Let's Talk

Okay, some more discussion about the various aspects of the Executive Skills/Traits Model…….

As discussed last time, the communication function consists of the following skills: listen, network, and speak.

Listening. Of course, this is an important skill for any business person. But it is vitally important to the success of the new executive. Think of it this way. Most times, the new executive is promoted to an area where he/she has no first-hand knowledge or experience. So unless the new executive actively listens to the experienced people in the organization, the executive is unlikely to find much success. In this context, active listening will be reflected in the decisions and strategic moves that the executive will make during his/her tenure.

Network. There are multiple layers to the network that the new or aspiring executive must have…… with peers, subordinates, customers, suppliers, etc. The fact is, most executives are not the “doers” of the organization. The hands-on work of the organization is actually conducted by others. So the executive must have an extensive network in order to get things done through others. Let’s face it, the business world is a place of what I call “favors”. I do this for you today and then sometime in the future, I can call on you (a member of my network) to do that for me. In reality, the new executive has been building his/her network since the moment he/she walked in the door to a new job --- WAY before becoming an executive or even a manager.

In addition, a network eases decision-making. In most companies, organizational decisions are arrived at by consensus within the executive team. By establishing a network among his/her peers, the executive is more likely to be able to build the necessary support for his/her ideas and initiatives.

Speak. Of course, oral communication skills are important at any level of the organization. And in fact, many times the new executive has been promoted because of (at least in part) his/her speaking skill. In the functions of an executive however, the skill will typically have a much broader range, with communication occurring at many levels both within and outside the organization. To be successful, the new executive must be able to tailor his/her speech content and patterns to the audience. (Don’t you just hate listening to a speaker that is not taking the non-verbal cues that the audience is sending?!) Additionally, as an executive for a company, he/she is more likely to become an external representative for the company. This means contact with the media (a whole other discussion, to be sure) or with non-business related public (think non-profits, politicians, etc.). In such cases, the executive must have the public speaking and interaction skills to successfully represent the organization.

So what? Well, it is unlikely that you were promoted to the executive payroll if you have poor communication skills. But, and this is a big but, how often do you “check” your communication skills? How often do you catch yourself formulating an answer even before the other person quits speaking? If you are doing this, then you are not practicing active listening. Or, how often do you “tend” your networks? They don’t maintain themselves. You must actively work to keep the various channels in your network open. And finally, you probably have a lot of experience using your oral communication skills to give presentations. But have you consciously checked those skills lately? Have you developed some bad habits, like saying “um” or “like” every other word? Or jingling your change in your pocket? Bad habits can creep in.

Let’s face it folks ---- if your communication skills irritate the people around you (bosses, peers, subordinates, etc.), you will not succeed as an executive.