
- Audience Analysis: My audience consists of employees from a medical device company who has recently lost their very gregarious and outgoing leader. The new leader, the son of the former owner, is much more of an introvert but beginning to prove himself just as effective if not more so. The employees are beginning to see this but need to be enlightened.
- Preview: Successful, introverted leaders will be showcased in this speech. Employees will learn to understand how powerful introverted or quiet leaders can be to their company. The employees will learn how fulfilling their own careers can be enhanced by this extraordinary leadership style.
Body of Speech
- First Main Point: You do not need to be extroverted to lead.
- Profile of quiet leaders,
- Examples of quiet leaders.
Transition Statement: Careful, thoughtful and introspective leaders have an effective approach to challenging workplace situations.
- Second Main Point: Quiet leaders work more effectively than you think, and they have your back.
- Characteristics of quiet leaders in the workplace.
- Why you will never regret working for a quiet leader.
Conclusion
- Restatement of Thesis: Quiet leaders are often misunderstood, yet as introverts can make excellent leaders.
- Summary of Main Points: Successful, introverted leaders are all around. Employees will learn to understand how powerful introverted or quiet leaders can be to their company. The employees will learn how fulfilling their own careers can be enhanced by this extraordinary leadership style.
- Clincher: Magic can happen outside of the limelight. Practice being a quiet leader and reap the benefits of inspiring others and growing by leaps and bounds!
References
Badaracco, J. L. (2002). The anything but unremarkable lessons of the quiet leader. Ivey Business Journal, (5), 16.
Cain, S. (2012). Quiet: the power of introverts in a world that can’t stop talking. New York: Crown Publishers.
Larsen, G. (2007). Transformational speaking: If you want to change the world tell a better story. Berkley, CA: Celestial Arts.
Shore, L. B. (2012). Listen to succeed: How to identify and overcome barriers to effective listening. Library of Congress Cataloging.
The Arbinger Institute. (2000). Leadership and self-deception: Getting out of the box. San Francisco, CA: Barrett-Koehler.
Thomas, K. W. (2002). Introduction to conflict management: Improving performance using the TKI. Mountain View, CA: CPP.
Laura's Leadership Portfolio 