5-26-10 Over-Communication

In developing the model for executive skills and traits, it was clear that Communication Skills were going to a critical part of the model (12-30-09 Morphing to a Model and 1-4-10 Let's Talk ). My research certainly confirmed this.

In past postings, I’ve shared some of the responses made by my survey participants. I asked them what one thing they wished that they had known when they became an executive. One participant really nailed some of the communication skills with his comments:

“Over-communicate. Ask more questions that you think you need to -- especially during times of change.”

This really has two separate but related ideas. First, the over-communicate idea. Let’s say you have developed a new strategy for your organization. (And it goes without saying, that you have developed it in conjunction with the people that will actually be implementing it, right?) Anyway, for this one topic, it is critical that you personally tell every member of your organization, which is say, 100 people. Now I understand that you won’t be talking to each of them individually. So, let’s say that you have small groups of 10 people for each meeting.

And you know that studies have shown that the average adult has to hear something at least 7 times before they truly retain and internalize the information. Okay, now do the math. That means you will be telling your new strategy message at least 70 times. And of course, that doesn’t include all the presentations you had to do with your bosses to get the approvals to even proceed, right? Ever thought about communication that way? Most likely not.

We get tired of repeating ourselves -- of hearing the same thing coming out of our mouths over and over. By the time you’ve created the strategy, you have put in your hard work and are ready to move on to something else. But you can’t. You have to tell people, and do it again, and again, and again…… How long? Well, frankly, as long as it takes for it to become part of your organization’s culture.

The other idea in the survey comment is related to listening. Ask more questions than you think you need to. First of all, you have to be really listening to the answer when you ask a question. Too often, I’ve seen that someone will ask me a question and then I can tell that they aren’t really listening to my answer. They think they know what I’m going to say and have moved on to formulate their response. And second, you have to ask yourself does this answer get us to where we need to be? If not, you move on to the next question. One tool for doing this is what we used to call the “7 Whys”. It originated back when we first started quality circles (yeah, I know, the Stone Ages!). And while asking “Why?” seven times might not be the most appropriate question for you to ask in every situation, it can remind you that asking questions is as important as anything else you will do in your executive career.

So, yes, you have to talk, talk, talk -- until you are sick of hearing yourself say something -- then say it again. And you have to tie this closely with active questions and participatory listening

Cheers!

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.