The Leader S Voice B I Z


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The Leader S Voice B I Z

  1. 2. The Leader’s Voice How your communication can inspire action and get results! AUTHOR: Boyd Clarke and Ron Crossland PUBLISHER: MTom Peters Press, SelectBooks DATE OF PUBLICATION: 2002 NUMBER OF PAGES: 169 pages Book pic
  2. 3. THE BIG IDEA <ul><li>Every leader has, at one time or another, made these four fatal assumptions: </li></ul><ul><ul><li>Assuming constituents have understood the message </li></ul></ul><ul><ul><li>Assuming constituents agree to the message </li></ul></ul><ul><ul><li>Assuming constituents care about the message </li></ul></ul><ul><ul><li>Assuming constituents will act accordingly </li></ul></ul><ul><li>We are only human, and leaders sometimes assume the message has gotten through and communication has taken place. </li></ul><ul><ul><li>this book focuses on how individual leaders can achieve results through big ideas involving creating better strategic alignment, greater credibility, and clarity. </li></ul></ul><ul><li>Communicating to the reader in vivid real-world examples while supporting it with facts based on 20 years of leadership consulting, the authors break down the principles in simple language while hitting home through stories of inspiration. </li></ul>
  3. 4. <ul><li>Our forefathers were farmers. Our fathers were industrialists and builders. Today we are information providers. The golden age of talent has come. </li></ul><ul><ul><li>Leaders who lack the knowledge and communication skills, those who cannot balance facts with human emotion, and significance in symbols, will lead their companies into a blind alley. </li></ul></ul><ul><li>Inventing the new world of work </li></ul><ul><li>“ For the foreseeable future, information will be the business </li></ul><ul><li>resource and innovation the work.” </li></ul>Beginning with the big idea at the end
  4. 5. <ul><li>The most effective communicators use three essential channels to convey important leadership messages to overcome the four fatal assumptions. These channels are the… </li></ul><ul><ul><li>Factual </li></ul></ul><ul><ul><li>Emotional </li></ul></ul><ul><ul><li>Symbolic </li></ul></ul><ul><li>To develop your leader’s voice you need to gain clarity in these areas as well: </li></ul><ul><ul><li>Authenticity </li></ul></ul><ul><ul><ul><li>Who am I as a leader? What drives me? What do I truly believe? </li></ul></ul></ul><ul><ul><li>Foresight </li></ul></ul><ul><ul><ul><li>What is our vision/brand identity? Where will our strategic direction take us? What kind of organization do we want to be? </li></ul></ul></ul>1. The Leader’s Voice Model
  5. 6. <ul><ul><li>Connection </li></ul></ul><ul><ul><ul><li>How do I get through the fog? How do I create more meaningful conversations? How do I communicate publicly and privately? </li></ul></ul></ul><ul><ul><li>Context </li></ul></ul><ul><ul><ul><li>What is required of me now? How will market forces, politics, current trends impact our company? </li></ul></ul></ul>1. The Leader’s Voice Model
  6. 7. <ul><li>“ By not using facts, emotions, and symbols in their </li></ul><ul><li>communication, leaders leave out essential ingredients that </li></ul><ul><li>stimulate and promote the transfer of meaning and quality </li></ul><ul><li>decision making.” </li></ul><ul><li>Thanks to a strange construction accident and its hapless victim, Phineas Gage, doctors in 1848 first discovered how the brain works. Phineas’ accident (a rod had gone through his head) had altered his behavior. </li></ul><ul><ul><li>The breakthrough was that one part of our brain, which contains logical thinking, and its other parts – the ones controlling emotions and meanings - are all affected and cannot work properly without each other. </li></ul></ul><ul><li>It is the leader’s responsibility to practice speaking to constituents with all the necessary ingredients for eloquence: a balance of factual data, emotive words from the heart that reach out to people, and stories with rich symbolic meaning </li></ul>2. Our brains are hardwired for facts, emotions, and symbols.
  7. 8. <ul><li>In 1988, Ted Turner launched TNT and filled it with all kinds of programs: from Westerns and classic. By 2000, TNT was in more than 80 million homes or 97% of American homes with cable or satellite TV. </li></ul><ul><ul><li>The problem was that audiences never knew what to expect. It did not have a strong brand concept. </li></ul></ul><ul><ul><li>When you said MTV people knew it meant music. </li></ul></ul><ul><ul><li>When you said ESPN, people knew it meant sports. </li></ul></ul><ul><ul><li>With TNT, audiences could only leave a question mark. </li></ul></ul><ul><ul><ul><li>TNT was a hodge-podge of different things all competing for viewer attention. </li></ul></ul></ul><ul><li>Steve Koonin, the network’s vice president and general manager, had to turn the ship around (in a storm). Koonin made the decision TNT would have to position itself, program according to the new positioning, and promote the new position and programming. </li></ul>3. How TNT found Drama
  8. 9. <ul><li>After a lot of research, TNT came up with the working term “the drama club”. </li></ul><ul><ul><li>The people at TNT worked to find a way to explore the meaning of drama and communicate it as a new position. </li></ul></ul><ul><ul><li>A corporate retreat was organized, and after the birth of the new dramatic network, TNT did the first daring turnaround move no other network had ever done. It dropped its top-rated wrestling show from regular programming. </li></ul></ul><ul><li>On June 12, 2001 TNT launched D-Day (Drama Day) featuring big actors like Whoopi Goldberg, Dennis Hopper, Joan Allen and other stars celebrating and contemplating “What is Drama?” Their message was simple and clear. </li></ul><ul><ul><li>The new tagline accompanying the logo and ad campaign was: “TNT. We know drama.” </li></ul></ul>3. How TNT found Drama
  9. 10. 3. How TNT found Drama <ul><li>By acquiring the best dramas like NYPD Blue, X-Files, Law & Order, ER, and films like Erin Brokovich, TNT re-programmed according to its new position. </li></ul><ul><ul><li>TNT gained 50% more viewers among adults aged 18 to 34 and 25 to 54. Kleenex was signed up as a major sponsor behind a weekly “tear jerker” movie. </li></ul></ul><ul><ul><li>The network held the first annual Drammys culminating in the Drama King and Queen awards. </li></ul></ul><ul><li>Under Steve Koonin’s leadership and good communication instinct, TNT achieved a successful repositioning and new brand image as strong as MTV and other networks whose content you could sum up in one word: </li></ul><ul><ul><li>i.e. music = MTV. Drama = TNT. </li></ul></ul><ul><ul><ul><li>The story proves how important it is to communicate in facts, emotions, and symbols. </li></ul></ul></ul>
  10. 11. <ul><li>The facts about facts: </li></ul><ul><ul><li>Facts can be misrepresented, distorted, and used to support dubious conclusions. Business leader often communicate facts and presume others will share their interpretation. </li></ul></ul><ul><ul><li>Some facts obscure the truth. Different research firms publish different numbers on how many Americans are online. </li></ul></ul><ul><li>Remember… </li></ul><ul><ul><li>Some facts are difficult to believe. </li></ul></ul><ul><ul><li>Some facts are false. </li></ul></ul><ul><ul><li>Some facts get twisted. </li></ul></ul><ul><ul><li>Some facts get whitewashed. </li></ul></ul><ul><ul><li>Some facts can be interpreted differently. </li></ul></ul><ul><ul><li>Some facts can be ignored. </li></ul></ul>4. People love facts, but with facts alone a leader cannot persuade nor inspire.
  11. 12. <ul><li>How do leaders communicate facts without boring their constituents? </li></ul><ul><ul><li>Metaphors and color help make communication memorable. </li></ul></ul><ul><ul><ul><li>Use words or word pictures. </li></ul></ul></ul><ul><ul><ul><li>Use catchy and original phrases. </li></ul></ul></ul><ul><ul><li>Make facts stick through humor. </li></ul></ul><ul><ul><li>Display the facts in a graphic way. </li></ul></ul><ul><ul><ul><li>They must be accurate, clear, and be able to support your interpretation. </li></ul></ul></ul><ul><ul><ul><li>A graphic should be simple enough to be understood by the average high school student. </li></ul></ul></ul><ul><ul><li>Turn facts into a story. </li></ul></ul><ul><ul><li>Add sparkle with amazing facts. Try these amazing facts on for size: </li></ul></ul>4. People love facts, but with facts alone a leader cannot persuade nor inspire.
  12. 13. <ul><ul><li>Add sparkle with amazing facts. Try these amazing facts on for size: </li></ul></ul><ul><ul><ul><li>More than 90% of all HIV infections are in sub-Saharan Africa. If the cure were a single glass of clean water, most would not have access to it. </li></ul></ul></ul><ul><ul><ul><li>The Centers for Disease Control reports that more than 90,000 people die per year from hospital errors. That’s equivalent to a fully loaded 737 crashing every day – no survivors. </li></ul></ul></ul><ul><ul><ul><li>Constituents will interpret the facts and combine them with their own emotions and symbols to create meaning. A leader who knows how to use facts is powerful. Good factual communication builds trust and confidence. </li></ul></ul></ul>4. People love facts, but with facts alone a leader cannot persuade nor inspire.
  13. 14. <ul><li>We follow leaders because of how they make us feel. </li></ul><ul><li>A great leader can articulate the unspoken dreams and desires of his or her constituents. The best leaders broadcast their message on different levels: </li></ul><ul><ul><li>Feelings </li></ul></ul><ul><ul><ul><li>Anita Roddick pushed her company to do “business with a conscience”. </li></ul></ul></ul><ul><ul><ul><li>The Body Shop is well known for its stand on environmental issues and women’s rights. </li></ul></ul></ul><ul><ul><ul><li>Hillary Rodham Clinton popularized her “It takes a village” concept to constituents, spreading the idea of a community helping raise children. </li></ul></ul></ul><ul><ul><ul><li>’s Jeff Bezos began the 2000 letter to the shareholders with “Ouch. </li></ul></ul></ul><ul><ul><ul><li>It’s been a brutal year.” People appreciate honest, direct, and simple communication from their leaders. </li></ul></ul></ul>5. Tune Into Emotions
  14. 15. <ul><ul><li>Power </li></ul></ul><ul><ul><ul><li>Leaders help constituents find their own power. If a leader has great faith in people, she can fan the flames of support in them. </li></ul></ul></ul><ul><ul><li>Encouragement </li></ul></ul><ul><ul><ul><li>Good leaders communicate praise and let their employees know when they’ve done a great job. People appreciate a sincere “thank you” more than the perks or bonuses. People need to know that their work matters. </li></ul></ul></ul><ul><ul><li>Hope and Optimism </li></ul></ul><ul><ul><ul><li>Leaders who communicate optimism rather than promoting negative feelings in their constituents are the ones who will succeed in winning hearts and minds. </li></ul></ul></ul><ul><ul><ul><li>Inspiration is more important, avoid reminding staff they are behind. </li></ul></ul></ul>5. Tune Into Emotions
  15. 16. <ul><ul><li>Pure energy </li></ul></ul><ul><ul><ul><li>Good leaders have boundless energy and a lot of passion for their work. </li></ul></ul></ul><ul><ul><ul><li>It doesn’t mean you have to be vocal all the time. </li></ul></ul></ul><ul><ul><ul><li>A soft-spoken leader may inspire through an untiring work ethic, commitment, and continuous actions that bring the company to success. </li></ul></ul></ul><ul><ul><li>Empathy </li></ul></ul><ul><ul><ul><li>Empathy is the ability to notice and make distinctions among individuals’ moods, temperaments, motivations, and intentions. </li></ul></ul></ul><ul><ul><ul><li>Empathy requires active listening. </li></ul></ul></ul><ul><ul><ul><li>Ask for the facts, listen to the emotions and confirm how others feel, and pay attention to the symbols they use. </li></ul></ul></ul><ul><ul><ul><li>Constituents resent leaders who do not listen to them. </li></ul></ul></ul>5. Tune Into Emotions
  16. 17. <ul><ul><li>Emoting </li></ul></ul><ul><ul><ul><li>People love a leader who can laugh and cry with them. </li></ul></ul></ul><ul><ul><ul><li>Openness invites openness. </li></ul></ul></ul><ul><ul><ul><li>Distancing yourself emotionally from people when appropriate (it’s up to you to gauge what is the level of intimacy you want with your constituents) is a tricky thing. </li></ul></ul></ul><ul><ul><ul><li>Discern when it is appropriate to share feelings. </li></ul></ul></ul><ul><ul><ul><li>Celebrate and party with your constituents when it is the appropriate time. </li></ul></ul></ul><ul><ul><ul><li>Hide most of your anger, resentment, depression, and cynicism. </li></ul></ul></ul><ul><ul><ul><li>It’s okay to let people see you frustrated sometimes, but not all of the time. </li></ul></ul></ul>5. Tune Into Emotions
  17. 18. <ul><ul><li>Comedy </li></ul></ul><ul><ul><ul><li>Humor eases stress in the workplace. </li></ul></ul></ul><ul><ul><ul><li>Constituents love a leader who lets them know it’s okay to have fun. </li></ul></ul></ul><ul><ul><ul><li>The most effective humor has purpose. </li></ul></ul></ul><ul><ul><li>Actions </li></ul></ul><ul><ul><ul><li>Constituents respect someone who walks his talk. </li></ul></ul></ul><ul><ul><ul><li>A leader who is on hand to answer questions, gets her hands dirty along with the crew, and stays up all night with everyone else to meet a deadline is the one whose integrity is unquestioned by those who work for her. </li></ul></ul></ul><ul><li>Remember that leaders are fooled by the fear of constituents to tell them the truth. </li></ul><ul><ul><li>The very nature of being a leader is that people are afraid of you in a way, and try to hide the truth from you, therefore not giving any negative feedback. </li></ul></ul><ul><ul><li>This often deludes a leader and makes him think the communication was clear. </li></ul></ul>5. Tune Into Emotions
  18. 19. <ul><li>Symbols are the shortcuts to the great truths that guide our lives. </li></ul><ul><li>From Louis Vuitton’s stylized text to the famous golden arches of McDonald’s </li></ul><ul><ul><li>symbols are the corporation’s communication vehicles with which brand identity is fostered. </li></ul></ul><ul><li>Graphic designers prototype symbols when they are creating logos and developing brand collateral. </li></ul><ul><ul><li>They produce several prototypes before honing in on the best design. </li></ul></ul><ul><ul><li>The final choice is evaluated by its impact, color, scale, feeling, application across mediums, and other features. </li></ul></ul><ul><li>Immersing oneself into a single subject is another prototyping process. </li></ul><ul><ul><li>Talk to experts. </li></ul></ul><ul><ul><li>Live the subject. </li></ul></ul><ul><ul><li>Breathe it. </li></ul></ul>6. SYMBOLS: Rabbit’s foot and rosary
  19. 20. 6. SYMBOLS: Rabbit’s foot and rosary <ul><li>Research for symbols in non-business books and other areas. </li></ul><ul><ul><li>Use a concept that is universal. </li></ul></ul><ul><ul><ul><li>Many of the best communicators have a lifelong reading habit. </li></ul></ul></ul><ul><ul><ul><li>They are constantly in conversation with interesting people from outside their area of business. </li></ul></ul></ul><ul><ul><ul><li>Read to expand your mind and go out and meet new people. </li></ul></ul></ul><ul><ul><ul><li>An idea will come to you after you take a fresh look at things. </li></ul></ul></ul><ul><li>If you have to work hard to explain a symbol, then it’s not an effective symbol. </li></ul><ul><li>Another form of symbolism is the art of storytelling. </li></ul><ul><ul><li>Stories in a company culture are passed on with pride and build a rich history. </li></ul></ul><ul><ul><li>Be the kind of leader that tells inspiring stories and moves people toward working for a greater purpose. </li></ul></ul>
  20. 21. <ul><li>Leaders move from the social, significant, to the intimate levels of communication in order to reach their constituents. </li></ul><ul><li>The social level is purely surface and helps people find common ground. </li></ul><ul><li>The significant level is where talk about priorities, politics, religion, or business strategy. </li></ul><ul><ul><li>Constituents align themselves with leaders who state clearly what they truly and deeply believe. </li></ul></ul><ul><ul><li>Leaders are expected to discuss issues that others often avoid. </li></ul></ul><ul><li>Intimate communication is the deepest level reserved for spouses, family, friends, and deities. </li></ul><ul><ul><li>It is characterized by vulnerability, openness, and trust. </li></ul></ul>7. The Three Levels of Communication
  21. 22. <ul><li>Leaders use the different quadrants to communicate. These are: </li></ul><ul><ul><li>Public/Direct – Presentations, meetings, speeches </li></ul></ul><ul><ul><li>Public/Indirect – Web, Memo, White Paper, Newsletters, Annual Reports </li></ul></ul><ul><ul><li>Private/Direct – One on one </li></ul></ul><ul><ul><li>Private/Indirect – Letters, E-mail, Voice Mail, Memos </li></ul></ul><ul><li>Frequent face-to-face contact with others maintains connection and trust. </li></ul><ul><ul><li>Emails, teleconferencing, and voice mail place stress on leader’s ability to connect with constituents and their ability to connect with each other. </li></ul></ul><ul><li>Wisdom in a nutshell: </li></ul><ul><ul><li>Mature leaders have a strong sense of self. </li></ul></ul><ul><ul><ul><li>They know who they are, what they believe in, and are confident in their opinions and judgment. </li></ul></ul></ul>8. The four quadrants of communication
  22. 23. 8. The four quadrants of communication <ul><ul><ul><li>They also possess humility that allows them to continually listen and learn. </li></ul></ul></ul><ul><ul><ul><li>They are willing to serve others. </li></ul></ul></ul><ul><ul><li>Those who fail to be authentic fail to achieve their possible greatness and often self-destruct. </li></ul></ul><ul><li>“ The leader who can create a line of sight between vision and </li></ul><ul><li>task can inspire greatness.” </li></ul>
  23. 24. <ul><ul><li>A level is the task or doing work. </li></ul></ul><ul><ul><li>B level is the planning of work </li></ul></ul><ul><ul><li>C level is strategic direction </li></ul></ul><ul><li>A great leader is able to enlist others to their strategic direction or vision. </li></ul><ul><ul><li>They climb the ladder of abstraction and are able to communicate a vision in a way that aligns customers, employees, shareholders and partners. </li></ul></ul><ul><li>A great leader analyzes the past and present in order to create the future. </li></ul><ul><ul><li>She is a conceptsmith more than a wordsmith. </li></ul></ul><ul><ul><li>The vision statement is not the vision. </li></ul></ul><ul><ul><li>Most leaders focus too much on the wording of a vision before first honing in on the clarity of the vision or concept. </li></ul></ul><ul><li>Conceptsmithing means polishing an idea before selecting the right words. </li></ul>9. The ABC’s of work:
  24. 25. <ul><li>Every organization has a destiny: a deep purpose that expresses that organization’s reason for existence. </li></ul><ul><ul><li>The leaders must communicate the same “destiny” and deeper purpose in order to speak with One Voice. </li></ul></ul>10. Speaking with One Voice
  25. 26. is a business book Summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to ABOUT BUSINESSSUMMARIES