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Baruch 2013 leadership communications[1]

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Baruch 2013 leadership communications[1]

  1. 1. Leadership Communications Baruch College
  2. 2. 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 2
  3. 3. 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? 3
  4. 4. 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 4
  5. 5. 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. 5
  6. 6. 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. 6
  7. 7. Great Communicators 7
  8. 8. Poor Communicators 8
  9. 9. Contrasting Communicators Tony Hayward, BP John Chambers, Cisco 9
  10. 10. 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. 10
  11. 11. A Failure to Communicate Result: In many businesses, leadership communications is poorly executed and often relegated to e-mail and Power Point presentations. 11
  12. 12. Effective Communications Effective communications is often embedded in an organization’s culture and is a central to its core values. 12
  13. 13. Leadership Communications There is no single, right way to communicate … 13
  14. 14. Leadership Communications It’s a combination of many elements, many leadership styles, applied at the right time. 14
  15. 15. 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. 15
  16. 16. Leadership Styles • The leader as: – – – – – – – Meaning maker Story Teller Trust Builders Direction Setter Linking agent Provocateur, critic Commanding General 16
  17. 17. A Failure to Communicate “When your intent is to move people to action … you have to have all three: facts, emotion and symbolism.” 17
  18. 18. Leadership Communications The Dimensions of Leadership Communications 18
  19. 19. 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. 19
  20. 20. 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 20
  21. 21. 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. 21
  22. 22. 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. 22
  23. 23. Great Communicators Winston Churchill • • • • • • Grab their attention Repeat regularly Bring language to life End powerfully Use simply gestures Pause 23
  24. 24. Chapter 1: Text What 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 24
  25. 25. 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. 25
  26. 26. 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. 26
  27. 27. 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. 27
  28. 28. 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 28
  29. 29. 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.) 29
  30. 30. Chapter 3: Text Leaders as meaning-makers: 1. They create focus and context for the work of their organizations. • • Framing the messaging Conveying a sense of belonging 1. 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. 30
  31. 31. Chapter 3: Text When I Grow Up 31
  32. 32. 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 32
  33. 33. 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. 33
  34. 34. 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. 34
  35. 35. 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. 35
  36. 36. Behaviors of Trusted Leaders 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectation 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust 36
  37. 37. 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 37
  38. 38. 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. 38
  39. 39. Chapter 5 Closing Gaps/Barriers • Engage senior management in communicating change throughout the organization. ­ ­ Communications cascade Supervisor has voice in decision making process • Emphasize face­to­face communication as often as possible. 39
  40. 40. 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 40
  41. 41. Chapter 5 Closing 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. 41
  42. 42. 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 42
  43. 43. 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 150­250 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. 43
  44. 44. 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. 44
  45. 45. Elements of Proposals • Sample Budget (usually one year) • Vitae/Resume/Biographical Sketch – Includes vitae for project director and key personnel. Keep them short­­two 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. 45
  46. 46. 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 46
  47. 47. 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. 47
  48. 48. Chapter 6: Direction Setters Attributes 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. 48
  49. 49. Chapter 6: Direction Setters Tactics 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. 49
  50. 50. 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. 50
  51. 51. 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 51
  52. 52. 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 52
  53. 53. 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). 53
  54. 54. Chapter 7: Transition Pilot Focus 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. 54
  55. 55. 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? 55
  56. 56. Chapter 7: Transitional Pilot Focal 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? 56
  57. 57. 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. 57
  58. 58. 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. 58
  59. 59. Chapter 8 Encouraging Participation at Staff 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) 59
  60. 60. 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 60
  61. 61. 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. 61
  62. 62. 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. 62
  63. 63. 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. 63
  64. 64. 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. 64
  65. 65. 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. 65
  66. 66. 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. 66
  67. 67. 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 67
  68. 68. 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 68
  69. 69. Chapter 15: Lesikar Presentation 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 69
  70. 70. 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. 70
  71. 71. 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. 71
  72. 72. 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. 72
  73. 73. 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 73