How to be effective in the five major areas of CEO communication

Source: http://www.allbusiness.com/human-resources/employee-development-leadership/ 1048933-1.html HEADNOTE The 20th century phenomenon of the heroic, celebrity chief executive, like Lee lacocca and Jack Welch, who drove the firm's success, has now been replaced by a lesser known breed of "anonymous" CEOs. Here Paul Sanchez, practice leader, and Brendan McCann, senior consultant, of Mercer Communication Consulting Practice in the UK, discusses ways in which this new breed of CEO can communicate with their 21st century organization. Today's executives are mandated to maintain profitability and growth, but based on the precepts of Sarbanes Oxley, newly polished rules of business ethics, and industry and sector codes and standards. But above all, never at the cost of old fashioned values such as stoicism, character and integrity. The concept of the "anonymous CEO" who drives excellent results is not entirely new. Reuben Mark at Colgate-Palmolive, Anne Mulcahy at Xerox and Dr Daniel Vasella at Novartis have managed to create highly customer and employee-centred, successful businesses while maintaining a low profile in the media and a certain absence from airport bookshelves. Whether the CEO of a start-up, an NGO or a mature leviathan, this new breed of executives need proactive, targeted and just-in-time communication support from their professional communicators that will see them effectively and authentically engage the 21st century employee. The communication challenge While a definitive and widely accepted profile and/or description of the CEO role is hard to find, it's possible to describe the communication elements of that role: The CEO and senior leadership team must see the big picture, clarify, focus and communicate it. They must connect the organization to the outside world, set goals and chart the path to the future. They must communicate externally with diverse stakeholders, including the financial community, civic interests, customers and the public as a whole; while internally, leadership must inform and let employees know the part they'll play in the organization's success. From a communication point of view, specifically they will: * Demonstrate visible and vocal support for, and championship of, the company vision and strategy. * Introduce and amplify a set of clear and consistent messages about what is important for the company's continued success and growth. * Effectively and professionally represent the corporation to all internal and external stakeholders.

* Ensure external promises and proclamations become internal realities - realities that will lead to the recruitment, mobilization and retention of the company's talent. Defining CEO comms skills Communication covers a spectrum of activities from interpersonal communication to the process and function of organizational communication. The following competencies address this spectrum, in particular five major areas that are critical for success in all organizations. CEOs must therefore be competent to communicate in the following five areas: 1. Communicating for success * Powerfully champion the company vision and strategic direction. * Repeatedly and persistently communicate key messages in ways that people can understand. * Consistently articulate the value and benefits of doing things the "right way" for customers and employees. * Inspire and empower others to deliver effective results -with pace and integrity. * Role model "winning/desired" behaviors (personifying, shaping and driving the company culture). * Support divisional heads, middle and supervisory managers in their communication role. * Envision what a positive communication environment is for his or her organization. * Direct and empower the planning and delivery of an systematic and measured two-way communication program. 2. Communicating goals Platitudes about the "employee as the company's most important asset" that are not reinforced and/or supported by formal HR systems and processes are at the very least poor examples of employee communication. Neither should you just reiterate communication sent to the financial community and market - it's not targeted at employees specifically and will only serve to alienate them. Instead, explain the company's performance targets to key personnel, including senior- and lower-level managers. Encourage them to think what this will mean for their own areas and how they can contribute to the bigger picture. They will act as champions even through hard times. 3. Communicating change Don't dictate and impose change that pursues short-sighted slash and burn techniques that cause disconnection among employees, ignores their points of view and needs. In short, don't use a communication style that appears autocratic. Actively prepare others for change, clearly articulating the risks for the status quo, build the case for change, and present a compelling vision of the future. Involve colleagues and build their ownership for change through effective communication. Visibly and vocally champion successes and best practice.

4. Communicating values This is not about communicating the company's values and the "right way" that is later challenged or contradicted by word or action, policy or process. Nor should it highlight rhetoricreality gaps or insincere discourse. Instead, it should represent the company's value system and tackle the hard issues with consistency, candor and courage. It should also manage complex communication encounters, always assuaging conflict and stress and pursuing win-win outcomes. Integrity should be demonstrated by making sure that words and actions convey a consistent message and leaders lead by example. 5. Communicating strategy A glib communicator can utilize spin or be inappropriately vague at key moments. This is not what is needed to adequately communicate strategy or vision. Nor is a communication style that's abrasive and insensitive - particularly when challenged or at times of moderate stress or crisis. The aim should be to credibly represent the company vision and strategy internally and externally - with professionalism and poise. Always speak in straightforward terms that are easily understood by others. Continuously seek and give feedback and use that feedback to educate leaders on the company image. How communicators can help Communication professionals, supporting CEO's in their quest to create a consistent, effective and authentic communication style, need to raise the executives awareness of their communication style (and the impact it has) during times of business-as-usual conditions; moderate stress or complexity; and extreme stress or crisis. True authenticity can only be achieved when the CEO exudes a consistent demeanor and style to all key stakeholders. Consider these cases: * The introverted CEO who is a compelling and eloquent presenter (one-way communication) speaker who buckles under challenge and when asked controversial or emotive questions. * The extroverted CEO who continuously improvizes and "shoots from the hip." Occasionally at times of stress he or she strays off-message. * The articulate and eloquent CEO who becomes "overcome with the exuberance of their own verbosity" - who can appear overly polished and hard to trust. * The goal-driven CEO who exudes contagious enthusiasm who stops listening, hijacks conversations and processes and starts micro-managing at times of stress or crisis. * The steady CEO whose technical ability and industry expertise is invaluable, but who can appear too considered, or cautious under questioning or times of stress. As the CEO communication coach, use psychometric tests, multi-source feedback and your observations to help CEO's not only use the company's formal communication systems and

processes (i.e., key message platforms, channels etc.) but also to know themselves better - and leverage this understanding to improve their communication effectiveness, impact and ROI. It's a good idea to develop a personalized communication toolkit to help your CEO. Also ensure that communication skills building is a key part of the training and development curriculum for all toptalent and succession individuals. Conclusion Despite widespread recognition of the importance of organizational communication to organizational effectiveness and business success, and sporadic success stories, still too few professional communicators are hotwired to their CEOs. Today's debate on the role of the business organization in society and the heightened scrutiny on the contemporary CEO, offers the professional communicator the opportunity to be visible and at the forefront of the debate - internally and externally. The exemplary performers in our discipline will provide strategic communication support to the CEO of the 21st century- helping them communicate what is important for business success, talent development and corporate responsibility - and to deliver results based on principle and influence with integrity.