Strategy ExecutionFORMERLY IPS LEARNING & ESI INTERNATIONAL
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Rising Above the JargonSpeaking Plainly to the C-Suite
About Project Management
�Why C-Suite Communications Go Wrong
�C-Suite Audience Considerations
�Determine Your Communication’s Purpose
�Build Your Approach
�The Empathy Impact
�Collaborative Engagement
�Lessons Learned
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"The two words information and communication are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through."
— Sydney Harris
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There are many causes of ineffective communications with the C-suite and other leaders “above” youLack of a plan: Effective communication requires forethought, especially when the target is an executive audience that you don’t regularly speak with and/or pushes your stage fright button.
WHY C-SUITE COMMUNICATIONS GO WRONG
Not understanding your audience and their communication needs: To ensure your messages get through you need to put them in a context that matters to the executive. To do that well, you need to be able to see things from their perspective, not yours
A confused or unclear purpose to your communication: Part of planning, you need to be clear why you are communicating and what you expect from the executive.
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An inability to empathize with the C-suite: Understanding the C-suite’s perspective helps create the right context and build trust that makes your communication more effective.
There are many causes of ineffective communications with the C-suite and other leaders “above” you
Poor audience engagement: Effective use of verbal, paraverbal and nonverbal communication will help ensure the executive hears you.
Failure to evaluate communication effectiveness to gather lessons learned: Effectively communicating up is a life-long journey. It’s important to take time after key interactions to step back and evaluate how well you did and document lessons learned.
Poorly structured content: Without correct context and organization the executive will miss, or worse, misinterpret your message.
WHY C-SUITE COMMUNICATIONS GO WRONG
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Lessons learned...�What did I do that worked well?
�What caused previous communications to be less than successful?
�What can I do differently this time?
No matter what your level of experience we have all “communicated up” before.
Take a few minutes to think about previous interactions and ask yourself:
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What is their title or position: Executive, Senior Manager, Steering Committee?
What is their usual communication style: Direct, spirited, systematic, considerate?
What is their business perspectives: Strategic, operational, interpersonal, personal?
What is their native culture and language?
Where/how will the communication take place?
What other characteristics can you identify that might affect your approach?
What is their current level of knowledge/understanding?
What information do they require?
C-SUITE AUDIENCE CONSIDERATIONS
Who is the audience?
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C-SUITE AUDIENCE CONSIDERATIONS
Determine your communication’s purpose
Decide if your purpose is to:
informpersuade
directby asking yourself:
What outcome do I want
to achieve?
How will I measure
whether it is achieved?
When do I need it to
be achieved?
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Case studies
Status reports
FYI emails
Communication’s purpose: inform
�No action is expected of the receiver.
�No deadline or time frame is required.
The anticipated outcome is to share knowledge.
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Business case
Proposal
Go/no-go gate
Communication’s purpose: persuade
�The executive may or may not take the action, depending in whole, or in part, on the strength of the communication.
�The sender should be clear about what the desired outcome is.
�The sender needs a way to measure if the message achieved its desired intent, such as verbal approval, show of hands at a meeting, or written sign-off.
�The sender usually has a time frame or deadline in mind.
The anticipated outcome is to change attitudes to effect an action.
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Directive to another department head
Execution of a contract
Disbursement of funds
Communication’s purpose: direct
�The sender is usually in a position to expect that the action will take place as communicated
�The outcome can be measured by whether the action occurred.
�Usually, a deadline or time frame is stated explicitly.
The anticipated outcome is to initiate an action.
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�Determine the essential information you will need to communicate based on the executive’s current and required knowledge.
�Think through the risks by considering how you will
– Answer any potential objections
– Correct any misconceptions
BUILD YOUR APPROACH
Keeping the executive’s perspective and your purpose in mind
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�Develop a brief list of the main ideas you want to convey – and the order you want to convey them in – for easy reference during the meeting
�Check your notes to ensure you avoid acronyms, jargon and other language that could be a barrier to the executive’s easy understanding of your message
BUILD YOUR APPROACH
Keeping the executive’s perspective and your purpose in mind
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Purpose + Outcome = Content
The outcome we require
Who they are and what they need to know
What I need to communicate
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4 keys to achieving empathy
THE EMPATHY IMPACT
Empathy is essential to effective communication.
The more you can understand and
share the C-suite’s perspective, the more
you can communicate with context and vocabulary that executives can
relate to. Empathy also is essential to
building trust with any audience.
Consideration of the C-suite’s
knowledge, perspective,
time pressures, goals, etc.
Reflect on what it must be like to be that
executive.
Understand why they have the perspective
they do.
Express your understanding
of their perspective in what and
how you communicate.
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Defined the outcome, measurement and timing of your purpose
Analyzed the executives you will be speaking to
Organized your content
Identified risks…and determined your responses
Understood the executives’ perspective, expectations and potential questions
Practiced
COLLABORATIVE ENGAGEMENT
Before you begin ask yourself if you have sufficiently...
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How we communicate
COLLABORATIVE ENGAGEMENT
When you practice, focus on all that you are communicating, not just what you say.
Verbal
What you say
Paraverbal
How you say it
Nonverbal
Body language: The way you use your body to communicate
Personal space: What your use of space communicates
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Visual�Look of presentation
materials
�Dress
�Posture, gestures, facial expressions
�The physical space and your comfort level in it
Voice�Speak clearly
�Speak with confidence
�Watch for repetitive words or phrases (“frankly”, “ummm”)
�Watch your speed – not too quick or too slow
Connection�Verbal greeting
�Handshake
�Strong eye contact
COLLABORATIVE ENGAGEMENT
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�Anticipate questions, especially the hard ones
�Restate the question before answering
�Do not be afraid to PAUSE to collect your thoughts
�Make eye contact with the entire audience when answering
COLLABORATIVE ENGAGEMENT
Be prepared for Q&A
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�Ask if clarification or more or less details would be beneficial
�Use examples that show empathy to illustrate your points
�Invite questions to confront concerns
�Stress your facts/evidence
COLLABORATIVE ENGAGEMENT
Use Q&A to help you
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�What did I do that worked well?
�What caused previous communications to be less than successful?
�What can I do differently this time?
Document your lessons learned
Thank You.
To learn more about communicating with the C-Suite visit StrategyEx.com today.
Strategy ExecutionFORMERLY IPS LEARNING & ESI INTERNATIONAL
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