by Steve Adubato, PhD

Many professionals are expected to lead internal workshops or training seminars. Accountants lead seminars about new tax laws; lawyers for new courtroom procedures; or doctors regarding the latest clinical findings and its implications for patient care. Only one catch—knowing a subject extremely well is only part of the communication equation when it comes to leading a workshop. Knowing something doesn’t mean you can communicate it.

by Steve Adubato, PhD

We’ve talked about how common it is for the message you send not to be the one that is received. In fact, miscommunication like this is a lot more common than being understood as you intended.

by Steve Adubato, PhD

Last month a ceremony was held honoring several Newark police officers for their bravery on the job, and only a couple of dozen of their colleagues showed up. It was embarrassing to the police department and sent a powerful message about how morale within the department is not where it should be. Newark Police Director Gary McCarthy was clearly disappointed in officers not showing up telling the Star-Ledger; “There are things I took for granted and I am finding out that you can’t…”

by Steve Adubato, PhD

Saying; “I’m sorry, I take full responsibility,” is often a powerful communication and leadership tool. It is amazing how often corporate executives or top level government leaders either refuse to admit that they were wrong. In 1989 Exxon got it wrong big time, when its CEO Lawrence Rawls refused to apologize for the Valdez oil tanker fiasco. Don Imus might have saved his job and career if he hadn’t waited a full two days to admit that he was wrong and then when he did it, he offered loads of qualifiers.

by Steve Adubato, PhD

More and more companies and organizations are opting to conduct training and professional development in-house. In theory, this approach can save money and give people an opportunity to coach and mentor others.

by Steve Adubato, PhD

Joe is an executive who is in the process of hiring a well-educated, high-potential, young woman named Jane to a key position in his organization. As Joe is explaining what the job entails, Jane asks, “What exactly will my title be?” Somewhat taken aback, Joe says that he hasn’t given it much thought and asks what title she thought would be best. Without hesitation Jane says, “vice president of operations.”

by Steve Adubato, PhD

Consider Jim Smith, a manager who has been working his way through the corporate ranks for over two decades. He is a solid middle-manager with a nice corner office and a decent salary. The problem is, every time Jim is up for a major promotion, he gets knocked down and he can’t figure out why. The buzz is that beyond Jim’s technical responsibilities he is “depressing to be around.” Colleagues have said confidentially that they hide when they see Jim coming down the hallway. They try to avoid his meetings and if they are forced into conversation with him, they cut it off as quickly as possible.