Persuading the CEO with effective communication IABC/Charlotte Society of Human Resource Management...

Persuading the CEO with effective communication

IABC/CharlotteSociety of Human Resource Management (SHRM)

David C. Kistle, ABCIABC ChairmanPadilla Speer Beardsley, Minneapolis, MN

What CEOs do? Lead the company – goals, vision,

direction, results, strategy Accountable for success or failure Inspire and motivate Report on progress – to employees,

shareholders, customers, media, legislators

Define the culture – bad news, ethical dilemma, problem solving, relationships, commitments

How do we judge CEOs?

Actions/words – what they say is what they do

Past performance/accomplishments and qualifications

Financial results Trust, respect and reputation Leadership style Decisions and how they make them

Communication and persuasion Decision-making styles Information-seeking styles Principles of persuasion Building your case and selling your

ideas Skills for success

Decision-making stylesChange the way you persuade - Gary A. Williams and Robert B. Miller Harvard Business Review 2002

Charismatic Follower Skeptic Thinker Controller

Survey of decision-making styles

Charismatic25%

Thinker11%

Skeptic19%

Follower36%

Controller9%

Follower (36%)

Who: Carly Fiorina, Peter Coors Decisions: Past experience; trust others Risk tolerance: Moderate but generally

averse Characteristics: Responsible, cautious,

brand-driven, bargain conscious Buzzwords: innovate, expedite, expertise,

previous, similar to

Charismatic (25%)

Who: Lee Iacocca, Herb Kelleher Decisions: balance information with

emotion Risk: Very high; willing to take on new

ideas Characteristics: enthusiastic, captivating,

talkative, dominant Buzzwords: results, proven, actions, clear,

focus, watch

Skeptic (19%)

Who: Larry Ellison, Steve Case Decisions: DATA – about which they are

suspicious especially when it challenges their own worldview

Risk: Very low Characteristics: demanding, disruptive,

disagreeable, rebellious, aggressive, Buzzwords: feel, grasp, power, demand,

disrupt, suspect

Thinker (11%)

Who: Bill Gates, Michael Dell Decisions: supported by data Risk: Low and slow Characteristics: cerebral, intelligent,

logical and academic Buzzwords: quality, academic, expert,

proof, plan

Controller (9%)

Who: Ross Perot, Martha Stewart Decision: just the facts Risk: weighed by facts Characteristics: logical, unemotional,

detail-oriented, accurate, analytical Buzzwords: details, facts, logic, power,

handle, just do it“Facts are our friends”Jodi Glore, former CEO, Rockwell Automation

David Radcliffe CEO Hogg Robinson plc2004 IABC/Europe Excel winner

“Although strategic direction must come from the top, ongoing achievement of a good corporate communications programme is dependent on the contribution of people at all levels of the company whose feedback, ideas and suggestions are absolutely priceless.”

Mark Hurd CEO Hewlett-Packard2005 IABC/ Excel Award winner

“Mark is an operator and likes to roll up his sleeves and work with his team and his customers and spend time with employees," Dunn said. "To the extent he feels it's appropriate to be visible, he will be - but he focuses on getting the job done."

HP Chairman, Patricia Dunn (reported in Washington Post March 29, 2005)

HP employee’s challenge to Mark Hurd http://theinquirer.net/?article=22286

An open letter to HP's Mark Hurd:

Opinion The things I think need fixingBy Charlie Demerjian: Friday 01 April 2005, 15:44

HP HAS CHOSEN the new guy, Mark Hurd from NCR, and he comes in

with nothing but good reviews and $20 million. It is so tempting to say there is nowhere to go but up from Carly. There are a lot of lingering problems from the savaging the company took at the hands of the previous mismanagement. The following are things I think Mr Hurd should address, in no particular order:

A) MoraleB) Channel restorationC) R&DD) Execu-PurgeE) Reinforce Customer ExpectationsF) Sales Staff Compensation

Open letter to Mark Hurd - 2The first one, morale, is probably the most important, but the

easiest. The grunt work is done, Carly is gone. There really was dancing in the cube farms, even if some don't want to stick by their stories. The trick here is to keep morale up until you can fix everything else. The afterglow will wear off sooner rather than later, but since you were not associated with HP, Compaq, Lucent or Carly in any way, shape or form, you have more time.

The first thing to do here is to distance yourself from the policies of the past. Stand up and have the guts to admit that your predecessor screwed up both in a way and in a scope that we have previously only associated with governments. Apologise to the people who were wronged, both inside the company and out. Then restore the bonuses.

Information-seeking stylesJohn Boe, sales trainer and motivational speaker

The Aggressive The Expressive The Passive The Analytical

Aggressive – bottom line worker

Ask: “What”? Value: achievement Fear: loss of control Buzzwords: control, flexibility,

speed, results, goals, hands-on, immediate

Expressive – emotional talker

Ask: “Who”? Value: recognition Fear: loss of prestige Buzzwords: creative, simple, new,

adventure, fun, exclusive, incredible

Passive, harmonious watcher Ask: “How”? Value: appreciation Fear: conflict Buzzwords: dependable, caring,

support, family, harmony, relationship, concern

Analytical, cautious thinker

Ask: “why”? Value: accuracy Fear: incompetence Buzzwords: proven, quality, reliable,

accurate, perfect, guaranteed, efficient

Principles of PersuasionInfluence at Work, Dr. Robert Cialdini, Arizona State University

Rule of reciprocity Favors and concessions

Commitment and consistency Social proof

Uncertainty and similarity Authority Liking Scarcity

Deadline Urgency

Build your case; sell your ideas

Know the CEO inside and out Align with personal and corporate interests State the purpose

How does this help us? How does it fit with our business strategy and goals? What, why, how, who?

Discuss ends not means – “Covey: begin with the end in mind” Result Risk/opportunity Consequences

Build your case - 2 Do your homework

Bring proof -- data Reference supporters

Play to decision-making and information-seeking styles Language Fears Values Risk tolerance

Be Brief High level, results-oriented presentation Headlines and sound bites

Success skills Business/Management

Finance Strategic planning Operations

Marketing Packaging Negotiating

Psychology Learning Persuasion Motivation

Success skills - 2 Communication

Writing and speaking Corporate/organizational “sound bites;” carefully

chosen words Metaphors versus facts and charts

The Competency Factors:Source: Communication Competence and Business Success (2001)

Clarity of purpose Effective interfaces Effective information sharing Consistent leader behaviour and communication Additionally:

Focus on goals Backing by leaders Adequate proactive planning Multidisciplinary management Multiple channels of communication – the right

combination

Discussion / Questions

David C. Kistle, ABC

Padilla Speer Beardsley

1101 West River Parkway -- #400

Minneapolis, Minnesota 55415

612-455-1718