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CEO Tips For Getting Staff to Understand You

pam@armstrongscott.

By Pamela Scott Category: 0

Submit your Articles Here!

pam@armstrongscott.com.

Best regards

Pamela Scott
http://www.weknowengineers.com

CEO Tips For Getting Staff to Understand You
This article is directed to the CEO, but it can help anyone
in a management position communicate more clearly with
staff.

Glenn, owner of a midsize professional services firm,
describes his situation: "Every January I give a state of
the company address to the troops. The usual stuff: how we
did last year, where we're going this year, how
excited/optimistic/cautious I am about the future, and so
on. And for the next 12 months, every year, managers and
staff ask me where we're going, how we're doing, etc.

"What am I doing wrong? I keep telling them what they want
to know, but nobody seems to get it."

What's going on

This example demonstrates why communicating effectively is
so tough. Think about these points.

Nobody - and I mean nobody -- has the same perspective as
the CEO. The CEO sees how myriad pieces come together. He
or she is really alone in this position.

Managers have been told what's going on, but they are human
beings—they have their own concerns. They each have
their own turf or silo to take care of and be held
accountable for.

The general staff know what they do on a daily
basis—get in by 8 a.m., out by 5:30 with luck, make
calls, take care of the project, do good work. But they
lose sight of the company's strategic goals and plans for
the future.

What to do so they get it

Start with asking yourself some critical audience analysis
questions. What do they (your managers, staff, and/or
stockholders) . . .
- Already know?
- Want to know?
- Not want to know?
- Need to know?
- Not need to know?

When the CEO speaks, it's like hearing the booming voice of
the wizard in "The Wizard of Oz." Everyone is wary,
particularly in a tough economy. So the CEO has to think
through the perspectives of everyone in the audience and
figure out to deliver the message. This applies whether it
is a small firm or a multistate firm with hundreds of
employees.

No one can read minds. Clear communication from the CEO is
absolutely essential for a firm to be successful.

The Challenges

When addressing a large, diverse group of people, you have
multiple needs to meet.

1. Some listeners/readers want a history of how we got to
where we are. This is a favored approach for many
left-brained types. So, you tell your story from a
chronological standpoint. "In 2006, we were here... In
2007, we..."

2. Upon hearing that, other folks will think, "Here we go
again. Same old, same old." And they will stop listening.
These are likely the folks who want the big picture: "Where
are we going in 2008? What new markets are we looking at?
What new and exciting opportunities do we expect to find?"
They are looking to the future and new possibilities.

3. You also have the group that wants to hear the logic
behind these plans. This group can come across as
challenging the CEO and his thinking. Their challenges can
come across as micro-managing or as if they think the CEO
weren't thorough in his thinking. For this group, the CEO
needs to enlighten them on the thinking behind your
decisions.

4. Then there are the folks who always want to know about
the impact on the people.

What's a CEO to do?

Sit back and think about your audience and your message.
Start with what you want the outcomes to be from your
speech or presentation. Some call this reverse engineering;
I think of it as starting from the end and working
backwards.

To begin your message, set the framework for what you are
going to talk about. For example, "I want to take the next
20 minutes to recap where we've been, where we are going
this year, and what we expect a couple years down the
road." I'm being very loose in my wording. You would be
more specific in terms of "couple years."

Set the tone of the message. "Last year was a mediocre
year. We're expecting similar outcomes this year. However,
we are putting things in place to ensure the firm grows in
the next couple of years." Keep it simple. Be specific. But
this is not the place to quote your P&L.

Then tell them the story.

A. Since you have given a framework for your comments,
which makes the folks in No. 2 above happy, you can go to
No. 1 and give the history and financials.

B. Tell more now about the future and expectations.
Remember to convey the logic behind your decisions to keep
the folks in No. 3 above at bay.

C. Focus on the impact on your people, point No. 4 above.
What opportunities do you expect? What new education or
training can they take advantage of?

D. You've heard it before: Tell them what you told them.
Recap, highlighting the points you most want them to
remember. Listeners and readers always remember the last
point they heard before they remember anything else you
said. If you want to downplay information, put it in the
middle of your speech.

The CEO as Storyteller

The CEO needs to be the Chief Storyteller. Take time to
craft a story that conveys your message in a way that your
staff can understand.

Remember: Numbers may drive the business, but people drive
the numbers.®

----------------------------------------------------
Pam Scott is CEO of Armstrong Scott Inc., the expert in
communication and leadership for the engineering world. Her
passion lies in helping individuals with interpersonal
communications and helping companies with strategic
communications. Go to
http://www.weknowengineers.com/optin/index.htm to get the
FREE report "How to Master the Art of Managing People."

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