Help your CEO create a compelling vision

Sunday, July 24, 2005

When it comes to major change and the future direction of the organization, the CEO should lead the way by communicating a clear and compelling vision.

In an article taken from the latest issue of The Business Communicator, Paul Sanchez, practice leader, and Brendan McCann, senior consultant at Mercer Communication Consulting in the UK, share advice to help CEOs talk about goals, change, values or strategy.

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.

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.

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 rhetoric-reality 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.

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.

taken from ...

Blogged on 6:46 PM by Upay

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