Upload
joanna-stanton
View
214
Download
1
Embed Size (px)
Citation preview
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