Transcript Getting a Seat at the Table: Connection, Credibility, and Courage

Getting a Seat at the Table:
Connection, Credibility, and Courage
Nancy Voith, APR – Managing Director; CRA, Inc
Michelle McDermott – Managing Director; CRA, Inc.
October 29, 2013
Bring Three Advantages
to the Table
• The most sophisticated and respected
communicators…
– Have credibility – people believe them and
what they say
– Have connections – they concentrate on
people management, more so even than
project management
– And are courageous – they aren’t afraid to
speak up, and to offer their expertise
CREDIBILITY
What Really Communicates:
“Genocide”
Decisions
Reward and Recognition Systems
Informal Networks
Formal Communications
The Role Communication Functions Play, Depending On
Their Maturity and the Velocity of Change in the Business
Editors
Mature
Quality products and
distribution choices that
reflect the information needs
of the business.
“Communication as running
a news service.”
Journalists
Immature
On-call, high-quality
products.
“Communication as telling
what happened or as
technical craft.”
Campaign
Managers
Proactive strategies to drive
business outcomes and
manage change.
“Communication as a means
of changing behavior.”
Crisis
Managers
On-call responders to
unexpected problems.
“Communication as fire
extinguisher.”
Low Change High Change
The Most Mature Communication
Functions…
• Focus on process rather than products
• Measure outcomes rather than activity
• Create and negotiate relationships with
key stakeholders
• Use communication as a lever to influence
behavior
Credibility Is Earned Daily
• Read what they’re reading
• Have a daily routine
• Know your industry
– Google Alerts, WSJ, Trade magazines
• Be a self-improvement sponge
• Be ready for opportunistic executive
hallway interaction
Leadership Style
More Direct
More Indirect
Statements as
Statements as
Declarative
Questions
Higher Speech Volume Lower Speech Volume
Less Polite
More Polite
Serious Expressions
Happy Expressions
CONNECTION
3 Communication
Channels
Task
(Information)
What you
need
When
Where
How
Why
Etc.
Identity
(Brand)
Values
Character
Nature
Likes
Dislikes
Etc.
Relationship
(Us)
Boundaries
Norms
Respect
Influence
Trust
Etc.
1 × 30 < 2 × 15 < 15 × 2
COURAGE
Expectancy Theory
Experience
Expectations
Low
High
Favorable
+2
+1
Unfavorable
0/-1
-2
Can you create an overview for
me this week?
• No. I’m too busy. Maybe next week.
• Yes. I’ll get you a mock-up tomorrow.
• Not sure. Let’s discuss what you’re trying
to do.
Client Service Levels
1. Identify clients
2. Discuss service levels
3. Assign levels as work comes in
Level 1
We don’t do
that and
neither
should you.
Level 2
Level 3
You create it, We’ll help
we’ll review
you create it.
it.
Level 4
We’ll do it all
for you.
+
Feedback Types
Insult
Constructive
Criticism
--
Valence
Flattery
Positive
Feedback
--
Utility
+
Giving Senior Leaders Feedback
• No evaluation during “game time”
• Ask, “How do you think X went?”
– Then you can gauge your language and
response
• Speak in terms of “more of” and “less of”
• Cut out the fat and get to the point
Summary of Coaching Points
and
Q&A