Posted by David Grossman on Tue, Aug 31, 2010
As it always does, the summer has slipped by, and I'm already thinking about fall--and looking forward to a very busy schedule!
I'll be back at Columbia University in New York City, teaching business leaders the ins and outs of internal communication in the Executive Education in Strategic Communications program. While that course is only available to registered students, I'll be covering many of the same topics in speaking engagements around the country, and I hope that you'll come out--and bring your insights and questions.
Here's a round-up of my upcoming events:
- IABC Orlando, Orlando, FL, Wednesday, September 1; Speaker
- PAIRC Conference, New York, NY, September 13; General Session Speaker
- Melcrum Conference, Washington, DC, October 7; Speaker
- PRSA International Conference, Washington, DC, October 17; Professional Development Session Leader
- Agencyside Presents: BOLO 2010, Scottsdale, AZ, October 19; Speaker
- PRSA San Francisco, San Francisco, CA, October 28; Speaker
- IABC Employee Communication Conference, Chicago, IL, October 29; Speaker
In addition, Senior thoughtpartner Kate Peters will be speaking at the IABC Pacific Plains Regional Conference in Palo Alto, California, on October 18th. If you haven't had the chance to meet--or hear from--Kate, I highly recommend it!
I look forward to meeting you in person, and I hope you will be in touch if you're planning on attending any of the upcoming events.
Posted by David Grossman on Tue, Aug 24, 2010
Leaders inspire their teams by showing they care. One of the most important ways leadercommunicators show they care is to listen – truly listen – to what people have to say.
Managers who make the effort to listen to employees can be rewarded with positive relationships, commitment and engagement that spur an organization’s success. Inviting employee input is one thing, but the proof that you take it seriously comes from taking action.
To create a culture where people feel their input is valued, you must work to facilitate dialogue. As with any culture, senior leaders need to set the tone, model active listening behaviors and establish expectations and accountability for the entire organization.
Here are some easy steps to demonstrate active listening:
Approach each dialogue with the goal to learn something and think of the person as someone who can teach you
Stop talking and focus closely on the speaker. Suppress the urge to multitask or think about what you are going to say next
Open and guide the conversation with broad, open-ended questions such as "how do you envision..." or "what other strategic alternatives did you consider?"
Drill down to the details by asking directive, specific questions that focus the conversation, such as "Tell me more about...," "How would this work?" or "How did you come to this conclusion?"
Summarize what you’re hearing and ask questions to confirm your understanding, such as "If I’m understanding you..." or "Tell me if this is what you’re saying...."
Encourage with positive feedback. If a speaker lacks confidence or has some trouble expressing a point, encourage them with a nod, a smile or a positive question to show your interest.
Listen for total meaning. Recognize that, in addition to what is being said, the real message may be non-verbal or emotional; seek true understanding and be sure to respond with empathy.
Pay attention to your responses. Be aware of your body language and recognize that the way you respond to a question also is part of the dialogue. Keep an open mind and show respect for the other person’s point of view even if you disagree with it.
As a leader, how does your culture encourage dialogue? How could you model and encourage listening?
Posted by David Grossman on Wed, Aug 18, 2010
We've all been there. You've spent months--or even years--developing a new program, strategy or initiative. It's based on solid research, best practices, company goals, and employee needs. Logically, you cannot think of a single reason your new program should fail. And yet. We all know that in reality the success of implementing anything new depends on a whole lot of intangibles, with none carrying more sway than people's willingness to embrace the new. You can have the best product or program in the world, but if you can't get your audience on board, you're not going to have any luck.
What can you do?
To garner that must-have support, look to one of the most common overlooked audiences: key influencers. These are the movers and shakers from whom others take their cues, and with them as your champions, you're guaranteed a serious boost.
Key influencers can help you raise awareness about a business priority, build support throughout the organization, and communicate important messages--the why, what, how, and what's next--to a broader internal audience.
But first, you need to identify them and convince them.
Influencers can help you substantially accelerate the progress of your initiative, or easily get in your way and put a halt to your efforts. Look at influencers as your potentially toughest, but one of the most critical, audiences. If you canconvince them, your initiative is bound to succeed because they're your first litmus test. They're going to ask the tough questions they knowothers will ask. After all, their credibility and reputation (not to mention influence) are on the line.
For best results, ensure you select champions wisely, seek their input, train them, and then equip them with the core communications tools they canuse to dialogue with their peers or other audiences. Useful tools might include a master presentation, a one-page visual executive summary, and a frequently asked questions guide.
How are you tapping influencers to help you turn strategy into action?
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Posted by David Grossman on Tue, Aug 10, 2010
It’s a truism – how you say something often trumps what you say.
Research shows that 93% of communication is based on two factors: Body language (55%) and tone of voice (38%). The rest is about your words (7%).
What’s more, your personal presence speaks volumes about who you are. Without saying a word, non-verbal communication can inspire confidence – or send signals of uncertainty and doubt.
Leaders need to be aware of what they may be communicating nonverbally, whether it is intentional or not. Here are tried-and-true strategies to send the signal you intend:
- Watch others – Start as a keen observer of others. Watch presenters or leaders you admire and see how they engage others through verbal and nonverbal communication. Note what works and what doesn’t.
- Evaluate yourself – Use a mirror to watch your facial expressions. Even better, record yourself interacting with others, informally or formally, and decide what changes you may need to make. Watching yourself on videotape is a powerful way to observe yourself in action and note any blind spots you have, or identify signals you’re sending that you don’t intend.
- Check with others – Ask someone you trust if they notice any nonverbal cues that may give the wrong impression.
- Practice – Answer questions and make statements in front of the mirror or camera until you are comfortable delivering a sincere message with continuous eye contact.
Once you have identified what works best for you, model the behaviors regularly. The most critical are:
Make strong eye contact – Regular eye contact builds relationships and inspires confidence. Looking someone in the eye during a conversation shows respect and interest in what they have to say, while it can seem you are not listening if you avoid eye contact when someone is speaking. If you look away, it can be interpreted as a lack of confidence or give the impression you are lying.
Practice good posture – Stand and sit up straight to show you are relaxed and in command of a situation. Whatever your actual height may be, you will make a positive impression if you stand, walk and sit tall. Holding your head held high indicates open-mindedness and attentiveness. Even if people see you from a distance they will get the message that you are confident and in control.
Use positive expressions – Your facial expressions and body positions are like pictures that paint 1,000 words. A smile engages people and promotes positive interaction. Being still, leaning forward and focusing on the person in front of you demonstrate interest and suggest you are open to what they have to say. The opposite impression is given by crossing your arms or legs, hunching shoulders forward and having a rigid posture. If you are trying to connect with people who present this “closed” position, ask them about themselves or their concerns and listen to what they have to say.
Respect personal space and position – People can become uncomfortable if you encroach on their personal space, which typically ranges between 30 and 36 inches. Consider this when setting chairs for meetings as well as in one-on-one interactions. Also remember seating positions can send a message – placing chairs at a 45-degree angle to one another tends to encourage collaboration, while having a desk or table between people can be a barrier to teamwork.
What message might you be sending unintentionally that – if you corrected – could help you be even more effective?
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Posted by David Grossman on Wed, Aug 04, 2010
Want to be best-in-class? Think standard operating procedures. That’s one of the commonalities we see with our clients who are taking a lead globally in the communications arena.
Where to start? A common messaging methodology, which allow staff to be more efficient and deliver a better work product; at the same time, leadership knows what to expect and how the process works when we need to create messages to achieve a business outcome.
Here are some clues that you might be ready to establish a messaging methodology for your team and organization:
- Leaders are saying different things about the same topic
- You’re developing messages on the fly and at the last minute
- You find yourself reviewing communication tools and the messages on each are different and potentially conflicting
- You find your team making frequent (and often last-minute) revisions to content because leaders aren’t aligned
- Communicators are “making up” messages or developing them in isolation without the input of leaders and subject matter experts
- Your messages aren’t driving the outcomes you seek
If any of these clues resonate with you, it’s time to consider a standard approach and philosophy toward messaging.
Our clients who have a standard methodology in place see a 20-30 hour time savings per month thanks to a messaging standard operating procedure, and are seeing better results from their messaging efforts.
What might you do with that extra time if you were to put a messaging methodology in place?
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Posted by David Grossman on Mon, Aug 02, 2010
Question. What are the 5 most important skills a coach in the professional world should have?
Answer. Here’s my list of top qualities for a coach:
- self-awareness: knowing enough about yourself so your coaching can be focused solely on your client; in other words, your issues don’t get in the way of helping someone else
- ability to build trust: the foundation of all relationships and the pathway to being able to help in an efficient and effective way
- listening: for what’s said, and more importantly, for what’s not said
- asking questions: to help gain information that’s useful to problem-solve
- ability to problem-solve: my bias is not to tell clients what they need to do, but rather discuss options, and allow them to come to their own conclusions
Posted by David Grossman on Tue, Jul 27, 2010
Charles Dickens had it right – these are the best of times and the worst of times.
Many organizations are feeling under attack and protecting every asset. In some, the pressure is mounting for leaders to find the answers, and employees who need to stay focused and productive are often numb out of fear of losing their job, taking on more work, or focused on the unknown.
Hidden in these tough times, is a defining moment to create real, meaningful connections to maintain – if not drive – productivity and minimize the disruptions that come with change. It’s a time to ensure communication is a top priority to minimize the downside of change and accelerate the upside.
Now more than ever, we need leadership
I used to work for a manager who said, ‘Lead, follow, or get out of the way.’ This is a litmus test for leadership, which means sharing with employees what we know and what we don’t know. This is a time for courageous conversations and straightforward communications.
Specifically, this is the time to talk about how the organization is positioned for the future and/or how changes are being made to set the business up for future success. It’s also critical to clearly outline specific expectations for employees and what’s needed of them.
Here are some tips when communicating during tough times:
- Remember the shadow that’s cast by leaders and the company – if in a situation where layoffs are happening, keep in mind that they may be tomorrow’s prospects, clients, boss, or future job candidates someday
- Be honest, human, empathetic and show you care – delivering tough news is tough and it’s okay to let employees know it; do what you can to make them feel comforted
- Hold a mirror to yourself – as you prepare to share updates and/or tough news, consider how you would like to be communicated with if you were in the employees’ shoes
- Outline expectations clearly – it’s the fastest way to find out if employees are on the same page as you and engaged, and if they’re not, it could be a safe way for people to gracefully opt out of their job
- If layoffs happen, help the remaining employees “mourn the loss” – don’t pretend that nothing happened or that the people left in the company or group aren’t affected
- Don’t wait to communicate until you have all the answers, by then it will be too late – if you wait, someone is going to speak on your behalf and fill the information vacuum whether the information is right or wrong
- Provide context and relevance so employees understand the meaning behind what’s being said and understand what it means to them; have a message platform of core messages and actions
- Consider creating online and real-world networks for alumni – a place to keep in touch with others, network with each other, and keep a fond connection with the company so your organization is seen as a connector and you have ambassadors
Remember, talking about the state of the business – whether good news or grim – makes good business sense to avoid significant distractions at a time when a steady hand at the wheel is needed.
Now more than ever, employees want to know where they stand and they need to stay focused. To do this, they need the right direction and information from their leaders and communicators.
What tough message are you sitting on…..waiting for the “right time” to share it? What’s holding you back from sharing that message now?
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Posted by David Grossman on Wed, Jul 21, 2010
In the graduate course I teach at Columbia University, my students thirst for practical ideas and insights on ways to build trust. The burning question I often hear from them—and just as often from senior executives—is, how can I get employees to trust me? And not in a way that is about reputation and saving face, but in a way that creates a deep bond of believability between executive and manager, superior and subordinate, and that motivates employees to commit the extra effort that is essential to any successful organization.
Let’s start with the basics. Trust is built on follow through and delivery. Say anything you want, but if you don’t back up your words with action and results, your employees will get the message loud and clear that you are not a person on whom they can depend. Fail to follow through even just a few times, and you’ve all but squandered the chance to build the trusted relationships that are at the heart of productive, engaged workplaces.
Why does trust matter?
Greater trust in leaders benefits the bottom line. People like being a part of an organization they believe in. This means they are willing to work harder, smarter, and be engaged and active in the workplace in ways that drive business results. Furthermore, greater trust fosters employee well-being. This might seem like a touchy-feely soft business issues, but the fact is that unhappy and disconnected employees can have a profound effect on business through absenteeism, lack of motivation, and turnover.
So back to that question that both senior executives and Columbia grad students have: How do I get employees to trust me?
- Be approachable and friendly (people trust leaders they like).
- Balance the need for results with being considerate of others and their feelings.
- Instead of using your position power, work hard to win over people by being respectful of their ideas and perspectives.
- Ensure that your words and actions match. Not just some of the time—all the time.
- Actively listen and check for understanding by paraphrasing what you’ve heard.
- Show support for your team members, even when they make mistakes.
- Be honest and tell the truth. Telling people what you think they want to hear erodes trust.
As leaders, whether of an entire company or of a small team, we can’t underestimate the power of the shadow we cast and our ability to influence behaviors and drive results. We must learn to drive the results we want by modeling them.
What are you going to model today to build trusted relationships?
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Posted by David Grossman on Wed, Jul 14, 2010
With ebooks, assessment quizzes and beyond, we have been working really hard to make the new Grossman Group website a must-visit destination for leaders and communicators.
Need help making the business case for internal communications? We've got that.
Want advice on how to better connect with your team? We can help.
Not sure how to give people constructive feedback without making it personal and not productive? We've got some ideas.
Are big strategy changes in the works, but leadership doesn't even know where to start when it comes to implementation? We can help you there, too.
In short, we've got a ton of great resources, but for leaders and communicators who are frequently traveling and off-site, it's not always easy for them to access these resources when and where they need them.
Not any more...
The new "Ask David" app for iPhones and iPads helps you access all of my ebooks, recent blog posts, Twitter updates, and other content, and even lets you deliver your most pressing internal communication question right to my inbox.
Name your challenge--employee engagement, internal communications strategy and implementation, change management, leadership effectiveness, crisis messaging, diversity engagement--and you can find information to help you tackle it.
And if you don't?
Just ask!
I hope you'll check it out and download it.
Posted by David Grossman on Tue, Jul 06, 2010
You spend hours as a management team working tirelessly on your organization’s strategic plan. Data is reviewed, the future envisioned, and words are put onto paper.
You leave your two-day meeting confident in your strategic plan and energized about your path forward.
What do you really have? A piece of paper.
It might contain your strategic plan, but it’s just another piece of paper right now – an important one – but still just a piece of paper.
Leadership communication is about taking strategy and putting it into action:
- A vision is only that until someone acts on it
- A strategy is only that until someone acts on it
- A goal is only that until someone acts on it
Everything you need to get done is through people.
Here are some common tools to communicate your strategy:
- A visually-compelling executive summary so people quickly “get” what you’re talking about and understand what they need to do
- A master presentation a leader and his or her team can use to describe the strategy consistently at all levels of the organization
- A video “round table” of senior leaders discussing the strategy, what it means for their areas of the business and what they expect of their people
- A web page or blog post to update people on a regular basis about the progress being made in executing the strategy
Free e-book: Going Slow to Go Fast: Making Internal Communication Work for You
Going Slow to Go Fast is a high-level, go-to resource for communicators who want to build an effective internal communication process that speaks directly to business leaders’ number-one question: How will this improve our company’s bottom line? Download Now!