baruch 2013 leadership communications[1]
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Leadership Communications
Baruch College
Leadership Communications
Baruch College
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Leadership Communications
“Communication is the backbone of leadership. People need direction and leadership, and
without constant communication you have no leadership.”
Harvard Business Review*
Effective Leadership Communications
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Leadership Communications
“In a 2002 survey of 1,104 employees around the country, 86% of the respondents said that their
bosses thought they were great communicators. But only 17% said their bosses actually
communicated effectively.” Harvard Business Review*
Is One Dimensional Communication Limiting Your Leadership?
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Leadership Communications
“We thought there was a communications gap, but it turned out we were totally wrong. It’s not a gap, it’s a chasm.”
Boyd Clarke, author
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The Fallout
• Confidence in business leadership is at an all time low
• Employee surveys consistently rank communications and lack of faith in senior management among the top concerns.
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The Fallout
• Businesses that communicate poorly do not perform as well as those that do:– Effective communications can
add up to 3% to ROI
– Poor leadership communications is a competitive disadvantage
• Top talent gravitates to businesses that have great leaders and leadership communications.
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Great Communicators
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Poor Communicators
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Contrasting Communicators
Tony Hayward, BP
John Chambers, Cisco
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A Failure to Communicate
• Business leaders have little incentive to communicate– They’re paid to increase profitability, not win
popularity contests– Many don’t like to communicate– They view communications as an expense, not an
investment– There’s not enough time– Communications is often delegated to subordinates.
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A Failure to Communicate
Result: In many businesses, leadership communications is poorly executed and often
relegated to e-mail and Power Point presentations.
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Effective Communications
Effective communications is often embedded in an organization’s culture
and is a central to its core values.
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Leadership Communications
There is no single, right way to communicate …
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Leadership Communications
It’s a combination of many elements, many leadership styles, applied at the
right time.
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But There is a Wrong Way
• Communicate one dimensionally:– Focus only on facts– No passion – Ignore symbolic
messages– Sugar coat the message– Practice double-speak– Communicate after the
fact or not at all– Say only what is required.
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Leadership Styles
• The leader as:
– Meaning maker– Story Teller– Trust Builders– Direction Setter – Linking agent – Provocateur, critic – Commanding General
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A Failure to Communicate
“When your intent is to move people to action … you have to have all
three: facts, emotion and
symbolism.”
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Leadership Communications
The Dimensions of Leadership Communications
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Communicating Effectively• Effective leadership communications
is multi-dimensional:– The best communicators use more than
just one platform or approach– They recognize that communications is
much more than just speaking or delivering information.
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Communicating Effectively
What is effective leadership communication?– What you say and how you say it– Whom you talk to – How you get people talking with you and with each
other– Keeping an organization’s vision clearly focused
for customers and employees alike– Are designed to gain commitment from
stakeholders and create a bond of trust between leader and follower
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Communicating Effectively
• Richard Teerlink revitalized Harley-Davidson with frequent and relentless personal communications with dealers and owners.
• Herb Kelleher traveled coach to learn about the state of business from front line employees and passengers.
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Communicating Effectively
• Steve Jobs has architected Apple’s turnaround and leadership position in consumer technology by:
– Acting as a visionary– Keeping employees and customers energized and loyal– Relentlessly focusing on customers.
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Great Communicators
Winston Churchill
• Grab their attention• Repeat regularly • Bring language to life• End powerfully• Use simply gestures• Pause
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Chapter 1: TextWhat is effective leadership communication?
• Message of significant importance that flows from the leader to key stakeholders:
– Employees– Investors– Public
• A message from CEO on the future of the organization is a leadership communication
• A memo from the CEO rescheduling a meeting isn’t.
John Baldoni
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Chapter 1: Text
What is effective leadership communication?
• What you say and how you say it.• Whom you talk to. • How you get people talking with you and with
each other.• Keeping an organization’s vision clearly
focused for customers and employees alike.
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Chapter 1: Text
What is the purpose of leadership communication?
• Designed to gain commitment from stakeholders
• Establish or continue to build a bond of trust between leader and follower.
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Chapter 2: Text
Critical communications issues that leadership must address:
1. Commitment to the organization and goals – building trust between employees and management, including immediate supervisor.
2. Building awareness of organizational goals and priorities, especially during periods of change and transition.
3. Helping their organizations become better.
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Internal Comms Channels
Formal Communications Channels
– email– intranet– webcasts– text messaging– Voice mail– newsletters– blogs– podcasts– speeches– town halls
• (Credibility levels vary)
All Employees/Key Internal Stakeholders
Organizational Cascade(Word of Mouth)
- CEO- Senior Level Execs- Middle Mgmt- All Employees
• (Credibility is high)
All Employees/Key Internal Stakeholders
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External Comms Channels
• Advertising • Promotions• Sales• Business Development (Primarily Consulting)• Public Relations via
– Media (Broadcast, electronic, print)– Investors/Analysts– Speeches– Website/Webcasts– Thought Leadership
• Organizational Performance
All External Stakeholders (Media/Dealers/Clients/Suppliers/Investors/Government, etc.)
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Chapter 3: TextLeaders as meaning-makers:
1. They create focus and context for the work of their organizations.• Framing the messaging• Conveying a sense of belonging
2. They offer channels for employees to act in ways that will increase their feelings of significance and contributions.• Employees want to feel a sense of status, respect• People want their work to be meaningful and have a
purpose.
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Chapter 3: Text
When I Grow Up
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Chapter 3: Text
Meaning makers communicate:
• A sense of inclusion in a close knit community (American Express, US gov’t after 9-11)
• Build relationships by staging frequent community dialogues
• Encouraging people to make their commitment to the organization public
• Clearly frame big picture issues and provide context
• Engage employees in mission
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Chapter 4
Leaders as story tellers:
1. Commitment to the organization and goals – building trust between employees and management, including immediate supervisor.
2. Building awareness of organizational goals and priorities, especially during periods of change and transition.
3. Helping their organizations become better.
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Chapter 5
Leaders as trust builders:
• Communication is central to building trust, and a critical element of leadership credibility.
• It’s not only what a leader says, but how it’s said:– To build mistrust: Talk with others about problems you are having with
a peer without doing everything reasonably possible to solve the problem through direct communication with that peer.
– To build trust: Solve problems through direct communication at the lowest equivalent level: yourself and peers; yourself and your direct manager; yourself, your manager and her manager.
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Chapter 5
– To build mistrust: Make a pretended or "soft" commitment, e.g., "I'll respond later.“– To build trust: When in doubt about taking on a commitment, air your concerns with
the relevant parties. When engaged on an ongoing commitment, communicate anticipated slippage as soon as you suspect it.
– To build mistrust: Manage/supervise from behind your desk only– To build trust: Spend "informed" time mingling, asking non-assumptive questions,
making only promises you can keep , working back through existing lines of authority.
– To build mistrust: Be unclear or not exactly explicit about what you need or expect. Assume that anyone would know to do/not do that.
– To build trust: Be explicit and direct. If compromise is productive, do it in communication, not in your mind alone.
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Behaviors of Trusted Leaders
1. Talk Straight2. Demonstrate Respect3. Create Transparency4. Right Wrongs5. Show Loyalty6. Deliver Results7. Get Better8. Confront Reality9. Clarify Expectation10. Practice Accountability11. Listen First12. Keep Commitments13. Extend Trust
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Chapter 5
Strategies that make leaders more effective communicators, trust builders:
• Be seen as an individual• Being informal is a big deal• Critique ideas/decisions, not people• Be visible, make your thinking visible• Admit uncertainty when not fully informed• Don’t ignore failure – analyze it• Do what you say
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Chapter 5
Barriers to creating community trust:
• Bureaucracies put distance between people.• Create “caste” distinctions in the workplace
and inhibit productive communication.• Result: Bureaucratic organizations undercut
trust and undermine community building efforts.
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Chapter 5
Closing Gaps/Barriers
• Engage senior management in communicating change throughout the organization.
Communications cascade Supervisor has voice in decision making process
• Emphasize face-to-face communication as often as possible.
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Internal Comms Strategy
Formal Communications Channels
– email– intranet– webcasts– text messaging– Voice mail– newsletters– blogs– podcasts– speeches– town halls
• (Credibility levels vary)
All Employees/Key Internal Stakeholders
Organizational Cascade(Word of Mouth)
- CEO- Senior Level Execs- Middle Mgmt- All Employees
• (Credibility is high)
All Employees/Key Internal Stakeholders
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Chapter 5Closing Gaps and Barriers:
• Share airtime: Be seen as a listener as well as a direction giver.
• Position yourself as a colleague: It’s “us”, “we” … we share a common fate.
• Invite criticism and push back (and be prepared to use it).
• Empathize: Listen to people’s stories, tell them you understand how they feel.
• Ask questions about non-work matters.• Don’t be afraid to share your personal side.
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Elements of Proposal Letters
• Intro paragraph stating reason for writing.• Paragraph explaining qualifications • Needs paragraph • Solution paragraph • Uniqueness paragraph (why this approach is unique)• Request for funds paragraph • Closing paragraph • Signatures • Attachments, if allowed
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Elements of Proposals
• Simple Cover: Title, date, to whom.• Table of Contents• Executive Summary/Abstract
– Briefly state the problem, significance, objectives, method, and anticipated outcome. Typical length is 150-250 words.
• Statement of Need: Why is this project necessary?
• Project Description – Introduce Applicant: Establish
credibility particularly in the area of funding is being sought
– Problem Statement: Discuss the condition the applicant wishes to change; give evidence of the problem; explain why solving the problem is important to the grantor, the applicant, and others.
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Elements of Proposals
Project Description (cont’d.)
– Objective: States project's specific desired outcomes; relates objectives directly to problem.
– Methodology: Describes activities to be performed to meet the stated objectives; defends choice of activities; discusses who will perform activities; includes timetable.
– Personnel and Facilities: Details qualifications of key project personnel and describes the facilities available or promised for project.
– Evaluation: State plans to evaluate the project; indicate who will conduct the evaluation (project personnel or a consultant?) and what will be done with the results.
– Long-term Project Plan: Describe plans for the project after the requested funding period; if it will continue, what has been done or will be done to ensure support.
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Elements of Proposals
• Sample Budget (usually one year)• Vitae/Resume/Biographical Sketch
– Includes vitae for project director and key personnel. Keep them short--two to five pages is adequate.
• Other Support– Indicate key personnel's current and pending funding for this
and other work. Include granting agency, project title, amount awarded or requested, project period, percent of effort committed by the individual, and project location. Some grantors also require a brief description of the project.
•Appendices (also called Attachments) – Sections that are too detailed or dense to include in main
proposal; often includes rationale or factual records. Some grantors do not allow appendices.
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The Leader as Navigator
•Most basic form of leadership is to tell people what needs to be done and help them do it.
•Three navigator roles:
– Direction Setter – Transition Pilot– Linking Agent
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Chapter 6
The Leader as Direction Setter
• Sharing direction is a fundamental task of leadership.
• To do that, leaders must:-Attract and retain attention-Build awareness and understanding-Persuade people to act.
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Chapter 6: Direction SettersAttributes of Effective Messages
• Message is personalized• It evokes an emotional response• It comes from a trustworthy or respected sender• It’s concise• Messages that evoked an emotion and were personalized
were more than twice as likely to be attended to as those messages without these attributes.
• Emails from leaders get attention, provided they’re not overused.
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Chapter 6: Direction SettersTactics that Get Attention
• Personalize the message by using “our” and “you” and “we” when appropriate
• Tell people how you feel – let them know where you stand• Convey urgency but don’t alarm• Communicate only where there’s a reason – skip the
regular updates.• Limit the length of written communications to one page• Deliver the message over multiple channels.
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Chapter 6: Direction Setters
Tactics for Setting Clear Direction
• Focus on a single objective and show how it fits in with everything else
• Limit your discussion to 2 or 3 key points• Personalize your points to the audience• Translate complex strategies into real world tactics –
what people actually need to do to accomplish goals• Repeat yourself • Invite questions• Summarize at the end.
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Chapter 7: Transition Pilot Communicating Transitions
• One of the biggest challenges for leadership today, given the pace of organizational change through:
•M&As•Business unit sales •Growth •Downsizings
• Often involves:•Loss of jobs•Reassignments•Restructurings
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Chapter 7: Transition Pilot Communicating Transitions
• Net result: Transitions strike fear in the hearts of most employees
• Fearful employees aren’t productive• The best look for new jobs elsewhere• They’re especially resistant to change or “being
changed”• Fearful employees can undo the best transitional
plans•Daimler Chrysler
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Chapter 7: Transition Pilot Countering Resistance to Change
• Full disclosure of plans as soon as possible (delays are killers)
• Minimizing speculation (tell only what you know to be fact.)
• Review career implications brought on by change• Discuss steps that can be taken now to plan for
your future• Say the same thing to all audiences (internal and
external).
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Chapter 7: Transition PilotFocus messaging on what people want (not fear):
• Some degree of security and control over their jobs and careers
• Connections to networks, resources, support systems
• Opportunities to be successful and to advance their careers
• Recognition of their contributions and talents.
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Chapter 7: Transition Pilot
Transitional Communications Should Answer:
• What are the organization’s change plans?• Why are they important?• What’s going to happen to me? And when will
it happen?• What do you want me to do?• What’s in it for me?
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Chapter 7: Transitional PilotFocal Points of Transitional Communications
• The Business Challenge: What prompted this change? How does it answer the challenge?
• The Customer: How does this help us serve them better?
• Competitive Advantage: How will this make us stronger? What will happen if we don’t change?
• Set new goals and targets• New resources and support systems: What do we
have now that we didn’t have before?
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Chapter 8: Linking Agent • Leaders who cross organizational boundaries to
keep all stakeholders moving and working together.
• Proponents of “bottom-up Communications”
•The quality of information declines as it moves upward through bureaucracies.
• Emphasize top-down listening.- Strong feedback channels- Linking agents that connect management
levels, relay and translate messages messages to their own reports.
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Chapter 8
Bottom-Up Communications
Staff Meetings
• Ask for people’s opinions• Emphasize the value of frontline views• Use staff meetings as forums for employee input,
not just as information pass-down sessions• Tell stories and cite examples of employee all-stars• Encourage open dialogue• Rigid structure is the enemy of open dialogue.
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Chapter 8
Encouraging Participation atStaff Meetings
• Develop looser meeting structures• Sitting around tables is more conducive
than theater style layouts• Manage discussion by using good
facilitation tactics (8-2 on 154)
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Chapter 8
Encouraging Participation With Mixed Groups
• Emphasize common goals/bonds -The customer-Enhancing shareholder value-Streamlining costs
• Solicit other viewpoints• Mediate disputes/ disagreements• Summarize and reconcile different
views
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Chapter 9: Leader as Critic • Continually questions the status
quo.
• Buck conventional wisdom, assumptions.
• Often driven by continuous improvement.
• Role boils down to raising the right questions in the right ways and following up on answers.
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Chapter 9: Leader as Critic
• Not the easiest of roles.
• How you question will ruffle feathers.
• Many tend to operate like bulls in a china shop.
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Chapter 9: Leader as Critic
Messages Worth Repeating
• Future success requires everyone improve, even if causes disruption.
• Those who pinpoint improvement areas increase their chances for promotion.
• Look within for improvement opportunities.
• Bests sources for improvement are customers, colleagues.
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Chapter 11: Learning Advocate
• Thrive in “learning organizations” which excel in adapting to changing environments by reinventing the rules for success.
• Proponents of conversational communications that lead to continuous improvement.
–“Push and Pull” – What can we learn from you? How can we do it better?
• Much of it is derived from writings of Peter Drucker.
• Book: Larry Bruozis and revival of Cadillac.
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Chapter 11: Learning Advocate
• Tell stories about what people in organization are thinking and doing.
• Seeding ideas that end up being implemented.• Use questions and surveys to extract opinions,
check status.• Create platforms for those who might not be
noticed or listened to.• Encourage unheard voices to bring their ideas
forward. • Act as gadfly to stimulate thinking, advocate
positions.• Move ideas around the organization. • Recognized initiative takers.
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Chapter 11: Learning Advocate
Benefits:
• Help teams be more receptive to change and take on new learning programs and business strategies more effectively.
• New initiatives will have a greater chance of succeeding and getting off the ground more quickly.
• Empowers employees and helps morale. – Accessible leaders often hear comments from the field
that they might not otherwise uncover.
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Chapter 14: Lesikar
Conducting Effective Meetings
• Plan the agenda items• Follow the plan• Move the discussion along• Control those who talk too much• Encourage participation from those who
talk too little• Closely manage the clock• Summarize appropriately
-Usually at the end of a section
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Chapter 15: Lesikar
Effective Presentations
• Know your audience• Have an outline/agenda and stick to it.• Be brutal about eliminating
redundancies.• Know your presentation
– The more familiar you are with the content, the better you’re presentation will be
• Use visuals judiciously– Don’t hide behind PPTs– Talk to the slides, not the bullets
• Practice
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Chapter 15: LesikarPresentation Killers
• Don’t practice (80/20 rule)• Hide behind visuals• Hug the podium• No focus• Don’t frame the talk • Don’t recap key points• Overload your presentation with complexity• Veer off the agenda• Talk for more than 15 minutes• Talk in a monotone
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Case Study
Good News is Bad News
Goldman Sachs, Wall Street’s 80,000 pound gorilla, has issued a buy rating on Pfizer because Ian Read, the company’s new CEO, is telling analysts he would entertain offers to sell off all non-core pharmaceutical business – Generics, Animal Health, Consumer Products, Nutritionals.
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Case Study
•Wall Street likes what it hears. •Employees in those divisions do not and rumors about sales and potential layoffs are running rampant.
•The company’s officials position is it is reviewing and assessing all business portfolio holdings and no decisions have been made at this time.
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Case Study
• Pfizer management has to actively manage Wall Streets expectations and employees.
• It wants the company’s stock prices to improve but it can’t risk a drain of top talent at divisional units that might be sold.
• Come up with a plan for Read to effectively set direction and manage the expectations of both stakeholder sets.
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Final Four Classes
• 4/24: Break into Group Presentation Teams –Finish Leader as Transition Pilot Discussion–Leadership Communication Analysis PP Slides Due
• 5/1: Group Presentation Teams Continue Working–Leader as Critic discussion (time permitting)–Blog 4 due–Any volunteers to present leadership communication
analysis?
• 5/8: Leadership Communications Presentations
• 5/13: Group Proposal Presentations–Blog 5 due