CEO communication: if you want them to listen, speak their language

Communication World, Oct-Nov, 2003 by Greg Crowther

RELATED ARTICLE: Leadership communication for breakthrough business results.

What is the task of leadership communication in aligning mindsets and behaviours? As in the game of ring toss (quoits), the organizational goal is to bring all the rings in line with the core, as shown in Figure 1. The leader's task is to align leadership, strategies and employees with the solid pillar called vision and have them anchored on a firm foundation of values and culture.

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In your organization, are the essential elements of vision, leadership, strategies, employees, culture and values scattered and blurred, or aligned, clear and effective?

There are eight critical steps for achieving aligned thinking and behaviour:

1. CLEAR VISION, VALUES, STRATEGIES AND ACTIONS. Articulate what the organization wants to become, why it is important, what it needs to achieve and how it will do this. The communicator's task is to help the leadership team in its planning and development of these crucial statements of intent. The foundations of organizational effectiveness are outlined in Figure 2.

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2. COMMUNICATION STRATEGY AND PLANS. Prepare these documents to assist the leadership team in understanding the strategic role of communication and to track the tactical rollout of communication events and activities.

3. COMMITTED AND SKILLED LEADERS. Facilitate a forum to consolidate the leadership team's commitment. Provide opportunities for leaders to sharpen their communication skills. Offer individual coaching to fine-tune messaging and delivery skills for specific events.

4. COMMUNICATION CHAMPIONS IN PLACE. Identify communicators or opinion leaders in the workplace to help mobilize employees. Once they are selected, ensure that they are equipped with the skills to deliver tailored messages, prompt open discussion and provide timely and honest feedback. Regular acknowledgement will help keep the communication champions motivated.

5. SUPPORTING COLLATERAL. Reinforce the messages with electronic and print materials. Remember the visual, auditory and kinesthetic needs of your audiences, as well as their rational and emotional needs. Adopt consistent branding and don't forget to keep it refreshed.

6. ORGANIZATION-WIDE ENGAGEMENT PROGRAM. Initiate a broad program to help employees understand the vision, values, strategies and actions (from Step 1) in terms relevant to each employee. Use this program to link employees to the bigger picture and show them how they contribute from individual and team perspectives.

7. IMPLEMENTATION OF OTHER COMMUNICATION/ BUSINESS INITIATIVES. Support the rollout of the engagement program through a range of face-to-face and other initiatives (e.g., team briefings). Provide regular opportunities for leaders and communication champions to be role models for the desired behaviours. Make sure communication is embedded in the organization's performance systems.

8. MEASUREMENT, FEEDBACK AND ADJUSTMENT. Understand how and where your communication is going, because it is crucial to bringing about sustainable changes in attitudes and behaviours. Adopt measurement and feedback mechanisms that ensure you get timely, useful and cost-effective advice on the clarity of messages and the responses of stakeholders. Adjust your messages and delivery in accordance with the feedback and the rollout of your communication strategy.