Executive Tools
- Executive Summary
- Self Assessment Checklist
Expert Practices Articles
- Communicating Change
- Strategic Communications
- Communicating the Vision
- Talking to (and with) Employees
- Overcoming Communication Barriers
Case Histories
- The Most Important Thing You'll Ever Say -- Your Name
Tools & Analysis
- Ten Commandments of Leadership Communication
- Turn Heads and Increase Your Influence with Powerful Presentations
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Communicating Change
In times of change -- which these days means pretty much always
-- the leader's role calls for imparting clear, informative communications.
Unfortunately, say Vistage Communications experts Ron Arden and
Paul Batz, not all CEOs come equipped with built-in communications
skills. Some know what to say and how to say it purely by instinct;
most have to learn. Others resist counseling and assistance, thinking
it's enough for them alone to know what's happening in the company.
They generally leave the communication side of things to other people.
"This attitude can be a major disadvantage these days,"
Arden says. "For all organizations, it's become an absolute
necessity for the leader to communicate effectively with anyone
who has a stake in their company, whether they be staff, shareholders,
clients, the board or potential investors. When things are changing,
staff needs information and motivation to keep up, to know what's
going on, to meet changing objectives, to make decisions that will
ultimately affect the bottom line and the well-being of the organization."
"A chief executive needs to make change personal because it's
personal to the people who are being asked to change," Batz
notes.
Context is crucial, say the TEC communications experts. Regardless
of the project or initiative, it's vital to address the broader
elements needed to achieve success, including:
- What are the reasons behind our proposed change?
- What are our goals?
- Who does the change affect?
- What are the likely repercussions of change throughout the
organization?
- How will we all benefit from change?
The goal is always reducing ambiguity and uncertainty. "Think
of communication as a pre-emptive strike against rumor and gossip,"
Batz says. "By sharing truthful information -- in a complete
and timely manner -- you diminish the hurtful effects of the grapevine."
And make no mistake about it: your company has a grapevine. Every
company does.
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Strategic Communications
"Think of the assumptions you carry into any exchange. It's
unlikely that the other person walks in with the same preconceptions
-- hence, the almost inevitable misunderstandings that so often
occur in the workplace. In conversation, therefore, try to clarify
and confirm what you believe to be true and then determine if others
see things the same way."
When is face-to-face communication most appropriate? According
to Batz, these situations apply:
- Significant news. Any information that significantly affects
the audience (layoffs, merger, etc.) should be shared in person.
- Emotional circumstances. Handled properly, a difficult or potentially
explosive situation can be defused through a rational face-to-face
exchange of views. "Thrashing a problem out in person offers
both individuals to vent frustrations, cool down and hopefully
build a bridge toward understanding," Batz says.
- Influence and persuasion. You stand a better chance of converting
others to your position when you're in the same room with them
-- talking, listening, clarifying specific points, emphasizing
others.
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Communicating the Vision
The mandate for CEOs, Batz adds, is to spend time making sure that
their vision gets communicated to people in a clear, coherent manner.
"Sometimes the dots have to be connected," he says.
The golden rule: If people don't understand you, it's your problem,
not theirs.
Perhaps most important, the vision must be communicated consistently.
"When the leader keeps saying the same thing long enough, employees
will eventually come to believe and accept it," Arden says.
"Staying focused and consistent sends the message that you're
fully committed to the company's direction. Messages that change
frequently only lead to confusion and disorder."
Some tips from the Vistage experts:
- Make sure all employees are aware of the vision.
- Reassure stakeholders that the proposed change is justified,
properly managed and moving forward.
Praise individual contributions that boost progress.
- Address and resolve any problems that occur.
- Keep people informed as change progresses through the organization.
"Strive to fully explain the why behind your vision,"
Batz advises. "People want to understand how their individual
efforts contribute to the larger objective."
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Talking to (and with) Employees
How can a CEO expect employees to make meaningful contributions
to the organization if they lack accurate information about business
plans, goals and strategies? Without information, they can't play
a part in long-range planning or in efforts to improve products
and services. They can't offer input on enhancing work processes.
Most important, they can't change the way they conduct business
in response to changing marketplace conditions -- factors that could
prove crucial in a company's economic survival.
For this reason, the Vistage communications experts say, a company
should strive to eliminate as much unnecessary bureaucracy as possible
-- anything that might stifle messages coming through upward communication.
Arden asks: "Do employees in your company find numerous check-points
they have to fight through to get a message to you? Are you aware
there might be uncooperative and insensitive layers of corporate
bureaucracy getting in the way? If so, it's hardly surprising when
employees throw in the towel and senior management has little knowledge
or understanding of what's happening at ground level."
Effective communication builds morale and boosts productivity.
But, says Batz, this shouldn't be confused with "pep talks,"
which are often just puffery and never a factor in genuine morale
building.
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Overcoming Communication Barriers
In the cacophony of messages that assault us all in our day-to-day
lives, it's easy to forget that communication is a two-way street.
There's talking and there's listening. Without both elements, the
Vistage communications experts note, you can't have an effective
exchange of ideas and information.
"A common mistake is not creating the right environment for
listening," Batz says. "We send the wrong message by reading
a memo while others are talking, interrupting, answering phone calls
in the middle of a conversation and so on."
Instead, he urges leaders to manage by "walking around, sticking
your head in peoples' offices, ask them what's happening with their
work, what's exciting, what's challenging." The simple act
of sitting down in their space, not yours, shows that you care about
them as individuals.
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