- Hardcover: 240 pages
- Publisher: Jossey-Bass; 1 edition (October 13, 2014)
- Language: English
- ISBN-10: 1118870255
- ISBN-13: 978-1118870259
- Product Dimensions: 5.7 x 1.1 x 9.1 inches
- Shipping Weight: 15.2 ounces (View shipping rates and policies)
- Average Customer Review: 13 customer reviews
- Amazon Best Sellers Rank: #639,898 in Books (See Top 100 in Books)
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Taking the Stage: How Women Can Speak Up, Stand Out, and Succeed Hardcover – October 13, 2014
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From the Inside Flap
Based on a program from the Humphrey Group that has been delivered to over 400,000 women worldwide, Taking the Stage shows womenno matter their age, rank, or professionhow to communicate with courage and confidence in every situation, from formal speeches to brief hallway conversations. Judith Humphrey provides the inspiration and practical advice for women to "take the stage" mentally, verbally, vocally, and physically. Women can make the most of every opportunity by understanding how best to:
- Speak up confidently, even when others don't agree
- Convey their accomplishments without self-doubt
- Be assertive but not aggressive
- Deliver clear and convincing messages
- Move beyond "minimizing" language and apology
- Find their own powerful and authentic voice
- Achieve confident body language and a leadership presence
By applying these techniques and others to every communicationwhether making a presentation, speaking at meetings, engaging in an elevator conversation, or selling themselves in job interviewswomen will be recognized as the leaders they are and attain positions of influence.
For women at all stages of their career, and for managers and executives committed to supporting and guiding women on their leadership journeys, Taking the Stage is the practical, broad-based solution that will allow women to speak up confidently, gain respect, earn the promotions they deserve, and secure their places at the boardroom table.
From the Back Cover
Praise for Taking the Stage
"Speaking with strength and confidence is a vital skill for both men and women. Judith Humphrey's book, Taking the Stage, is a must-read for women who wish to achieve this goal." Elyse Allan, president and CEO, GE Canada
"Judith Humphrey puts forward important ideas that are necessary for women's advancement, and Taking the Stage includes a set of clear guidelines for individual change. This is a welcome first step in the shift from a 'fitting in' male model to an 'organizational fit,' male-and-female model where both leadership styles are valued and rewarded." Judy B. Rosener, professor emerita, Paul Merage School of Business, UC Irvine, and author, America's Competitive Secret: Women Managers
"Taking the Stage focuses on one of the most significant skills women can have: the ability to project a strong, clear, and compelling voice. I have found in my career that this ability to speak up confidently, clearly, and with substance has been a defining quality for those who get aheadboth women and men. Judith Humphrey presents a template for doing so." Sue Spradley, senior vice president and general manager, network and service enablement, JDSU
"I have brought Judith Humphrey's brilliant program 'Taking the Stage' into three companies on five continents. The results have been extraordinary. Women all over the world have discoveredas readers willhow to express themselves with courage and confidence, whether on the shop floor or in the executive suite." Kate Bishop, executive vice president, HR (Europe), CEVA Logistics
"Finallya book that shows women how to communicate powerfully, persuasively, and with presence. Women at TD have benefited tremendously from the program that inspired Taking the Stage." Grace Palombo, executive vice president and head of HR, TD Bank, and member, Catalyst US Advisory Board
"If you manage a business and wish to support women in their pursuit of a successful career, Taking the Stage is an important read. I have seen women come back from the 'Taking the Stage' program and be considerably more confident speaking in front of their peers." John Montalbano, CEO, RBC Global Asset Management
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According to this book, no, I'm not. I use too many "pointless" words like "quite" and "just". And hey, I watch a lot of BBC. The way I speak isn't going to change.
I also don't hobnob with the bosses often enough if chapter four is anything to go by. I felt like chapter four was basically telling me to brown nose. Talk to those with the power. They are the ones that can help you. Not us blue-collar people.
So...I do appreciate some of the things this book says (I realize now that women too often just stick to those they are comfortable with), but others not so much (sit by the boss to make it look as though you're also in a position of power...???).
Countless men as well as women are wholly unprepared for situations in which they are unexpectedly called upon to address an especially serious issue or to suggest how to respond to a crisis or to evaluate a major change in the competitive marketplace. It's not enough to know what to say or even how to say it. You also need to develop a self-image based on that knowledge that becomes what Humphrey characterizes as a "center stage mindset": (a) You are worthy of the limelight, you've earned it on merit; (b) Seize every appropriate opportunity to shine, not show off; and (c) refuse surrender to opposition or resistance.
There is one other component that I wish to add to this mindset: principled dissent. In her brilliant book, Quiet, Susan Cain has much of value to say about the immensely difficult task of examining the advantages and disadvantages of being primarily an introvert as well as those of being primarily an extrovert. I use the term "primarily" in the context of culture as well as one's temperament, personality, preferences, tendencies, and (yes) volition. "If given a choice..." is a helpful phrase. Some people dread being the center of attention whereas the behavior of others indicates a pathological need for it. Not all introverts are shy and reluctant, however, and not all extroverts are bombastic and impulsive. Moreover, expediency can also come into play. As Walt Whitman affirms in "Song of Myself," each person is "large"...and contains "multitudes."
Humphrey can help both introverts and extroverts to develop the mindset as well as the skills and self-confidence they need to "take the stage" effectively.
These are among the dozens of passages of greatest interest and value to me (in Parts One and Two), also listed to suggest the scope of Humphrey's coverage:
o How Women Will Advance (Pages 7-9)
o [Why] Women Are Reluctant to Stand Out (16-18)
o Three steps to develop a "center stage" career (29-33)
o [How to] Develop a Political "Sixth Sense" (38-40)
o Avoid Aggressiveness: It Doesn't Work for Women or Men (44-46)
Note: I presume to add that all of the hundreds of CEOs with whom I have worked closely with over the years have been ladies and gentlemen.
o [The Mindset Needed for] Promoting Yourself in Every Situation (53-57)
o Five domains in which courage may be needed (60-64)
o [How to] Hold Your ground when challenged (67-74)
Note: My own opinion is that Humphrey's advice will also help those who feel ambushed in the workplace.
o Self-defeating behaviors (80-86)
o Self-defeating verbal and body language 89-92)
o Self-assertion script (96-101)
o Master interaction script (103-107)
o How to craft career-advancing conversation (109-115)
o How to elevate an "elevator script" (117-122)
When concluding here book, Humphrey observes, "Life can be a great performance if you think of yourself as being on stage and seeing every situation as an opportunity to inspire your audience." I agree while again suggesting that the material in this book can be invaluable value to men as well as to women, especially to men who supervise women. But with all due respect to the extended metaphor (i.e. stage, performers, "lines" of a play or script, audience, etc.), all of us every day have dozens (if not hundreds) of interactions with other people during which we can shine by sharing knowledge, by helping to answer questions, by helping to solve problems, and by in every other possible way to serve their needs, to nourish their personal growth and/or professional development.
All organizations need people to do that. So do communities. It is also in our own best interests to speak up when something needs to be said, take action when something needs to be done, and to stand out when a proper example needs to be set. In this context, I am again reminded of what Margaret Mead once suggested: "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has." That is the "success" which Judith Humphrey envisions and it requires a best effort by everyone involved.