This document provides an overview of a mini-course on strategic communications for managers and leaders. The course will cover introduction to communication and influence, a five-step communication strategy, a case study on applying techniques, and reinforcing lessons. It will discuss how developing influence through relationship building, understanding audiences, and tailored messaging can help managers gain cooperation and buy-in for their ideas from employees, executives, and stakeholders over using power alone. Effective strategic communication requires analyzing political landscapes and audiences to develop customized, authentic messages that move groups toward goals.

1. Strategic Communications
for Managers & Leaders
Instructor: Debbie Narver BSc, MBA, MScIB

2. Build Influence with Strategic
Communication
How can managers &
leaders get
employees, executive,
colleagues and
stakeholders to “buy
in” & support their
ideas?

3. Welcome to our
mini-course
• Brief, focused overview on
special topics
• Goal is to get you started
quickly!
• Shorter duration, less
exercises & evaluation tools
than our regular “core”
course

4. • Introduction to communication & influence
• The foundation: 5 step Communication Strategy
• Case Study: Applying effective technique
• Reinforce what your learned
What we will cover

5. Lesson 1: Relationship
of Communication and
Influence
Why is it important?

6. Have you ever known someone that only comes to
you when they want something? And perhaps they
are very demanding that you help them.
If that person has a position of power, you may
feel obligated to help them. But how much do
you truly want to support them?

7. On the other hand, have you ever known someone
that can get you interested in their vision? Perhaps
they ask for your opinions and input?
When that person asks you to do something, are
you more likely to volunteer? Are you more
likely to go that extra mile?

8. Gain cooperation without using power

9. Power approach = control approach to management. “You
do what the boss tells you, or else!”
While you might get compliance, you don’t get true buy in.
It’s limited to your realm (time and situation) of power.

10. Shift from hierarchical to flatter
structures
Trust, true buy-in
Strategic = long lasting, authentic
Why Influence?

11. David Whetten and Kim Cameron describe the
concept of Political Competence, specifically:
“Out-in-the-open process of methodically mapping
the political terrain, building coalitions and
leading them to get your idea adopted.”
Source: Developing Management Skills (7th Edition, 2007), Whetten and Cameron

12. Daniel Goleman describes the competency of
influence as:
“People adept at influence are able to sense or
even anticipate their audiences reaction to their
message, and can effectively carry everyone
along toward an intended goal.”
Source: Working with Emotional Intelligence, by Daniel Goleman

13. Cultural Differences
• Power distance is one of Geert
Hofestede’s dimension of culture.
• That is – there is great variation
in the amount of hierarchy and
control.
• Consider how people from
different cultures might respond to
power?

14. Communicating for
Influence
Understanding
your audience
Getting your
audience to
understand youBuilding
relationships

15. Conclusion
As you can see, there is a lot to consider for
building influence. The solution is to
develop an effective communication
strategy.
Take the time to analyze your audiences,
craft customized messages and decide on the
best delivery approach.

16. Reflection: What does it mean to you?
Take a few moments to
reflect on where & how this
concept relates to your
workplace.
When ready, proceed to the
next video

17. AND IT’S FREE! Sign up now and get started:
https://strategic-manager.teachable.com/p/strategic-
communications-mini-course/
Instructor Debbie Narver BSc, MBA, MScIB
debbie@narvermanagement.ca
Strategic Communications
Mini Course