The key steps to successfully communicating instructions from a superior to subordinates, suppliers, and clients located around the world are: 1. Understand the context and intent behind the message by actively listening and asking clarifying questions. 2. Determine the essential information that needs to be communicated and adapt it for different audiences. 3. Create a detailed communication plan that identifies each audience, the best way to reach them, and includes follow-up to ensure the message was understood as intended.

1. F. You have just participated in an important meeting with your
superior. How will you ensure that every part of the instructions you
received will properly reach all subordinates, suppliers and clients,
located in different parts of the world?
By: Ryan J. Letourneau
IE/Brown Executive MBA Applicant

2. The key to successfully cascading a message from a superior starts with ensuring I understand the
message and the underlying situational context. The first step begins with active listening and
therefore I would:
- Document key points
- Ask clarifying questions
- Rephrase what I heard in questions back to my superior and listen for him/her to correct my wording
With these inputs, I will be positioned to craft my own communication strategy that reflects both the
message and the intent of my superior.
Active Listening
During the meeting

3. There are three key steps I follow when
determining the best way to properly communicate
the directions of a superior:
1. Understanding “why” the message needs to be
communicated to others;
2. Determining “what” should be communicated;
3. Deciding “how” to communicate.
Reflection
Directly following the meeting
WHY
WHAT
HOW

4. WHY
… communicate the message?
WHY
WHAT
HOW
Sometimes the most important part of a message
is not what was said but “why” it was said.
o I would recognize my superior's motivation
behind the message;
o Understand what is the current business
context:
o What is the status of my superior’s relationship with
each one of our stakeholders (their superiors,
subordinates, suppliers and clients, etc)?
o How did the market respond to our last press
release? Did we meet or fall short of expectations?

5. WHAT
… is the message?
WHY
WHAT
HOW
My next task is to adapt the message and make it
digestible and actionable by those who hear it
outside of the meeting context:
o Boil down to the core of the message and
create my own wording that will resonate with
the target audience;
o Use concrete wording and examples to
illustrate the message;
o Conclude the message with a clear ask or call
to action.

6. HOW
… to cascade the message?
WHY
WHAT
HOW
Finally, I would create a communication plan for
the stakeholders involved by:
o Listing out the key stakeholders and the
preferred communication medium for that target
audience;
o Identify the message champions in each
population. These are the people who will
amplify the message either through their own
influence or notoriety;
o Review the messaging and ensure I’ve
considered all potential cultural differences in
interpretation.

7. Audience Message Medium
Date
Communicated
Follow-up
Meeting Date
Ask Complete?
Subordinates
Suppliers
Clients
Communication Plan
Executing on the message
The information in each column is vital to ensuring the full message is communicated, received as intended,
and acted upon:
• Message: Designed during my “What” reflection.
• Medium: Defined in my “How” reflection.
• Date: When the communication will occur.
• Follow-up Meeting Date: Give the target audience the opportunity to ask questions and provide feedback to
ensure a proper feedback loop and that the message has been received as intended.
• Ask Complete?: This yes or no field is included to track progress of the target audience in reacting to the
superior's message. As Peter Drucker said, “What gets measured, gets managed.”

8. Thank You!