July 27, 2026 • 41 mins
Public speaking, speaking in front of a camera, and executive presence under pressure — Lynn Smith has coached all of it. A national news anchor for 15 years at TODAY, NBC News, MSNBC, and CNN Headline News, TEDx speaker, Forbes Coaches Council member, and the media coach USA Today named "The CEO Whisperer," Lynn now trains CEOs at billion-dollar companies to own the room.
Through Lynn Smith Media & Communications, she and her team have prepared hundreds of leaders for TEDx talks, earnings calls, boardroom pitches, and live PR crises. She coaches for the Ragan Communications Leadership Council, teaches at Electives.io, and wrote the award-winning children's book Just Keep Going.
In this episode of The Money Signal, Lynn breaks down the "quadrant of qualms" — the four fears underneath nearly every executive she meets. Most media training treats the symptoms and wonders why nothing changes.
We get into what really happens in the room during earnings prep, the mistake comms teams make handing a CEO every message instead of a few, and her four-step crisis playbook. She unpacks why Astronomer's silence became the story, why McDonald's CEO Chris Kempczinski turned a viral burger moment into a Wall Street Journal profile — with Wendy's and Burger King joining in — and what BlackRock and Poppi prove about executives on social media.
🎙 Host:
Tsvetta Kaleynska — Consumer Data & Social Listening Expert
📡 About The Money Signal:
From Main Street to Wall Street — where real stories meet market intelligence.
Produced by GLORION MEDIA
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🎙 Host:
Tsvetta Kaleynska — Consumer Data & Social Listening Expert
Peter Tuchman -- NYSE Floor Broker, "Einstein of Wall Street"
📡 About The Money Signal: From Main Street to Wall Street — founders, CEOs, investors, and Wall Street veterans on money, business, and what success actually costs.
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Disclaimer
The content presented on The Money Signal: From Main Street to Wall Street is for informational and entertainment purposes only and does not constitute financial, investment, legal, tax, or other professional advice.
The views expressed by hosts and guests are their own and do not necessarily reflect the views of GLORION Media or its affiliates. Any discussion of companies, securities, markets, or investment strategies is intended solely as commentary and should not be interpreted as a recommendation to buy, sell, or hold any financial instrument.
Listeners and viewers should conduct their own research and consult with qualified financial or professional advisers before making any investment or business decisions.
Past performance is not indicative of future results.
GLORION Media, its hosts, producers, and affiliates may have business relationships with companies discuss...
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SPEAKER_00 (00:00):
You are a jack of all trades.
(00:03):
From the TV screen to mediaexecutive.
You have two kids.
What does it take to be in LynnSmith's shoes?
SPEAKER_01 (00:16):
But at the end of the day, still have a little bit
of that imposter syndrome.
Do I belong at this table or thefear of failure?
I just wanted to reverseengineer what it was that it
took for me to get to stage.
Specifically with CEOs, I wasdrawn to them for two reasons.
One, because as an anchor, I waslike a CEO.
My team around me, I could nevermake it seem like I'm panicking.
Surprising thing for me, afterhundreds and hundreds of
(00:38):
executives, the issues thatthey're dealing with are so the
same.
How do you coach them throughthe bad earning call?
You might be thinking, well, I'mnot a public company, so I don't
have to make a statement.
And I say, you're right, youdon't have to.
But you should, because if youdon't, the public will make the
statement for you, and the mediacertainly will.
SPEAKER_00 (01:03):
Welcome to the Money Signal Podcast from Main Street
to Wall Street.
Today I'm joined by Lynn Smith.
Lynn, welcome to the podcast.
Thanks for having me.
It's great to be here.
It's amazing to have you.
I want to say I've seen you onTV.
I have seen you now in person.
You are a jack of all trades,um, truly when it comes to
(01:23):
everything media.
So from the TV screen to mediaexecutive coaching.
Uh today I wanted to start theconversation really by uh
obviously saying like such apleasure to have you here.
And I'd love to learn all aboutwhat does it take to be in Lynn
Smith's shoes?
Um because you are a very busyperson.
(01:46):
Um, you have been a host on TV,you're running a media executive
and coaching business, you havetwo kids, you travel all the
time, and genuinely it feelslike uh you're all over the
place and you're wearing manyhats.
Who was Lynn Smith?
SPEAKER_01 (02:02):
You know the same feeling, right?
Working mom life is prettyintense.
You know, it's interesting.
I was just reflecting back onthis of the many years.
It was 15 years that I was inthe anchor seat, and I now coach
executives to find thaton-camera presence, that energy,
and also mitigate anyreputational risk that they
might have.
And they always just assume I'mso confident.
I'm so confident, right?
(02:23):
And I explained to them, youknow, I didn't really discover
what true confidence is untilprobably the last five years
when I became an entrepreneur.
I would say many years as a newsanchor.
You know, you're alwayscriticized, you're always as
good as your last show, alwaystrying to prove yourself.
And so it lends for a lot ofself-critique and the inner
critic that I like to call thebrain bully.
(02:44):
And it allowed me to be able tosit in their shoes and
understand what it feels like tobe in a wonderful job, have all
the accolades, but at the end ofthe day, still have a little bit
of that imposter syndrome oflike, do I belong at this table
or the fear of failure?
Like, what if I say the wrongthing on live TV and everybody
thinks I'm, you know, a totalidiot?
(03:04):
All of those feelings that nowI've created the methodology to
face them, talk about them,overcome them so that you can
show up as that wonderful,credible executive that you are.
So it was a learned skill for meas well.
I just wanted to reverseengineer what it was that it
took for me to get to this stageand unlock that for them as
(03:25):
well.
SPEAKER_00 (03:25):
It's a very tough job, I think, because from the
other angle and end of analysis.
So some of the CEOs that youcoach, without uh naming any
companies, I'm sure face such animmense pressure when it comes
to everyday life being a CEO.
I, prime example, in my uh 15years of being in social
(03:47):
listening, which is analyzingconsumer conversations on social
media, we have worked with largecorporations, Fortune 100, not
even 500, Fortune 100 C-suite,who at all times want it and
still want to know if there's anarticle that comes up from PR
crisis that it could create tobasically do they have to
(04:08):
publish um some kind of pressrelease?
Does the CEO have to go on TVright away to make an
announcement or mitigate therisk and the stakes are so high?
And my co-host Peter Tuckman,the Einstein of Wall Street,
would uh always talk aboutbasically what happens when the
stock then plummets for them.
(04:29):
So being an executive coach isactually, I think, such a tough
job.
I've seen it from the marketingend.
My co-host Peter Tuckman hasseen it from the Wall Street
end.
And we constantly, uh, when weopen the news, we read about
companies, obviously, who areeither very successful and what
they do or who are doing a verypoor job.
(04:50):
How did you decide to get intothat business?
SPEAKER_01 (04:53):
Specifically with CEOs, I was drawn to them for
two reasons.
One, because as an anchor, I waslike a CEO.
My team around me, I could nevermake it seem like I'm panicking.
It's like the flight attendant.
You know, if she's panicking orhe's panicking, you're like, oh,
the flight's going down.
But if they're cool, calm, andcollected, we're good.
And I I always knew thatpressure that you have to seem
(05:13):
like you've got it all togetherfor your team.
And you've got to seem likeyou've got a plan, even if
ratings are starting to go down,guys, we've got this.
We've got great ideas.
We're gonna do this and this andthis.
And then the second reason thatI was really drawn to CEOs and
their leadership teams is my ownfather turned down a CEO job,
and it was because of his fearof public speaking.
And he still regrets it.
He's 81 years old, and he wisheshe had that ability to silence
(05:38):
that voice in his head that waslike, but your voice shakes when
you talk in large groups.
And what if you say the wrongthing and the stock price goes
down?
And it was so essential for meto make them feel like I am this
external third-party person thatyou can say anything to because
I'm not gonna be sitting next toyou at a board meeting or
talking with the C-suite abouthow you seemed like you were
(06:00):
nervous or that you didn't haveyourself together before a big
high-stakes event.
You can tell me that you'reafraid the socks are gonna go
down and let's talk it out.
And that's exactly what happens.
And I don't present it in a wayto them that feels like, tell me
what you're nervous about, andthen they just spew it out.
We have a very specific way thatwe unlock what's truly going on
(06:23):
under the surface with them.
And once we earn that trust,they really do open up.
And the surprising thing for me,after hundreds and hundreds of
executives, mostly in theC-suite, the issues that they're
dealing with are so the same.
It is consistently the same.
And I call them the quadrant ofqualms because it fell into four
(06:45):
categories of what really wasgoing on beneath the surface.
What are the categories?
It's fear of failure.
What if I say the wrong thing,the price goes down?
What if I make a bad move andit's a PR crisis?
What if I catastrophize,catastrophize?
The next is feelings ofself-doubt.
Like, am I the person for thisjob?
(07:05):
Imposter syndrome, everyone'sgonna find out that I'm not the
person for this job eventually.
And then feelings of not enough.
And some CEOs fall smack dab inthe fear of failure, and they're
good in the rest of the places.
Some are smack dab in themiddle, but it was always
somewhere in that quadrant ofqualms.
And the result of what I callthe disease, which is those
(07:26):
fears, the result are thesymptoms, right?
So the symptoms are the ums, thesows, the repeating yourself,
the over-explaining, theover-preparing, which then you
script everything out and yousound like a robot.
Or under-preparing, and you showup and you don't know what
you're gonna talk about, and youjust kind of ramble trying to
get from point A to B and C, butyou're going to F and Q and all
(07:47):
over the place.
So it was almost a hundredpercent of the time we had the
same diseases and the samesymptoms.
So when I saw that pattern, Iwas like, there has to be
something that we can apply tothis methodology, so to speak,
in order to help this.
Because what I realized is mostexecutive coaches were treating
the symptoms, which when youthink about it is like taking an
(08:09):
anvil every day for a headacheand not figuring out what's
causing your headache.
Right, right.
And therefore they weren'tgetting a different result.
I mean, almost every executivethat comes to me has been
through some kind of a training.
You don't get into the C-suitewithout a version of training.
And many companies say theytrain and they basically sit
down in a chair and they'relike, sit like this, don't use
your hands, thank them forhaving you.
(08:31):
Don't repeat yourself byfollowing these talking points,
all of which are treating thesymptoms.
But we truly treat the disease.
And that's why time and timeagain we get the transformation.
And what's that transformationlook like is an executive that
might show up super scripted androbotic, or a little bit unsure
of themselves, a little bit ofthe shaky voice, or it might
(08:52):
manifest in things that you justcan't put your finger on, but
they just don't seem likethey've got that presence and
that human energy that's like,oh my gosh, that's magnetic.
I just want to be around thatperson.
So that's the from.
And the to state is really likethey show up and their shoulders
are back and they go from, whatif I say the wrong thing to I've
properly prepared myself?
(09:13):
Let's go.
Put me in, coach.
I get to do this.
And that's actually a mantrathat I've given CEOs.
I work with many of them rightbefore a big media appearance,
often for earnings where thestakes are ultimately the
highest.
Right.
And I tell them, you walk inthere and you say, I get to do
this.
How many CEOs of publicly tradedcompanies wish they could go on
(09:36):
and talk about their earningsreport and sell it to the
street?
And it's amazing.
They call me afterwards.
I'm like, I got to do that.
That was really incredible.
And it's time and time again.
And I had a company recentlysaying to me, What happens if
you don't get thetransformation?
And I said, you know, it's beenfive years, so I'm not saying
it's never gonna happen, but ithasn't happened yet.
(09:58):
And I really think it's becausewhen you treat the disease, the
symptoms fall away.
And that's what thetransformation is.
It's the symptoms are no longerthere.
SPEAKER_00 (10:07):
It's fascinating that you've been actually able
to map out the journey of theCEO.
So my favorite actually are theearnings calls.
Yeah.
Uh, as mentioned, I work withall kinds of companies, not only
Fortune 100, but we also workwith small and medium businesses
where we help them understandthe consumer.
And a lot of the times, and thisis also part of how we came up
(10:28):
with the show name from MainStreet to Wall Street, a lot of
the times we analyze consumerconversations in order to
predict how the earnings willwhat they'll look like at the
end of basically the quarter.
Every time I've listened to anearnings call, which is a lot, I
listen, I listen to a lot ofscript reads are so bad.
And I always wonder what itlooks like to be in that room
(10:52):
and what it feels like to bethat CEO.
Yeah.
A lot of the companies don'talways have the best news for
their board and for theirinvestors.
Yeah.
How do you help CEOs and how doyou coach them through the bad
earning calls?
SPEAKER_01 (11:08):
Yes, it's inevitable, especially in these
times.
It's inevitable.
And what we really try and findwithin them is what are you
excited about when you look atthis company?
Even in bad times, there'ssomething that gets them out of
bed, gets them into the office,and it's usually the solution.
Sell the solution.
(11:30):
Even in difficult times, there'salways a way up.
If anything, the way up is moreexciting because you're solving
a problem.
That's what CEOs do best.
They look at problems, theysolve them.
And that fits into their visionof what the company is.
And I'll just give you someinsight into some of these
earnings prep, because it'sactually my favorite thing to
prep executives on.
I'm brought in for all differentcircumstances, but earnings is
(11:52):
always my favorite because Ilove high stakes.
And when they get the relief,it's why I do what I do.
When they call me afterwards andthey're like, man, it went so
well.
And I just, it's like, oh, okay,that's why I do this.
And it's really a process.
So they start the earnings prepwith me at least.
(12:13):
And it's really intense becausethey've been in the script
development stage, and I workwith them on the script
development, and they, you know,how many tiers it goes through
from legal or strategy tofinance.
I mean, it's just like everyperson touches that script.
And they're in back-to-backmeetings, and it's the state,
it's a pressure cooker.
So the stakes are so high andthey're thinking about
(12:34):
everything.
So they get to me and they'relike a ball of stress.
And typically I just start withlike, just tell me what you're
feeling.
Like, I just want to get an ideaof what's going through your
head so we can work through it.
And sometimes they just haveeveryone leave the room so that
they can just trauma dump likethis person did this, we're in
this situation, it's reallylooking bad, or like, I don't
(12:56):
know if I'm gonna sell the goodpieces enough.
And once we just get all of thatout, it's like something's
lifted in the room for them.
You know, they just neededsomeone to talk to and then have
someone reframe what thosethings are.
And then we go through how toproperly prepare the messages
that comms have handed over.
In so many cases, and this ismaybe one of the biggest
(13:16):
mistakes, is that the comms teamwants to give them everything,
but it forces them to feel likethey have to communicate all of
these messages.
So they try and memorizeeverything, and then they sound
like they're reading bulletpoints, or they communicate
everything and thereforecommunicate nothing.
Your marketing person, if youmarket to everyone, you market
(13:36):
to no one.
So we have a very specific wayin which we have executives
prepare their messages, and it'sbased on my time in media when I
had to tell a story in a minuteand a half.
So I crafted a series ofquestions to filter messages
through.
And it proves to be very helpfulfor them to have these concepts
(13:58):
like, oh, I hit that, not all ofthese bullet points.
And I also have trained commsteams to prepare their CEOs
differently.
Once the CEO experiences it,they're like, Can you please
just spend some time with comms?
Because this is a really bigproblem.
Wow.
And once they stop memorizingthe numbers and stop memorizing
(14:18):
all of the tiny things that itdoesn't need to be addressed,
like, oh, that'll be in thereport.
Everyone's looking at that.
We did it in the script.
You don't have to regurgitateit.
They feel excited aboutdelivering it.
And here's what we know aboutcommunication.
It's not even as much what yousay, it's how you say it.
So I could be sitting here and Icould be talking to you and I
(14:39):
could be saying all of thethings that I'm saying right
now, and nobody would take anyof it.
And they'd be like, click,switch, right?
So it's the energy that webring.
Right.
And I explained to them this iswhat makes you impossible to
replace.
Your human energy cannot bemanufactured by AI or any
technology or any competitor ora successor.
(15:03):
You're irreplaceable when youhave that incredible magnetic
energy.
And it can be created by you,right?
Like it's where you tap intowhat you're pulling into
yourself to then have ittransferred to somebody else.
SPEAKER_00 (15:18):
I was just about to ask you actually, can that
energy be creative for CEOs?
Yes.
SPEAKER_01 (15:23):
So energy can't be created or destroyed, but it's
out there for us to coach them.
Yes.
Absolutely.
It is such a learned skill, butthey think that they're either
born with it or not.
And I'll give you a greatexample.
I was on a coaching call with aCFO, multi-billion dollar
company, super smart guy, right?
I'm only working with theseincredibly capable people.
(15:45):
But he gets on the call and he'sa typical CFO.
There are some anomalies, butyou know what CFOs are like?
He was just I mean, the flat isboring numbers, boring to the
details and the stash.
Yes.
And throughout the session, hekind of I saw him lighting up
with these things, like and his,and by 22 minutes in, I said,
(16:09):
look at this video 22 minutes inand see the shift in your
energy.
And what was he talking about at22 minutes in?
He was talking about his wife.
Oh.
And well, because we were, I wassaying, who is somebody that
you're your most authentic selfwith?
I'm like, I've got to imaginehe's probably not like that, you
know, having a beer with afriend.
(16:30):
So had to, I always need tounderstand how would they
describe you so that I can seewhat my potential is to get them
to?
Like some right, you know.
I mean, they describe me as veryintroverted and shy.
That's okay.
We can still work with that.
We're not gonna turn into this,but we can work with introverted
and shy.
And so he said, I'd say my wife,and she does this, and his whole
(16:53):
energy just shifted.
And so I show him that to teachhim you can create that energy
for yourself.
And energy manifests in fourcategories as well.
I love the fours.
I was just about to say the fourmust be your four.
One is mental energy.
So have I prepared and I trulyunderstand what those messages
(17:14):
are, going back to preparingsmarter, not harder.
And not over preparing, notunder-preparing, but preparing
properly.
And then emotional energy.
So, did I have a fight with afriend before I came into this
podcast with you?
And I'm like, oh, I'm so angry.
You're gonna feel that.
And then there's spiritualenergy, which is nothing to do
(17:35):
with religion.
It's all purpose.
That purpose that I have.
When I'm a CEO and I'mdelivering on earnings, my
purpose is to serve the company,get that message out to people.
Wow.
And how significant that is forthe employees that they're gonna
be able to have their leader doit in justice.
(17:56):
And it's it's these types ofenergy that if we focus and we
walk into a room and it's like,what type of energy am I walking
in with?
And if it's not great, we've gotexercises that we do with
executives to make sure thatit's really, really super
powerful.
Wow.
Are there any exercises you canshare with us that we could do
(18:18):
or easy?
So one of them for mental is Iwant you to ask the magic three
questions, which is what do Iwant people to be thinking and
feeling after hearing me speak?
Right.
Like a CEO might say, or one hasin particular that I'm thinking
of that is always what I show isa transformation in my work.
He said, I want them to saythis, that we've got the best
(18:38):
team.
We're executing so well on thisstrategy because of that team.
I was like, say that on TV.
And he did, and it was great.
Wow.
And the second question is, whatam I really excited about
talking on this?
What's what's lighting me upabout that?
And the third is, what do I wantthem to do when they leave that
call or the room or whatever?
(19:00):
99% of the time, I'm gonna wantyou to say that.
I'm gonna want you to say all ofthose three statements because
you want the audience to takethat away.
Why don't you say it?
And I asked these experts thatand they're like, well, I'm just
kind of hoping that it lands forthem.
But why wouldn't we say it ifwe're just hoping?
SPEAKER_00 (19:22):
Hmm.
SPEAKER_01 (19:23):
No, those are very, uh, very useful.
Thank you for sharing those.
I just realized I missed thefourth energy.
So if you're watching this andyou're like, wait, what was the
fourth energy?
And this is really important,it's physical.
So I don't know about you, butif I have a really high-stakes
communication event like akeynote, I do a really hard
workout in the morning and itlike gets those endorphins
(19:43):
flowing.
And I eat a really greatbreakfast and I don't have
coffee, so I'm like jacked up.
That's preparing my physicalenergy for when I go into that
room.
So if you can have thatphysical, mental, emotional, and
spiritual energy aligned in thisreally powerful way, man, you're
gonna, you're gonna feel thedifference.
And I've had CEOs call me,especially for the employees,
(20:06):
that they'll then have me trainafter they experience it.
And they're like, what did youdo with them?
They've drinked your magic.
I'm like, no, I'm not magic.
It's that they've never beengiven permission to think about
these things.
Their strategy, tactical, whathave you accomplished?
What are your KPIs, credentials,experience, like all of that
they've spent their entirecareer hyper focused on while
(20:29):
living in a mind jail.
SPEAKER_00 (20:31):
Mind jail.
I like that.
Well, I think sometimesemployees are also just so
focused on delivering theresults.
Obviously, that's tied to yourperformance.
Yes.
I'd love to learn more and tocome all my questions come
actually from experience.
So here's a background, and thenI'll ask the question.
I have worked with a Fortune 10company where we analyze they
(20:53):
produce um see it's the CPGcompany, so they have multiple
hundreds of products.
They always say you're never toofar, uh, you're never more than
10 feet away from a product ofthat company.
And I was working with their PRand comms.
Obviously, there's with thehundreds of thousands of
products that they produce,there's always some kind of
crisis.
(21:13):
And from the consumer end, wewould analyze discussions, but
we would also set up alerts.
So if an article or a media uhmention on TV comes up about
whether it's the CEO or anyonefrom the C-suite or a product
and there's an issue or arecall, would it they need to
react within minutes, not evenhours?
We're talking minutes here.
(21:34):
Um, and one of the things that Iwas shocked was every time there
was an issue, because it'sinevitable that there are
issues, one of therecommendations was always hey,
the CEO should go to a, youknow, basically platform, could
be TV, could be radio, podcast,make a statement, issue a press
(21:55):
release.
And they always stayed away fromthat.
Um and it was only at Earningstimes that the same C-suite CEO
was felt comfortable and it hadto be scripted.
Yep.
And there had to be ateleprompter, which again, I'm
not from the media world.
SPEAKER_01 (22:11):
Oh, it's so unnatural to talk on a
teleprompter.
SPEAKER_00 (22:13):
It's and and I thought really, you know, how do
we how do we help this companyand this client of ours get the
most out of our services forconsumer insights?
And again, from PR perspective,stay ahead of any crises.
And how do you help coach thethem?
Um, and I knew obviously it's avery complex being a CEO is very
(22:37):
complex.
Funny enough, side note, I'm aCEO of 10 people.
I always can sometimes be harderthan being a CEO of 10,000
people.
I always thought to myself, Ilove seeing people as LinkedIn
when it says CEO, and I'm like,CEO of what, please?
And then I became a CEO of 10,and I realized there's it's very
challenging actually for being aCEO, even of a tiny company,
(22:59):
because there are a lot ofissues.
People issues are always thehardest ones.
And and I realized with thatsame CEO that we were trying to
help this Fortune 10 company,that they were more afraid, not
so much of the media, butactually of the their own
employees and what they wouldthink about them.
And we never kind of like gotthrough or around that.
(23:20):
So we've ceased working with thecompany just because I felt like
there was nothing more we coulddeliver.
I had said everything I couldsay and provided all the
recommendations, but it stillhas stuck to me now for a while,
especially as I continue workingwith other C-suites for crisis
in PR management.
How do you help CEOs overcomethe fear to talk and also to be
(23:43):
unscripted?
Maybe scripted in some places,maybe earnings calls where you
have to memorize a ton ofnumbers and percentages, deltas
up or down.
Yes.
But how do you help them?
How do you convince them?
SPEAKER_01 (23:56):
Do you have to convince them even?
Yeah, it's so dependent on theCEO and the circumstance because
if it's a crisis and there is abig legal implication, then
we've got to make sure that thatis a buttoned up, scripted
statement.
There's no deviation from it,and they deliver it in a
conversational way, which wework with them to make it not
(24:17):
sound like they're reading thephone book.
But there are circumstanceswhere scripting is important.
I almost I don't want to saynecessary, but it's important to
legal.
And I understand I've got tobend on my rule, which is
scripts kill personalities.
And if you have to do it, do it.
But 99% of the time, they'regonna sound like a robot.
(24:38):
Earnings, for example, that's agreat example.
They have to have a script thatthey read that's recorded, and
we also work to make those notfeel like they're reading a
phone book.
And what we find is the greatestway for them to do that is to
connect with the words throughemotion, which is what I would
do when I'd read a teleprompter.
I'll I'll put an asterisk onthat.
(24:59):
When I first started reading ateleprompter 25 years ago, I had
a news director say to me,You're never gonna make it in
television.
I walked away and I was like,well, tears, should I quit?
All the things.
And it was because I read ateleprompter.
And it's there's no way to begood at it unless you have a lot
of experience.
Of course, I learned the skillof it and the way that I learned
to make it not sound like I wasreading Amazon book.
(25:21):
Because I'm looking at thosewords and I'm thinking about the
emotion that's associated withthat word.
And I'm thinking about mycadence.
So I'm punching words and I'mover-exaggerating now so people
can get the point.
But you punch and you havecadence and enunciation.
And when you're thinking aboutthe excitement or the tough
message, which has a differentemotion associated with it,
(25:44):
people will feel that.
And it doesn't have thatsing-song-y cadence that's like
that is typical of when you'rereading a script.
And so some of those strategiesreally unlock this different
side of when they have to read ascript.
But I want to get to what you'retalking about when it comes to
crisis, because this is almostthe number one thing I think
(26:06):
companies are failing at.
And it's not responding tocrisis.
When you stay silent, youcommunicate everything.
Either guilt or just that youdon't have a team that's
advising you.
I use astronomer as a greatexample.
I when that all broke and theyweren't issuing the statement
(26:29):
for days and days and justwildfire, wifi, wildfire, I went
onto their meet the team.
And I was like, Yeah, they don'thave a team for this, which they
didn't have to at the time.
They were a private company.
They were tiny, nobody knew whothey were.
So they're not prepared for thatkind of crisis.
But for private companies whoyou might be thinking, Well, I'm
not a public company, so I don'thave to make a statement.
(26:51):
And I say, You're right, youdon't have to.
But you should, because if youdon't, the public will make the
statement for you, and the mediacertainly will.
And they did.
In that case, they did.
Exactly.
And I get a lot of pushback whenI say this on LinkedIn because I
use a lot of examples.
Yeah.
Kristen Cabot went on Oprah andshe said a PR executive that is
(27:12):
super well known.
She didn't name her.
She said, she's the one thatadvised me, just stay quiet.
It'll blow over.
Just let it blow over.
So I went back on LinkedIn.
I was like, this is exactly whatI mean, guys.
Staying silent speaks louderthan a proper message.
And again, I get in thecomments, well, you know, you're
generalizing it.
(27:32):
Sometimes there are legal issueswhere you shouldn't say
anything.
And to that, I say, then you saythat.
We can't comment on pendinglitigation, and our company is
founded on these values, and wehold our employees to these
standards going forward.
And that's what I advisecompanies on is you acknowledge
(27:53):
the crisis, you communicate yourposition on it, which sometimes
it's just we can't comment onpending litigation, you take
responsibility or action.
We are initiating aninvestigation into this matter.
And you tell me now what?
Like, what's ahead for thecompany and how are you gonna
learn from this?
And if you hit all those boxes,the audience feels seen, heard,
(28:17):
and understood.
Like, okay, you get it.
Okay, you're gonna do somethingabout it.
And okay, maybe this is going toactually be beneficial and
helpful in the future becauseyou learned your lesson.
And Chris K, I can't pronouncehis last name for McDonald's,
just had this experience, right?
He went viral for seemingawkward in a video, which eating
(28:38):
the McDonald's.
Eating the burger, which I foundreally surprising because I had
used him as an example for along time as a CEO who was
effectively using social mediaand his personality to share
like funny little things.
Like he talked about impostersyndrome as a CEO, or he tried
(29:00):
the chicken snack wrap.
And I say, if the industry callsfor it, right?
If you're in healthcare, no.
But if you're in hospitality andthe restaurant business, sure
you can have some fun.
Then here's a CEO that's doingit.
So when he went viral, I saw allthe comments.
I was like, oh, he's always beendoing this.
He's always been kind of awkwardand quirky, but he embraces it,
(29:22):
right?
He's like the fun nerd.
Yeah.
And that was his shtick.
And so what did he do?
Like he didn't retreat.
He just did a huge profile withthe Wall Street Journal.
And he had fun with it.
And he took another bite of aburger.
And the Wendy's and the BurgerKing CEO got in on it.
And yes, that's a fun version.
And there are other examplesthat are much more higher
(29:43):
stakes, legal cases, deaths ofproduct, you know, when somebody
died from a product.
So yes, there's always differentcircumstances.
But now, like usually 100% ofthe time, if you acknowledge,
communicate, takeresponsibility, and tell me now
what, you mitigate what can turninto a catastrophe instead of
(30:04):
just a crisis.
Thank you for giving us theplaybook and guidelines.
I'm gonna get comments on itbecause I always do, but I will
say to you, this is from 15years being on that anchor desk
where when we'd get no commentand we'd report that, we'd hear
from so many viewers and we'dsee it escalate.
And I'll say there's one caveatto this rule.
(30:25):
If you're not a part of thestory, then you don't need to
comment.
And if the crisis is not acrisis, it's kind of like okay,
like that's great.
You don't need to make it acrisis.
And I use an example of a bankthat I advised, and they had a
just misstep from a comms personthat took a call from a tiny
(30:48):
blogger, not even like uh CBSNews.
It was a tiny blogger thatreached out asking for comment
on a story involving thepresident that another bank was
involved in, and they asked forcomment.
Now this bank wasn't eveninvolved.
And they commented and theybecame national news.
Oh my God.
This bank that's never been inthe headlines now exists with
(31:10):
that headline rating line.
So if you're not a part of thestory, or if the crisis is not
really a crisis, then sure.
Stay just stay quiet.
SPEAKER_00 (31:21):
Yeah, stay out of it and stay out of it, stay clean.
And what do you think about uhyou mentioned actually one of my
upcoming questions was CEOs andsocial media.
Yeah.
How it's it's so interesting tothink of social media.
I've been in the space now foruh almost 17 years, and I
analyze what consumers say couldbe about a CEO or a product.
(31:44):
I've seen a huge shift in theindustry in the last decade.
Actually, COVID changed the gameacross the board for every
single industry, includingsocial media as well.
And some of my clients alwayssay, should our C-suite and CEO
and you know, some of ourexecutives should they be more
vocal on social media?
(32:04):
Like what content should they beposting?
Or should we have pages for ourmain brand and then for each one
of the products underneath thebrand?
Because some of the products,obviously, some of the brands
have hundreds of productsunderneath.
And it's really a tough thingfor me to say.
I'm not a strategist.
I I analyze and I always say,well, this, you know, is there
what's the plan with the CEO'smessage and what is the brand
(32:26):
trying to communicate back tothe audience?
Obviously, we could do audiencetesting, so market more of the
market research approach of theA B testing message.
But as an executive coach, uhwould you advise CEOs to
actually use and leverage socialmedia?
SPEAKER_01 (32:43):
I know you want a yes or no answer, but I'm gonna
give you it depends.
And here's why industry.
So like I said, hospitality,retail.
For example, poppy.
Poppy became poppy because theyutilized social media.
And their CEO that sold for 2billion now is still so
(33:08):
incredibly active on socialmedia.
And she is growing her socialmedia.
And I don't know, she doesn'thave to financially, but she's
she wants to be a thoughtleader.
So she's using it for thatpurpose.
The industries that I think itworks really well in, as I
mentioned, hospitality, food.
I think that um BlackRock hasbroken the mold that I probably
wouldn't have said financialinstitutions.
(33:29):
But if you follow BlackRock,they not only are hysterical,
but I like would you ever thinkthat they'd have an end-of-year
video that they like, yeah.
You would never expect BlackRockto nail social media in between
two meetings, is like a seriesthat they have.
(33:50):
It's a case study in what I'llsay next, which is if your your
industry allows it, your CEOembraces it and it's on brand
for them and you're not puttingthem outside their comfort zone.
And if it serves the company,you know, it's not just because
you have to, but because youhave the culture where employees
(34:12):
love that about their CEO ortheir C-suite, or employees, you
know, would be really excited ifthey saw it.
Like you really have to askyourself a lot of questions
before you make that decision.
And it's okay if the industrydoesn't allow for it, the CEO's
preference doesn't allow for it,and the benefit is not worth
what potentially could be thecost.
(34:33):
And, you know, I would say whatwould be the cost that's not
great.
Even I argue Chris Kay was likebrilliant and and he's doubled
his social following.
And I went and bought McDonald'sfor the first time in 10 years.
I don't eat junk food, but I waslike, I actually kind of want to
try the snack crap because I sawhim eat it, which is so
powerful, right?
Somebody that has never eaten itfor 10 years converted me.
(34:56):
I was like, and I hear the dietcoke's better than any Diet
Coke.
I'm like getting a Diet Coke atMcDonald's.
But I would say that you know,it can become a crisis if
they're not vetting messages,that they're tweeting things out
that can be controversial, thatthey're chiming in on
controversial topics, commentingon things that they should not
(35:18):
be commenting on.
So it does have to be reallyvetted and discussed and
dissected before that decisioncan be made.
SPEAKER_00 (35:25):
So more of a joint decision, I guess, with the
communications team and havingthe vision of what exactly they
could be, because as youmentioned, BlackRock, which I
will check out their pages.
Oh, it's so good.
So good.
You can maybe nail and you canhave a great success story or
you can have a complete failure.
That's right.
Before we go, I wanted to ask aquestion which is more related
(35:46):
to um CEOs and how they couldtransform themselves.
And really the question is can aCEO who's considering perhaps
becoming a public speaker andhaving more public engagements,
and it could be CEO of anycompany and any size, can they
maybe not overnight, but canthey speed track into confidence
(36:09):
uh into their speaking and theirmedia appearances?
SPEAKER_01 (36:13):
Well, first I'll say the stakes are super high that I
would argue they need to,because a visible CEO, there's
great data out there thatthere's 44% higher return for
publicly traded companies thathave a visible CEO.
Oh, no, this because there's somuch clutter, there's so much
competition.
You need to cut through it.
And being out there and visibleis a great way to do it.
(36:36):
And that person has to be goodonce they're there.
So I would say I've seen, I'lluse one case study that's just
come to mind.
A CEO that I worked with that Istarted working with him when,
and he's a young CEO, but it'sagain a$4 billion company, but
he's so brilliant and he's anengineer and just so incredibly
(36:57):
smart, but doesn't have as muchof that EQ that's natural on
camera.
It was totally with theemployees.
I mean, he's so connected andeveryone loves him and he's so
warm and kind, but that didn'tnecessarily translate to the
camera.
So where we started was a lot ofums, a lot of looking down on
virtual appearances, someawkward body language, dumping
(37:21):
all the information, repeatingyourself, all the typical things
that we started this with.
He now, a year and a half later,has, and I have some of his
competitors that say to me,like, I have seen this
catastrophic rise.
He is maybe one of the numberone in his industry, was just
invited on one of the toppodcasts on the planet and
(37:43):
killed it.
So prepare him for it.
And he has, I mean, the stockwas up like 135%.
It was crazy.
Seriously, but that's the powerof a magnetic CEO.
It's it's returns, it's companybuy-in, employee buy-in,
(38:03):
customer buy-in.
They trust you.
And I always say, like, yourcharisma is contagious.
And then they say, Well, how doI get charisma?
And I was like, Well, you have ahave to have intentionality.
You have to be reallyintentional in your
communications.
Like, I'm really thoughtfultalking with you and connecting
with you.
And I and I'm thinking aboutthat.
(38:25):
I'm not just like answering thequestions, and then I'm thinking
about I gotta meet someone fordinner, right?
I'm intentional in the moment.
Right.
And many people that describesomeone who's magnetic, they
say, I feel like I'm the onlyperson in the room with them.
And that's a magnetic CEO.
So that can be something youtrain yourself on.
And then it's the trusttransfer.
So it's that transfer of energythat's like, this person's got
(38:46):
it.
And now I trust them becauseI've transferred that concept to
you.
And it can happen surprisinglyfast.
When I work with executives, wehave four sessions.
That's it.
We have four sessions.
Typically, it then turns intoyear-long engagements because I
start helping with earnings or Itrain the their teams, and then
we train the tier below becausewe have an online version of
(39:07):
what we do.
And so we're with companiestypically for two years, but the
start is four sessions.
Wow.
And the starting point, as wesaid, is um so's awkwardness.
And the end point is like, oh,well, it's so simple, but it
makes so much sense.
And it's this get out of jail,mind jail free.
(39:28):
And now they can just walk inthe room and they feel so
different.
Now their messages are organizedproperly.
They understand themselves a lotbetter as leaders.
And so, of course, okay, I haveearnings coming up.
Can you prep me for thisappearance that I have?
I have this, and we do spotsessions or we do longer term.
But that is a surprisingly smallwindow of time that you can have
(39:50):
a transformation.
And it's truly because you'vebeen taking an Advil for your
headache and you finally figuredout what was causing your
headache, so it goes awaybecause you can properly treat
it.
SPEAKER_00 (40:00):
Yeah.
And this is actually a perfecttie-in to from Main Street to
Wall Street because fromsomething so basic that we
consider obviouslycommunications, we think that
just because we speak and wordscome out of our mouth, we're
communicating.
Um, but that's actually nottrue, right?
SPEAKER_01 (40:18):
Not at all.
Think about your marriage,right?
Like the miscommunications, theovercommunications, under
communication.
There's so many different waysto mess up communications.
It's that are we effectivelycommunicating?
SPEAKER_00 (40:31):
Yeah.
And are we effectively throughour communication then driving
for our company's stocks up andgrowth?
So from Main Street to WallStreet, it's been such an honor
to have you on the podcast whereyou've helped me identify
communication strategies that Iwill begin using, and I'll be
more thoughtful in my appearanceas well.
(40:52):
It's been an honor.
Oh, it's been great to be here.
Thank you so much.
And thank you guys for beingwith us.
Stay tuned for another coolepisode of the Money Signal
Podcast.
And make sure you follow all ofour official social media pages,
moneysignal.podcast.
See you soon.
You are a jack of all trades.
(00:03):
From the TV screen to mediaexecutive.
You have two kids.
What does it take to be in LynnSmith's shoes?
SPEAKER_01 (00:16):
But at the end of the day, still have a little bit
of that imposter syndrome.
Do I belong at this table or thefear of failure?
I just wanted to reverseengineer what it was that it
took for me to get to stage.
Specifically with CEOs, I wasdrawn to them for two reasons.
One, because as an anchor, I waslike a CEO.
My team around me, I could nevermake it seem like I'm panicking.
Surprising thing for me, afterhundreds and hundreds of
(00:38):
executives, the issues thatthey're dealing with are so the
same.
How do you coach them throughthe bad earning call?
You might be thinking, well, I'mnot a public company, so I don't
have to make a statement.
And I say, you're right, youdon't have to.
But you should, because if youdon't, the public will make the
statement for you, and the mediacertainly will.
SPEAKER_00 (01:03):
Welcome to the Money Signal Podcast from Main Street
to Wall Street.
Today I'm joined by Lynn Smith.
Lynn, welcome to the podcast.
Thanks for having me.
It's great to be here.
It's amazing to have you.
I want to say I've seen you onTV.
I have seen you now in person.
You are a jack of all trades,um, truly when it comes to
(01:23):
everything media.
So from the TV screen to mediaexecutive coaching.
Uh today I wanted to start theconversation really by uh
obviously saying like such apleasure to have you here.
And I'd love to learn all aboutwhat does it take to be in Lynn
Smith's shoes?
Um because you are a very busyperson.
(01:46):
Um, you have been a host on TV,you're running a media executive
and coaching business, you havetwo kids, you travel all the
time, and genuinely it feelslike uh you're all over the
place and you're wearing manyhats.
Who was Lynn Smith?
SPEAKER_01 (02:02):
You know the same feeling, right?
Working mom life is prettyintense.
You know, it's interesting.
I was just reflecting back onthis of the many years.
It was 15 years that I was inthe anchor seat, and I now coach
executives to find thaton-camera presence, that energy,
and also mitigate anyreputational risk that they
might have.
And they always just assume I'mso confident.
I'm so confident, right?
(02:23):
And I explained to them, youknow, I didn't really discover
what true confidence is untilprobably the last five years
when I became an entrepreneur.
I would say many years as a newsanchor.
You know, you're alwayscriticized, you're always as
good as your last show, alwaystrying to prove yourself.
And so it lends for a lot ofself-critique and the inner
critic that I like to call thebrain bully.
(02:44):
And it allowed me to be able tosit in their shoes and
understand what it feels like tobe in a wonderful job, have all
the accolades, but at the end ofthe day, still have a little bit
of that imposter syndrome oflike, do I belong at this table
or the fear of failure?
Like, what if I say the wrongthing on live TV and everybody
thinks I'm, you know, a totalidiot?
(03:04):
All of those feelings that nowI've created the methodology to
face them, talk about them,overcome them so that you can
show up as that wonderful,credible executive that you are.
So it was a learned skill for meas well.
I just wanted to reverseengineer what it was that it
took for me to get to this stageand unlock that for them as
(03:25):
well.
SPEAKER_00 (03:25):
It's a very tough job, I think, because from the
other angle and end of analysis.
So some of the CEOs that youcoach, without uh naming any
companies, I'm sure face such animmense pressure when it comes
to everyday life being a CEO.
I, prime example, in my uh 15years of being in social
(03:47):
listening, which is analyzingconsumer conversations on social
media, we have worked with largecorporations, Fortune 100, not
even 500, Fortune 100 C-suite,who at all times want it and
still want to know if there's anarticle that comes up from PR
crisis that it could create tobasically do they have to
(04:08):
publish um some kind of pressrelease?
Does the CEO have to go on TVright away to make an
announcement or mitigate therisk and the stakes are so high?
And my co-host Peter Tuckman,the Einstein of Wall Street,
would uh always talk aboutbasically what happens when the
stock then plummets for them.
(04:29):
So being an executive coach isactually, I think, such a tough
job.
I've seen it from the marketingend.
My co-host Peter Tuckman hasseen it from the Wall Street
end.
And we constantly, uh, when weopen the news, we read about
companies, obviously, who areeither very successful and what
they do or who are doing a verypoor job.
(04:50):
How did you decide to get intothat business?
SPEAKER_01 (04:53):
Specifically with CEOs, I was drawn to them for
two reasons.
One, because as an anchor, I waslike a CEO.
My team around me, I could nevermake it seem like I'm panicking.
It's like the flight attendant.
You know, if she's panicking orhe's panicking, you're like, oh,
the flight's going down.
But if they're cool, calm, andcollected, we're good.
And I I always knew thatpressure that you have to seem
(05:13):
like you've got it all togetherfor your team.
And you've got to seem likeyou've got a plan, even if
ratings are starting to go down,guys, we've got this.
We've got great ideas.
We're gonna do this and this andthis.
And then the second reason thatI was really drawn to CEOs and
their leadership teams is my ownfather turned down a CEO job,
and it was because of his fearof public speaking.
And he still regrets it.
He's 81 years old, and he wisheshe had that ability to silence
(05:38):
that voice in his head that waslike, but your voice shakes when
you talk in large groups.
And what if you say the wrongthing and the stock price goes
down?
And it was so essential for meto make them feel like I am this
external third-party person thatyou can say anything to because
I'm not gonna be sitting next toyou at a board meeting or
talking with the C-suite abouthow you seemed like you were
(06:00):
nervous or that you didn't haveyourself together before a big
high-stakes event.
You can tell me that you'reafraid the socks are gonna go
down and let's talk it out.
And that's exactly what happens.
And I don't present it in a wayto them that feels like, tell me
what you're nervous about, andthen they just spew it out.
We have a very specific way thatwe unlock what's truly going on
(06:23):
under the surface with them.
And once we earn that trust,they really do open up.
And the surprising thing for me,after hundreds and hundreds of
executives, mostly in theC-suite, the issues that they're
dealing with are so the same.
It is consistently the same.
And I call them the quadrant ofqualms because it fell into four
(06:45):
categories of what really wasgoing on beneath the surface.
What are the categories?
It's fear of failure.
What if I say the wrong thing,the price goes down?
What if I make a bad move andit's a PR crisis?
What if I catastrophize,catastrophize?
The next is feelings ofself-doubt.
Like, am I the person for thisjob?
(07:05):
Imposter syndrome, everyone'sgonna find out that I'm not the
person for this job eventually.
And then feelings of not enough.
And some CEOs fall smack dab inthe fear of failure, and they're
good in the rest of the places.
Some are smack dab in themiddle, but it was always
somewhere in that quadrant ofqualms.
And the result of what I callthe disease, which is those
(07:26):
fears, the result are thesymptoms, right?
So the symptoms are the ums, thesows, the repeating yourself,
the over-explaining, theover-preparing, which then you
script everything out and yousound like a robot.
Or under-preparing, and you showup and you don't know what
you're gonna talk about, and youjust kind of ramble trying to
get from point A to B and C, butyou're going to F and Q and all
(07:47):
over the place.
So it was almost a hundredpercent of the time we had the
same diseases and the samesymptoms.
So when I saw that pattern, Iwas like, there has to be
something that we can apply tothis methodology, so to speak,
in order to help this.
Because what I realized is mostexecutive coaches were treating
the symptoms, which when youthink about it is like taking an
(08:09):
anvil every day for a headacheand not figuring out what's
causing your headache.
Right, right.
And therefore they weren'tgetting a different result.
I mean, almost every executivethat comes to me has been
through some kind of a training.
You don't get into the C-suitewithout a version of training.
And many companies say theytrain and they basically sit
down in a chair and they'relike, sit like this, don't use
your hands, thank them forhaving you.
(08:31):
Don't repeat yourself byfollowing these talking points,
all of which are treating thesymptoms.
But we truly treat the disease.
And that's why time and timeagain we get the transformation.
And what's that transformationlook like is an executive that
might show up super scripted androbotic, or a little bit unsure
of themselves, a little bit ofthe shaky voice, or it might
(08:52):
manifest in things that you justcan't put your finger on, but
they just don't seem likethey've got that presence and
that human energy that's like,oh my gosh, that's magnetic.
I just want to be around thatperson.
So that's the from.
And the to state is really likethey show up and their shoulders
are back and they go from, whatif I say the wrong thing to I've
properly prepared myself?
(09:13):
Let's go.
Put me in, coach.
I get to do this.
And that's actually a mantrathat I've given CEOs.
I work with many of them rightbefore a big media appearance,
often for earnings where thestakes are ultimately the
highest.
Right.
And I tell them, you walk inthere and you say, I get to do
this.
How many CEOs of publicly tradedcompanies wish they could go on
(09:36):
and talk about their earningsreport and sell it to the
street?
And it's amazing.
They call me afterwards.
I'm like, I got to do that.
That was really incredible.
And it's time and time again.
And I had a company recentlysaying to me, What happens if
you don't get thetransformation?
And I said, you know, it's beenfive years, so I'm not saying
it's never gonna happen, but ithasn't happened yet.
(09:58):
And I really think it's becausewhen you treat the disease, the
symptoms fall away.
And that's what thetransformation is.
It's the symptoms are no longerthere.
SPEAKER_00 (10:07):
It's fascinating that you've been actually able
to map out the journey of theCEO.
So my favorite actually are theearnings calls.
Yeah.
Uh, as mentioned, I work withall kinds of companies, not only
Fortune 100, but we also workwith small and medium businesses
where we help them understandthe consumer.
And a lot of the times, and thisis also part of how we came up
(10:28):
with the show name from MainStreet to Wall Street, a lot of
the times we analyze consumerconversations in order to
predict how the earnings willwhat they'll look like at the
end of basically the quarter.
Every time I've listened to anearnings call, which is a lot, I
listen, I listen to a lot ofscript reads are so bad.
And I always wonder what itlooks like to be in that room
(10:52):
and what it feels like to bethat CEO.
Yeah.
A lot of the companies don'talways have the best news for
their board and for theirinvestors.
Yeah.
How do you help CEOs and how doyou coach them through the bad
earning calls?
SPEAKER_01 (11:08):
Yes, it's inevitable, especially in these
times.
It's inevitable.
And what we really try and findwithin them is what are you
excited about when you look atthis company?
Even in bad times, there'ssomething that gets them out of
bed, gets them into the office,and it's usually the solution.
Sell the solution.
(11:30):
Even in difficult times, there'salways a way up.
If anything, the way up is moreexciting because you're solving
a problem.
That's what CEOs do best.
They look at problems, theysolve them.
And that fits into their visionof what the company is.
And I'll just give you someinsight into some of these
earnings prep, because it'sactually my favorite thing to
prep executives on.
I'm brought in for all differentcircumstances, but earnings is
(11:52):
always my favorite because Ilove high stakes.
And when they get the relief,it's why I do what I do.
When they call me afterwards andthey're like, man, it went so
well.
And I just, it's like, oh, okay,that's why I do this.
And it's really a process.
So they start the earnings prepwith me at least.
(12:13):
And it's really intense becausethey've been in the script
development stage, and I workwith them on the script
development, and they, you know,how many tiers it goes through
from legal or strategy tofinance.
I mean, it's just like everyperson touches that script.
And they're in back-to-backmeetings, and it's the state,
it's a pressure cooker.
So the stakes are so high andthey're thinking about
(12:34):
everything.
So they get to me and they'relike a ball of stress.
And typically I just start withlike, just tell me what you're
feeling.
Like, I just want to get an ideaof what's going through your
head so we can work through it.
And sometimes they just haveeveryone leave the room so that
they can just trauma dump likethis person did this, we're in
this situation, it's reallylooking bad, or like, I don't
(12:56):
know if I'm gonna sell the goodpieces enough.
And once we just get all of thatout, it's like something's
lifted in the room for them.
You know, they just neededsomeone to talk to and then have
someone reframe what thosethings are.
And then we go through how toproperly prepare the messages
that comms have handed over.
In so many cases, and this ismaybe one of the biggest
(13:16):
mistakes, is that the comms teamwants to give them everything,
but it forces them to feel likethey have to communicate all of
these messages.
So they try and memorizeeverything, and then they sound
like they're reading bulletpoints, or they communicate
everything and thereforecommunicate nothing.
Your marketing person, if youmarket to everyone, you market
(13:36):
to no one.
So we have a very specific wayin which we have executives
prepare their messages, and it'sbased on my time in media when I
had to tell a story in a minuteand a half.
So I crafted a series ofquestions to filter messages
through.
And it proves to be very helpfulfor them to have these concepts
(13:58):
like, oh, I hit that, not all ofthese bullet points.
And I also have trained commsteams to prepare their CEOs
differently.
Once the CEO experiences it,they're like, Can you please
just spend some time with comms?
Because this is a really bigproblem.
Wow.
And once they stop memorizingthe numbers and stop memorizing
(14:18):
all of the tiny things that itdoesn't need to be addressed,
like, oh, that'll be in thereport.
Everyone's looking at that.
We did it in the script.
You don't have to regurgitateit.
They feel excited aboutdelivering it.
And here's what we know aboutcommunication.
It's not even as much what yousay, it's how you say it.
So I could be sitting here and Icould be talking to you and I
(14:39):
could be saying all of thethings that I'm saying right
now, and nobody would take anyof it.
And they'd be like, click,switch, right?
So it's the energy that webring.
Right.
And I explained to them this iswhat makes you impossible to
replace.
Your human energy cannot bemanufactured by AI or any
technology or any competitor ora successor.
(15:03):
You're irreplaceable when youhave that incredible magnetic
energy.
And it can be created by you,right?
Like it's where you tap intowhat you're pulling into
yourself to then have ittransferred to somebody else.
SPEAKER_00 (15:18):
I was just about to ask you actually, can that
energy be creative for CEOs?
Yes.
SPEAKER_01 (15:23):
So energy can't be created or destroyed, but it's
out there for us to coach them.
Yes.
Absolutely.
It is such a learned skill, butthey think that they're either
born with it or not.
And I'll give you a greatexample.
I was on a coaching call with aCFO, multi-billion dollar
company, super smart guy, right?
I'm only working with theseincredibly capable people.
(15:45):
But he gets on the call and he'sa typical CFO.
There are some anomalies, butyou know what CFOs are like?
He was just I mean, the flat isboring numbers, boring to the
details and the stash.
Yes.
And throughout the session, hekind of I saw him lighting up
with these things, like and his,and by 22 minutes in, I said,
(16:09):
look at this video 22 minutes inand see the shift in your
energy.
And what was he talking about at22 minutes in?
He was talking about his wife.
Oh.
And well, because we were, I wassaying, who is somebody that
you're your most authentic selfwith?
I'm like, I've got to imaginehe's probably not like that, you
know, having a beer with afriend.
(16:30):
So had to, I always need tounderstand how would they
describe you so that I can seewhat my potential is to get them
to?
Like some right, you know.
I mean, they describe me as veryintroverted and shy.
That's okay.
We can still work with that.
We're not gonna turn into this,but we can work with introverted
and shy.
And so he said, I'd say my wife,and she does this, and his whole
(16:53):
energy just shifted.
And so I show him that to teachhim you can create that energy
for yourself.
And energy manifests in fourcategories as well.
I love the fours.
I was just about to say the fourmust be your four.
One is mental energy.
So have I prepared and I trulyunderstand what those messages
(17:14):
are, going back to preparingsmarter, not harder.
And not over preparing, notunder-preparing, but preparing
properly.
And then emotional energy.
So, did I have a fight with afriend before I came into this
podcast with you?
And I'm like, oh, I'm so angry.
You're gonna feel that.
And then there's spiritualenergy, which is nothing to do
(17:35):
with religion.
It's all purpose.
That purpose that I have.
When I'm a CEO and I'mdelivering on earnings, my
purpose is to serve the company,get that message out to people.
Wow.
And how significant that is forthe employees that they're gonna
be able to have their leader doit in justice.
(17:56):
And it's it's these types ofenergy that if we focus and we
walk into a room and it's like,what type of energy am I walking
in with?
And if it's not great, we've gotexercises that we do with
executives to make sure thatit's really, really super
powerful.
Wow.
Are there any exercises you canshare with us that we could do
(18:18):
or easy?
So one of them for mental is Iwant you to ask the magic three
questions, which is what do Iwant people to be thinking and
feeling after hearing me speak?
Right.
Like a CEO might say, or one hasin particular that I'm thinking
of that is always what I show isa transformation in my work.
He said, I want them to saythis, that we've got the best
(18:38):
team.
We're executing so well on thisstrategy because of that team.
I was like, say that on TV.
And he did, and it was great.
Wow.
And the second question is, whatam I really excited about
talking on this?
What's what's lighting me upabout that?
And the third is, what do I wantthem to do when they leave that
call or the room or whatever?
(19:00):
99% of the time, I'm gonna wantyou to say that.
I'm gonna want you to say all ofthose three statements because
you want the audience to takethat away.
Why don't you say it?
And I asked these experts thatand they're like, well, I'm just
kind of hoping that it lands forthem.
But why wouldn't we say it ifwe're just hoping?
SPEAKER_00 (19:22):
Hmm.
SPEAKER_01 (19:23):
No, those are very, uh, very useful.
Thank you for sharing those.
I just realized I missed thefourth energy.
So if you're watching this andyou're like, wait, what was the
fourth energy?
And this is really important,it's physical.
So I don't know about you, butif I have a really high-stakes
communication event like akeynote, I do a really hard
workout in the morning and itlike gets those endorphins
(19:43):
flowing.
And I eat a really greatbreakfast and I don't have
coffee, so I'm like jacked up.
That's preparing my physicalenergy for when I go into that
room.
So if you can have thatphysical, mental, emotional, and
spiritual energy aligned in thisreally powerful way, man, you're
gonna, you're gonna feel thedifference.
And I've had CEOs call me,especially for the employees,
(20:06):
that they'll then have me trainafter they experience it.
And they're like, what did youdo with them?
They've drinked your magic.
I'm like, no, I'm not magic.
It's that they've never beengiven permission to think about
these things.
Their strategy, tactical, whathave you accomplished?
What are your KPIs, credentials,experience, like all of that
they've spent their entirecareer hyper focused on while
(20:29):
living in a mind jail.
SPEAKER_00 (20:31):
Mind jail.
I like that.
Well, I think sometimesemployees are also just so
focused on delivering theresults.
Obviously, that's tied to yourperformance.
Yes.
I'd love to learn more and tocome all my questions come
actually from experience.
So here's a background, and thenI'll ask the question.
I have worked with a Fortune 10company where we analyze they
(20:53):
produce um see it's the CPGcompany, so they have multiple
hundreds of products.
They always say you're never toofar, uh, you're never more than
10 feet away from a product ofthat company.
And I was working with their PRand comms.
Obviously, there's with thehundreds of thousands of
products that they produce,there's always some kind of
crisis.
(21:13):
And from the consumer end, wewould analyze discussions, but
we would also set up alerts.
So if an article or a media uhmention on TV comes up about
whether it's the CEO or anyonefrom the C-suite or a product
and there's an issue or arecall, would it they need to
react within minutes, not evenhours?
We're talking minutes here.
(21:34):
Um, and one of the things that Iwas shocked was every time there
was an issue, because it'sinevitable that there are
issues, one of therecommendations was always hey,
the CEO should go to a, youknow, basically platform, could
be TV, could be radio, podcast,make a statement, issue a press
(21:55):
release.
And they always stayed away fromthat.
Um and it was only at Earningstimes that the same C-suite CEO
was felt comfortable and it hadto be scripted.
Yep.
And there had to be ateleprompter, which again, I'm
not from the media world.
SPEAKER_01 (22:11):
Oh, it's so unnatural to talk on a
teleprompter.
SPEAKER_00 (22:13):
It's and and I thought really, you know, how do
we how do we help this companyand this client of ours get the
most out of our services forconsumer insights?
And again, from PR perspective,stay ahead of any crises.
And how do you help coach thethem?
Um, and I knew obviously it's avery complex being a CEO is very
(22:37):
complex.
Funny enough, side note, I'm aCEO of 10 people.
I always can sometimes be harderthan being a CEO of 10,000
people.
I always thought to myself, Ilove seeing people as LinkedIn
when it says CEO, and I'm like,CEO of what, please?
And then I became a CEO of 10,and I realized there's it's very
challenging actually for being aCEO, even of a tiny company,
(22:59):
because there are a lot ofissues.
People issues are always thehardest ones.
And and I realized with thatsame CEO that we were trying to
help this Fortune 10 company,that they were more afraid, not
so much of the media, butactually of the their own
employees and what they wouldthink about them.
And we never kind of like gotthrough or around that.
(23:20):
So we've ceased working with thecompany just because I felt like
there was nothing more we coulddeliver.
I had said everything I couldsay and provided all the
recommendations, but it stillhas stuck to me now for a while,
especially as I continue workingwith other C-suites for crisis
in PR management.
How do you help CEOs overcomethe fear to talk and also to be
(23:43):
unscripted?
Maybe scripted in some places,maybe earnings calls where you
have to memorize a ton ofnumbers and percentages, deltas
up or down.
Yes.
But how do you help them?
How do you convince them?
SPEAKER_01 (23:56):
Do you have to convince them even?
Yeah, it's so dependent on theCEO and the circumstance because
if it's a crisis and there is abig legal implication, then
we've got to make sure that thatis a buttoned up, scripted
statement.
There's no deviation from it,and they deliver it in a
conversational way, which wework with them to make it not
(24:17):
sound like they're reading thephone book.
But there are circumstanceswhere scripting is important.
I almost I don't want to saynecessary, but it's important to
legal.
And I understand I've got tobend on my rule, which is
scripts kill personalities.
And if you have to do it, do it.
But 99% of the time, they'regonna sound like a robot.
(24:38):
Earnings, for example, that's agreat example.
They have to have a script thatthey read that's recorded, and
we also work to make those notfeel like they're reading a
phone book.
And what we find is the greatestway for them to do that is to
connect with the words throughemotion, which is what I would
do when I'd read a teleprompter.
I'll I'll put an asterisk onthat.
(24:59):
When I first started reading ateleprompter 25 years ago, I had
a news director say to me,You're never gonna make it in
television.
I walked away and I was like,well, tears, should I quit?
All the things.
And it was because I read ateleprompter.
And it's there's no way to begood at it unless you have a lot
of experience.
Of course, I learned the skillof it and the way that I learned
to make it not sound like I wasreading Amazon book.
(25:21):
Because I'm looking at thosewords and I'm thinking about the
emotion that's associated withthat word.
And I'm thinking about mycadence.
So I'm punching words and I'mover-exaggerating now so people
can get the point.
But you punch and you havecadence and enunciation.
And when you're thinking aboutthe excitement or the tough
message, which has a differentemotion associated with it,
(25:44):
people will feel that.
And it doesn't have thatsing-song-y cadence that's like
that is typical of when you'rereading a script.
And so some of those strategiesreally unlock this different
side of when they have to read ascript.
But I want to get to what you'retalking about when it comes to
crisis, because this is almostthe number one thing I think
(26:06):
companies are failing at.
And it's not responding tocrisis.
When you stay silent, youcommunicate everything.
Either guilt or just that youdon't have a team that's
advising you.
I use astronomer as a greatexample.
I when that all broke and theyweren't issuing the statement
(26:29):
for days and days and justwildfire, wifi, wildfire, I went
onto their meet the team.
And I was like, Yeah, they don'thave a team for this, which they
didn't have to at the time.
They were a private company.
They were tiny, nobody knew whothey were.
So they're not prepared for thatkind of crisis.
But for private companies whoyou might be thinking, Well, I'm
not a public company, so I don'thave to make a statement.
(26:51):
And I say, You're right, youdon't have to.
But you should, because if youdon't, the public will make the
statement for you, and the mediacertainly will.
And they did.
In that case, they did.
Exactly.
And I get a lot of pushback whenI say this on LinkedIn because I
use a lot of examples.
Yeah.
Kristen Cabot went on Oprah andshe said a PR executive that is
(27:12):
super well known.
She didn't name her.
She said, she's the one thatadvised me, just stay quiet.
It'll blow over.
Just let it blow over.
So I went back on LinkedIn.
I was like, this is exactly whatI mean, guys.
Staying silent speaks louderthan a proper message.
And again, I get in thecomments, well, you know, you're
generalizing it.
(27:32):
Sometimes there are legal issueswhere you shouldn't say
anything.
And to that, I say, then you saythat.
We can't comment on pendinglitigation, and our company is
founded on these values, and wehold our employees to these
standards going forward.
And that's what I advisecompanies on is you acknowledge
(27:53):
the crisis, you communicate yourposition on it, which sometimes
it's just we can't comment onpending litigation, you take
responsibility or action.
We are initiating aninvestigation into this matter.
And you tell me now what?
Like, what's ahead for thecompany and how are you gonna
learn from this?
And if you hit all those boxes,the audience feels seen, heard,
(28:17):
and understood.
Like, okay, you get it.
Okay, you're gonna do somethingabout it.
And okay, maybe this is going toactually be beneficial and
helpful in the future becauseyou learned your lesson.
And Chris K, I can't pronouncehis last name for McDonald's,
just had this experience, right?
He went viral for seemingawkward in a video, which eating
(28:38):
the McDonald's.
Eating the burger, which I foundreally surprising because I had
used him as an example for along time as a CEO who was
effectively using social mediaand his personality to share
like funny little things.
Like he talked about impostersyndrome as a CEO, or he tried
(29:00):
the chicken snack wrap.
And I say, if the industry callsfor it, right?
If you're in healthcare, no.
But if you're in hospitality andthe restaurant business, sure
you can have some fun.
Then here's a CEO that's doingit.
So when he went viral, I saw allthe comments.
I was like, oh, he's always beendoing this.
He's always been kind of awkwardand quirky, but he embraces it,
(29:22):
right?
He's like the fun nerd.
Yeah.
And that was his shtick.
And so what did he do?
Like he didn't retreat.
He just did a huge profile withthe Wall Street Journal.
And he had fun with it.
And he took another bite of aburger.
And the Wendy's and the BurgerKing CEO got in on it.
And yes, that's a fun version.
And there are other examplesthat are much more higher
(29:43):
stakes, legal cases, deaths ofproduct, you know, when somebody
died from a product.
So yes, there's always differentcircumstances.
But now, like usually 100% ofthe time, if you acknowledge,
communicate, takeresponsibility, and tell me now
what, you mitigate what can turninto a catastrophe instead of
(30:04):
just a crisis.
Thank you for giving us theplaybook and guidelines.
I'm gonna get comments on itbecause I always do, but I will
say to you, this is from 15years being on that anchor desk
where when we'd get no commentand we'd report that, we'd hear
from so many viewers and we'dsee it escalate.
And I'll say there's one caveatto this rule.
(30:25):
If you're not a part of thestory, then you don't need to
comment.
And if the crisis is not acrisis, it's kind of like okay,
like that's great.
You don't need to make it acrisis.
And I use an example of a bankthat I advised, and they had a
just misstep from a comms personthat took a call from a tiny
(30:48):
blogger, not even like uh CBSNews.
It was a tiny blogger thatreached out asking for comment
on a story involving thepresident that another bank was
involved in, and they asked forcomment.
Now this bank wasn't eveninvolved.
And they commented and theybecame national news.
Oh my God.
This bank that's never been inthe headlines now exists with
(31:10):
that headline rating line.
So if you're not a part of thestory, or if the crisis is not
really a crisis, then sure.
Stay just stay quiet.
SPEAKER_00 (31:21):
Yeah, stay out of it and stay out of it, stay clean.
And what do you think about uhyou mentioned actually one of my
upcoming questions was CEOs andsocial media.
Yeah.
How it's it's so interesting tothink of social media.
I've been in the space now foruh almost 17 years, and I
analyze what consumers say couldbe about a CEO or a product.
(31:44):
I've seen a huge shift in theindustry in the last decade.
Actually, COVID changed the gameacross the board for every
single industry, includingsocial media as well.
And some of my clients alwayssay, should our C-suite and CEO
and you know, some of ourexecutives should they be more
vocal on social media?
(32:04):
Like what content should they beposting?
Or should we have pages for ourmain brand and then for each one
of the products underneath thebrand?
Because some of the products,obviously, some of the brands
have hundreds of productsunderneath.
And it's really a tough thingfor me to say.
I'm not a strategist.
I I analyze and I always say,well, this, you know, is there
what's the plan with the CEO'smessage and what is the brand
(32:26):
trying to communicate back tothe audience?
Obviously, we could do audiencetesting, so market more of the
market research approach of theA B testing message.
But as an executive coach, uhwould you advise CEOs to
actually use and leverage socialmedia?
SPEAKER_01 (32:43):
I know you want a yes or no answer, but I'm gonna
give you it depends.
And here's why industry.
So like I said, hospitality,retail.
For example, poppy.
Poppy became poppy because theyutilized social media.
And their CEO that sold for 2billion now is still so
(33:08):
incredibly active on socialmedia.
And she is growing her socialmedia.
And I don't know, she doesn'thave to financially, but she's
she wants to be a thoughtleader.
So she's using it for thatpurpose.
The industries that I think itworks really well in, as I
mentioned, hospitality, food.
I think that um BlackRock hasbroken the mold that I probably
wouldn't have said financialinstitutions.
(33:29):
But if you follow BlackRock,they not only are hysterical,
but I like would you ever thinkthat they'd have an end-of-year
video that they like, yeah.
You would never expect BlackRockto nail social media in between
two meetings, is like a seriesthat they have.
(33:50):
It's a case study in what I'llsay next, which is if your your
industry allows it, your CEOembraces it and it's on brand
for them and you're not puttingthem outside their comfort zone.
And if it serves the company,you know, it's not just because
you have to, but because youhave the culture where employees
(34:12):
love that about their CEO ortheir C-suite, or employees, you
know, would be really excited ifthey saw it.
Like you really have to askyourself a lot of questions
before you make that decision.
And it's okay if the industrydoesn't allow for it, the CEO's
preference doesn't allow for it,and the benefit is not worth
what potentially could be thecost.
(34:33):
And, you know, I would say whatwould be the cost that's not
great.
Even I argue Chris Kay was likebrilliant and and he's doubled
his social following.
And I went and bought McDonald'sfor the first time in 10 years.
I don't eat junk food, but I waslike, I actually kind of want to
try the snack crap because I sawhim eat it, which is so
powerful, right?
Somebody that has never eaten itfor 10 years converted me.
(34:56):
I was like, and I hear the dietcoke's better than any Diet
Coke.
I'm like getting a Diet Coke atMcDonald's.
But I would say that you know,it can become a crisis if
they're not vetting messages,that they're tweeting things out
that can be controversial, thatthey're chiming in on
controversial topics, commentingon things that they should not
(35:18):
be commenting on.
So it does have to be reallyvetted and discussed and
dissected before that decisioncan be made.
SPEAKER_00 (35:25):
So more of a joint decision, I guess, with the
communications team and havingthe vision of what exactly they
could be, because as youmentioned, BlackRock, which I
will check out their pages.
Oh, it's so good.
So good.
You can maybe nail and you canhave a great success story or
you can have a complete failure.
That's right.
Before we go, I wanted to ask aquestion which is more related
(35:46):
to um CEOs and how they couldtransform themselves.
And really the question is can aCEO who's considering perhaps
becoming a public speaker andhaving more public engagements,
and it could be CEO of anycompany and any size, can they
maybe not overnight, but canthey speed track into confidence
(36:09):
uh into their speaking and theirmedia appearances?
SPEAKER_01 (36:13):
Well, first I'll say the stakes are super high that I
would argue they need to,because a visible CEO, there's
great data out there thatthere's 44% higher return for
publicly traded companies thathave a visible CEO.
Oh, no, this because there's somuch clutter, there's so much
competition.
You need to cut through it.
And being out there and visibleis a great way to do it.
(36:36):
And that person has to be goodonce they're there.
So I would say I've seen, I'lluse one case study that's just
come to mind.
A CEO that I worked with that Istarted working with him when,
and he's a young CEO, but it'sagain a$4 billion company, but
he's so brilliant and he's anengineer and just so incredibly
(36:57):
smart, but doesn't have as muchof that EQ that's natural on
camera.
It was totally with theemployees.
I mean, he's so connected andeveryone loves him and he's so
warm and kind, but that didn'tnecessarily translate to the
camera.
So where we started was a lot ofums, a lot of looking down on
virtual appearances, someawkward body language, dumping
(37:21):
all the information, repeatingyourself, all the typical things
that we started this with.
He now, a year and a half later,has, and I have some of his
competitors that say to me,like, I have seen this
catastrophic rise.
He is maybe one of the numberone in his industry, was just
invited on one of the toppodcasts on the planet and
(37:43):
killed it.
So prepare him for it.
And he has, I mean, the stockwas up like 135%.
It was crazy.
Seriously, but that's the powerof a magnetic CEO.
It's it's returns, it's companybuy-in, employee buy-in,
(38:03):
customer buy-in.
They trust you.
And I always say, like, yourcharisma is contagious.
And then they say, Well, how doI get charisma?
And I was like, Well, you have ahave to have intentionality.
You have to be reallyintentional in your
communications.
Like, I'm really thoughtfultalking with you and connecting
with you.
And I and I'm thinking aboutthat.
(38:25):
I'm not just like answering thequestions, and then I'm thinking
about I gotta meet someone fordinner, right?
I'm intentional in the moment.
Right.
And many people that describesomeone who's magnetic, they
say, I feel like I'm the onlyperson in the room with them.
And that's a magnetic CEO.
So that can be something youtrain yourself on.
And then it's the trusttransfer.
So it's that transfer of energythat's like, this person's got
(38:46):
it.
And now I trust them becauseI've transferred that concept to
you.
And it can happen surprisinglyfast.
When I work with executives, wehave four sessions.
That's it.
We have four sessions.
Typically, it then turns intoyear-long engagements because I
start helping with earnings or Itrain the their teams, and then
we train the tier below becausewe have an online version of
(39:07):
what we do.
And so we're with companiestypically for two years, but the
start is four sessions.
Wow.
And the starting point, as wesaid, is um so's awkwardness.
And the end point is like, oh,well, it's so simple, but it
makes so much sense.
And it's this get out of jail,mind jail free.
(39:28):
And now they can just walk inthe room and they feel so
different.
Now their messages are organizedproperly.
They understand themselves a lotbetter as leaders.
And so, of course, okay, I haveearnings coming up.
Can you prep me for thisappearance that I have?
I have this, and we do spotsessions or we do longer term.
But that is a surprisingly smallwindow of time that you can have
(39:50):
a transformation.
And it's truly because you'vebeen taking an Advil for your
headache and you finally figuredout what was causing your
headache, so it goes awaybecause you can properly treat
it.
SPEAKER_00 (40:00):
Yeah.
And this is actually a perfecttie-in to from Main Street to
Wall Street because fromsomething so basic that we
consider obviouslycommunications, we think that
just because we speak and wordscome out of our mouth, we're
communicating.
Um, but that's actually nottrue, right?
SPEAKER_01 (40:18):
Not at all.
Think about your marriage,right?
Like the miscommunications, theovercommunications, under
communication.
There's so many different waysto mess up communications.
It's that are we effectivelycommunicating?
SPEAKER_00 (40:31):
Yeah.
And are we effectively throughour communication then driving
for our company's stocks up andgrowth?
So from Main Street to WallStreet, it's been such an honor
to have you on the podcast whereyou've helped me identify
communication strategies that Iwill begin using, and I'll be
more thoughtful in my appearanceas well.
(40:52):
It's been an honor.
Oh, it's been great to be here.
Thank you so much.
And thank you guys for beingwith us.
Stay tuned for another coolepisode of the Money Signal
Podcast.
And make sure you follow all ofour official social media pages,
moneysignal.podcast.
See you soon.
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