Rising Above the Jargon - campaign.strategyex.com Above the Jargon ... could be a barrier to the executive’s easy ... Empathy is essential to effective communication. The more you

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


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



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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


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


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.


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Rising Above the Jargon - campaign.strategyex.com Above the Jargon ... could be a barrier to the executive’s easy ... Empathy is essential to effective communication. The more you