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Lions Don't Need to Roar
Cover of Lions Don't Need to Roar
Lions Don't Need to Roar
Using the Leadership Power of Personal Presence to Stand Out, Fit in and Move Ahead
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The woman who made self-presentation an art shows how to use professional presence to stand out, fit in and move ahead. Covers the empowering pause, posture, gestures, and more.

The woman who made self-presentation an art shows how to use professional presence to stand out, fit in and move ahead. Covers the empowering pause, posture, gestures, and more.

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Excerpts-
  • From the book
    1
    The Basis for Business Success

    BE YOURSELF

    Roger's career was at a standstill. He had been passed over for a half dozen promotions in the last two years.

    "I don't understand it," he said. "I come into the office early and stay late. I make all my deadlines, even if I have to work nights and weekends to do it. You'll never catch me huddled in the hallways shooting the breeze with my colleagues or see me grandstanding at staff meetings. I'm paid to do a job and I do it. I do it well. I'm smarter and more productive than half the guys who started at the same time I did. So why are they heading departments and up for vice-presidencies while I'm stuck in limbo, doing the same things at the same level I've been at for the past few years?"

    Mark, an ambitious young editor, found himself in a similar situation. However, he had begun to figure out why he wasn't zooming up the corporate ladder as planned. "I know my stuff," he said. "I'm good at what I do. But I'm a washout at office politics. Every time I turn around I'm either saying something I shouldn't or kicking myself for keeping my mouth shut when I should have spoken up. Making small talk with authors and agents at cocktail parties isn't my strong suit either. I break into a cold sweat just thinking about it, and even when I tell myself, 'Get out there and make a good impression. Go up to that guy and introduce yourself. He won't bite your head off,' I can't bring myself to do it. I just freeze up in social situations -- and it shows. My boss has mentioned it more than once. She keeps telling me to loosen up, that I'll never get ahead in business unless I learn to make the right impression and get along with people in any situation."

    Karen, a bright, capable, lifelong overachiever, received a similar message from her boss -- right before he fired her. "You work hard," he explained. "You're honest and smart and competent, but you're aloof and seem determined to do everything all by yourself. We work as a team here, and you're not a team player. You don't relate well to people. You have no people skills."

    Karen was shocked. Devastated. And, once her boss's words sank in, she was confused. "Why hadn't hard work or productivity -- and not something as intangible as 'relating to people'--been the deciding factor?" she wanted to know. She couldn't believe that "people skills" really mattered that much.

    The head of a large architectural firm knew that they did. He had this to say about an employee whose job was in jeopardy, despite his wonderfully innovative ideas and award-winning designs: "Jerry's probably the most talented architect working here, but he has no tact. No finesse. No feel for the human side of the business. His abrasive 'I know what I know and everyone else doesn't' attitude has cost us one lucrative contract already, and we can't afford another fiasco like that. If he can't learn to deal with his colleagues and clients more appropriately, we'll have to let him go."

    As a consultant and lecturer hired by small businesses and huge corporations worldwide, I have advised, observed, and trained thousands of people like Roger, Mark, Karen, and Jerry-- hard-working, smart, honest men and women who were getting nowhere, getting into trouble, and even getting fired because they: "had poor chemistry," "couldn't develop rapport," "had no impact," "were sharp but didn't step up to the plate and take control of the power that could be theirs," "lacked people skills.

Synopsis-
  • There's room at the top, and the bestselling author of HOW TO THINK LIKE A CEO shows readers how to get there.
About the Author-
  • D.A. Benton founded Benton Management Resources in 1976 to provide executive development and career counseling. She has worked in 16 countries and her numerous media appearances around the world have brought her wide acclaim. Her clients include AT&T, Citicorp, DuPont, Pepsi, and American Airlines, who follow her informative and enlightening program for professional success.
Reviews-
  • Publisher's Weekly

    August 31, 1992
    As in society at large, reflecting the priority of packaging over content or performance, the emphasis of this guide to business success by Benton, who heads a consulting firm, is on how to create and maintain a favorable impression. Starting with appearance, eye contact, posture and other body language designed to develop ``professional presence,'' the author stresses the need to establish good personal relations. The book is larded with advice and philosophy of CEOs and lists of do's and don'ts (when not to smile, etc.), skills and attitudes needed to emulate leaders. Benton even proffers suggestions on how to behave while being fired. An appendix serves as a convenient capsule of all preceding advice. BOMC, QPB and Fortune Book Club alternates.

  • Booklist

    September 1, 1992
    In the 1970s, John Molloy advised careerists to "dress for success." During the 1980s, image consultants touted the "psychology of appearance." Now Benton, who has headed an executive development and career counseling firm for more than 15 years, explains how to establish a "professional presence." Her book is divided into three parts: how to make a good and strong first impression, how to get ahead, and how to stay ahead. Although Benton's primary advice is to "be yourself," she offers tips on posture, body contact, gestures, when to speak up and when to be quiet, how to enter a room, etc. She recommends ways to develop interpersonal skills by using storytelling and humor, by asking questions, and by asking for favors at precisely the right time. She shows how to hone communication skills in interviews, public presentations, and memo and report writing. Finally, she suggests that one follow his or her natural instincts and take chances. Presumably, one does not need to read a book to find out how to be oneself; regardless, Benton offers a number of sensible, practical guidelines that everyone can make use of at one time or another. ((Reviewed Sept. 1, 1992))(Reprinted with permission of Booklist, copyright 1992, American Library Association.)

  • Harvey MacKay "One of the best jungle guides to getting ahead in business. Don't leave the office without it."
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Lions Don't Need to Roar
Lions Don't Need to Roar
Using the Leadership Power of Personal Presence to Stand Out, Fit in and Move Ahead
D. A. Benton
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