Successful Executive Conversations Communicating …elearning.esi-intl.com/BlendedLearning/ILT/CourseMaterials/d2q__-P... · Successful Executive Conversations s BUS: ... The awareness

Comm

unicating Up: Winning Strategies for

Successful Executive Conversations

Business Skills

BUS:D2Q:EN:000 ver. 2.0

Communicating Up: Winning Strategies for Successful Executive Conversations

prework

www.esi-intl.com

prework

Communicating Up: Winning Strategies for Successful Executive Conversations BUS:D2Q:EN:000 ver. 2.0

www.esi-intl.com

© Copyright ESI InternationalJune 2014All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of ESI International.

ESI grants federal government users "Restricted Rights" (as the term is defined in FAR 52.227-14 and DFARS 252.227-7013). Use, reproduction, or disclosure of these materials is subject to the restrictions set forth in the MOBIS, FSS, or contract under which the materials were provided.

All material from A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is reprinted with permission of the Project Management Institute, Four Campus Boulevard, Newtown Square, Pennsylvania 19073-3299, USA, a worldwide organization of advancing the state-of-the-art in project management. Phone: (610) 356-4600, Fax: (610) 356-4647.

PMI did not participate in the development of this publication and has not reviewed the content for accuracy. PMI does not endorse or otherwise sponsor this publication and makes no warranty, guarantee, or representation, expressed or implied, as to its accuracy or content. PMI does not have any financial interest in this publication and has not contributed any financial resources.

The names of all companies and characters used in these materials are purely fictional. Any resemblance to any existing or no longer existing company or living or dead person is not intended, and is purely coincidental.

PMI and PMBOK are registered marks of the Project Management Institute, Inc.

A Note to Readers

Communication is an essential part of nearly every job. You communicate with peers, customers, supervisors, and direct reports. One additional group of stakeholders you need to communicate effectively with is executives. Executives can, both directly and indirectly, have a great deal of influence over your daily work. For this reason, it is important to learn how to communicate effectively with them.

Welcome to Communicating Up: Winning Strategies for Successful Executive Conversations. Completing this prework will help prepare you for a more interactive and rewarding in-class experience. Please be sure to consider the material thoughtfully and do your best to answer the assessments as honestly as possible as this will ensure that you get the most out of the classroom exercises.

Course ObjectivesBy the time you complete the overall course experience, you will be able to—

Plan for successful communication with executives by identifying and tailoring conversations to the executive’s communication style and motivationsUse an executive-oriented mindset, content, language, and style when communicating with executivesBe prepared for impromptu communication with executivesCompose a situation-appropriate message to an executive—whether written or spokenPersuade and influence executive decisions by building and maintaining a trusting relationshipApply a structured approach to navigating difficult conversations, such as—

Delivering bad newsAsking for more time, money, or resourcesPersuading an executive that has strongly held opinions (the nonsupporter)

Prework Module PurposeThe prework modules are meant to introduce you to the major themes and content that you will explore during the classroom experience. They also are meant to help you gather a baseline of your current level of understanding of the course content.

In no way are you expected to learn all of the content, answer the self-assessment questions correctly, or complete the self-assessment at the expert level. Bring your results of the self-assessment to class so you can evaluate your

© ESI International BUS:D2Q:EN:000 ver. 2.0 vii

individual progress and any areas for continued improvement at the end of the course.

Knowledge Checks/Review Questions Included in This PreworkThis prework contains several knowledge checks/review questions to help you better assess your understanding of each content area before you are exposed to it in class. These are not graded and are meant to help you assess your own knowledge base prior to heading into the classroom experience. You will find the knowledge checks/review questions in Appendix A and B at the back of this document.

For more information on any of the topics covered in the prework modules, please review the Participant Guide.

Self-Assessments Included in This PreworkThroughout this prework, you will be asked to complete several self-assessments. Much like the Knowledge Checks, these self-assessments are not graded and will serve to better prepare you for the in-class experience.

The self-assessments can be found in Appendix A at the back of this document.

Please bring your completed self-assessments to class.

Note: In order to maximize the classroom experience, we strongly encourage you to familiarize yourself with the Participant Guide before coming to class. While it is not necessary to memorize the content, you will find yourself more able to participate fully in class if you are acquainted with the concepts in and structure of the guide.

Reminder: Download the Participant Guide to your laptop or tablet device, or print the guide and bring it to class. You will use this guide throughout the classroom experience.

viii BUS:D2Q:EN:000 ver. 2.0 © ESI International

Module 1Prework Module 1

Objectives

Objectives: Prework Module 1By the time you complete this prework module, you will be familiar with—

The reasons why we communicate with executivesYour own communication style and how it affects your communication with othersThe importance of awareness of—

YourselfOthersThe cultureThe organizationThe situation

Readings and resources you may rely on during the classroom experience

Why Do We Communicate with Executives?

Who Are Executives?In the course, when we refer to executives, there are a number of positions we might be talking about. Some include—

C-suiteExecutive directorManaging directorSenior managementExecutive sponsorExecutive committee/boardBusiness Unit leader

Your organization may name others, especially if you work with the government.

Module 1: Prework Module 1

© ESI International BUS:D2Q:EN:000 ver. 2.0 1

C-suite or C-level is a term used to describe someone who holds a position, such as chief _________ officer, like a chief information officer (CIO), chief executive officer (CEO), or chief financial officer (CFO).

When you think about communicating up, however, you won’t always be dealing with C-suite or C-level executives. You may also need to communicate up with other executive positions in an organization, such as executive or regional vice presidents, executive directors of a business unit, and other senior management positions.

In short, when we talk about "communicating up" in this course, think about communicating with organizational decision makers with levels of power and influence greater than you.

Why Do We Communicate with Executives?Let’s review some of the reasons that we communicate with executives in our jobs:

To ask for information or adviceTo petition for additional resources, work, or fundingTo deliver bad or good newsTo offer input or status updatesTo persuade/influence and sell ideas/opportunitiesTo justify or defend our workTo communicate a concern or raise a flag

These are all skills that you will practice when you come to class.

Self-Assessment: Communicating with ExecutivesLet's assess your own current skill level with some of the different reasons for communicating with executives.

Please turn to Appendix C: Self Assessment at the back of this document and complete the section labeled Communicating with Executives. Read each statement in the first column and then mark your current level of proficiency with an “X” in the columns that follow.


2 BUS:D2Q:EN:000 ver. 2.0 © ESI International

Personal Communication Style

Be Aware of Your Own StyleThe awareness that you must first bring to any executive communication is an awareness of yourself—your strengths and weaknesses as a communicator, your personal preferences for communication, and the way you interact with various other styles of communication.

In this course, you’ll be defining your predominant communication style as one of the following four styles:

ActionThinkEnergyPeople

Note: In reality, most people exhibit some traits of all four communication styles at different times. However, we generally have one style that is dominant or preferred in our communication.

Executive Communications Style SurveyAssignment: Locate and complete the Communication Styles Survey developed for this course (Appendix D at the back of this document). The way you communicate will drive much of your your experience, so be thoughtful as you complete the indicator.

While you may not be an executive and it may not be possible or practical to ask the executives in your world to complete this survey, by you doing so, you will learn to recognize characteristics of each communication style and be better prepared for conversations with executives who exhibit these styles.

Note that these are generalized styles and may not apply to each and every situation. It's up to you to know yourself and know how your style changes in different contexts. Also, be thinking about how you might relate to the dominant style of others. If you knew how others preferred to be communicated to, would that make getting the message across just a bit easier?Please remember to bring the completed survey with you to class as this will be needed to fully participate.



Working with a Specific ExecutiveThe executives with whom you communicate on a regular basis have their own particular communication styles as well. One of the keys to successful communication with executives is to know how they communicate so you can adapt your approach to fit their style as well as play to the strengths of your own style.

One goal of the classroom experience is for you to practice and improve your communication with your executives. So, think of a specific executive at work with whom you want to improve your communication. Do you have someone in mind? After finishing the Executive Communication Styles Survey, do you think you could guess which style this executive expresses most frequently in his or her communication?Assignment: With which executive do you want to improve communication? What style is he or she? Plan to share your experiences and examples in class. You may want to jot down some notes in the space provided below.

The Importance of Awareness

Five Types of AwarenessOne of the five content modules for the classroom experience is the importance of using different types of awareness to conduct effective communication with executives. Below are five different kinds of awareness.

Self – The first type of awareness you must bring to any executive communications an awareness of yourself: your strengths and weaknesses as a communicator, your personal preferences for communication, and the way you interact with various other styles of communication.Other – Besides knowing your own style, it is helpful to know—or at least make an educated guess about—the communication styles of the people with whom you communicate.



While you might use a survey instrument to determine your own style, administering the survey to others is usually not possible. However, a style can be ascertained by closely observing how someone communicates.Organizational – In order to communicate effectively with executives, you have to demonstrate knowledge of the organization you both represent.Cultural – Cultural awareness can be viewed from two perspectives. It includes the culture within the organization, such as values, visions, norms, working language, systems, symbols, beliefs, and habits.

Cultural awareness also refers to ethnic and social practices, customs and holidays of the region where you are conducting business or the executive with whom you are communicating.Situational – Executives are often accustomed to getting what they want due to the nature of their positions and may feel threatened by interactions that ask them to change their established notions. A high degree of emotional intelligence is required to successfully negotiate communication with the executive ego.

Emotional IntelligenceEmotional intelligence is the capacity to create positive outcomes for yourself and in relationships with others, which is key to effective leadership and communication with leaders. Four facets of emotional Intelligence are described in the table below.

Self-awareness Self-awareness means having an emotional self-awareness, accurate self-assessment, and self-confidence.

Self-management

Self-management refers to emotional self-control, adaptability, achievement, and initiative.

Social Awareness

Social awareness requires an understanding of emotions, which leads to having the capacity to empathize, recognize, and operate in the organization’s political arena, and recognize and meet stakeholder needs.

Relationship Management

Relationship management means having the capacity to be an inspirational leader, influence stakeholders, develop and mentor others, be a change agent, and resolve conflict.



Closing

Concluding Prework Module 1In this prework module, you learned about the objectives of the Communicating Up experience. You also explored your own personal communication style and got a taste of the first content module of the course, The Importance of Awareness.

In the next prework module, you’ll learn about the basic communication model we’ll use in the classroom as well as preview the final four content modules of the course.

Before moving on to Module 2, please complete the Prework Module 1 Knowledge Checks located in Appendix A at the back of this document.

An Executive GlossaryIf you would like to review some essential business terms or encountered any vocabulary in this course with which you were not familiar, feel free to reference the following sites at the links below.

http://chiefexecutive.net/glossary-of-business-terms-for-future-ceoshttp://www.businessballs.com/business-dictionary.htm



Module 2Prework Module 2

Objectives

Objectives: Prework Module 2By the time you complete this portion of the prework, you will be familiar with—

Terminology necessary for communicating with executivesThe Prepare-Deliver-Reflect Model for communication used in the courseWhat motivates executivesHigh-impact communication techniquesExecutive stature and leadership presenceBuilding relationships and communicating through trustReadings and resources you may rely on during the classroom experience

The Prepare-Deliver-Reflect Model of Communication

The Prepare-Deliver-Reflect ModelThroughout the course, you will use a standard model for communication, which should become habit for you by the end of the classroom experience. While there are many models of communication, this simple and easy-to-remember process should serve you well, not only in communication with executives but in all communication you undertake.



Prepare: This phase of communication involves doing background research to understand your topic. The Prepare phase also involves thinking about how you will deliver your message given your own preferences, strengths, and weaknesses as well as those of your audience.Deliver: In the Deliver phase, you actually conduct your communication. When delivering communication to an executive audience, it is important that you do so with a leadership demeanor and presence.Adapt: Adaptation is key to making the communication process successful, and so every phase flows through this circle in the diagram. You need to adapt the ways in which you prepare, deliver, and reflect on your communication in response to variable and unanticipated conditions.Reflect: In the Reflect phase, you document the results and lessons learned from your communication. You also compile action items for future communication with the executive audience. Based on the outcomes of your communication, your reflection may cause you to adapt your preparation and delivery for subsequent communication.

What Motivates Executives?

What Motivates ExecutivesIn Prework Module 1, you learned about "The Importance of Awareness." Here in Prework Module 2, you’ll become familiar with the other four content modules of the course.

The first of these is "What Motivates Executives?" There are a number of factors that motivate executives, both generally and specifically by position. It is important to understand these factors and both respond to them and use them to influence the direction of your communication with executives.



Depending on your position and organization, you may or may not have client-facing conversations with executives. If you do, knowing a bit about the organization with which you are working is imperative. If you are a consultant or in any way involved in bidding or writing proposals, understanding the company's pain points, financials, and essential news is also critical to your success in communicating with executives.

When you explore this content module in the classroom, you’ll learn to recognize and use the factors that motivate executives.

Self-Assessment: What Motivates Executives?Let's assess your own current skill level with some of the objectives of the "What Motivates Executives?" module.

Please turn to Appendix C at the back of this document and complete the section titled The Importance of Awareness.

For more information, preview the Participant Guide module entitled "What Motivates Executives?".

High-Impact Communication Techniques

High-Impact Communication TechniquesThere are a number of communication techniques which, when employed effectively, help to achieve positive outcomes in your interactions with others. While they are not all necessarily specific only to communication with executives, the high-impact communication techniques you will explore in the classroom are useful to communication with these stakeholders.

These techniques will include dealing with tough tactics; approaches to active listening, problem reframing, and engaging your audience; and some tips for difficult conversations where the topic may not be pleasant.

Self-Assessment: High-Impact Communication TechniquesLet's assess your own current level of understanding with some of the objectives of the "High-Impact Communication Techniques" module.

Please turn to Appendix C at the back of this document and complete the section titled High-Impact Communication Techniques.

For more information, preview the Participant Guide module entitled "High-Impact Communication Techniques".



Executive Stature and Leadership Presence

Executive Stature and Leadership PresenceThe next content module in the course is on communicating with an executive stature and leadership presence in your communication with executives. Note that this does not mean bullying your way through communication with executives; in fact, this type of behavior will probably lead to a very short meeting! It does mean, however, that executives want to feel as though they are communicating with someone who brings something useful to the conversation, who can make confident and thoughtful decisions, and who they feel will create positive outcomes.

Using Techniques of InfluencePart of communicating with a leadership presence is being able to effectively employ tactics of influence when they are necessary. Below are some influence tactics you'll deal with in the course:1

Exchange: Simply stated, exchange means that “If I do something for you, you will do something for me."

An appropriate use in communication with executives is to give concessions to get concessions. For example, “If I agree to add this to the scope of the project, will you agree to expand the project budget?”Expertise: This influencer works on the principle that we like to be persuaded by people who we perceive to have expertise, power, or authority. People respond to confidence and assertive statements of action. It makes us feel more comfortable that we’re making the right choice if someone assertively tells us we are.

If executives have previously found value in your approach, remind them of this. Additionally, work to build your external reputation; become an “acknowledged expert” in your area of focus to give you the right to be assertive when communicating up.Rational Appeal: Rational appeal refers to the use of facts, data, and reason to support your ideas.

In order to effectively use rational appeal when communicating up, be able to speak with a high level of precision and detail about your ideas. Provide clear evidence that people similar to the executive, in similar circumstances, were successful using similar solutions.

1 Some information below adapted with permission from the APA. The official citation that should be used in referencing adapted information is "Kipnis, David, Schmidt, Stuart M, and Ian Wilkinson. “Intraorganizational Influence Tactics: Exploration’s in Getting One’s Way.” Journal of Applied Psychology, 65, no. 4 (1980)." The use of APA information does not imply endorsement by the APA.



Charm: We prefer to do business with people we like. We prefer to do business with people who like us and are like us. We also tend to prefer to do business with people who make us feel good about ourselves.

When using the charm influencer, try to communicate that you sincerely like and have considered the needs of the executive with whom you are communicating. Convince them that you care about them and their success. Remember that there is a fine line between ingratiating yourself and using the charm influencer appropriately.Coalition: Coalition refers to partnering up for joint action. It can also refer to the use of someone else's support as a compelling reason for agreement.

When using the principle of coalition in communicating up, you'll want to offer what you bring to the situation that will make the executive want to partner with you. You can also appeal to the fact that other executives support the idea to provide evidence of an existing coalition.Inspiration: This influencer refers to appealing to values, ideals, and aspirations to get a person excited about something.

You can inspire an executive by being aware of the executive's values and goals and working to show how your ideas align with those values or facilitate the achievement of goals. It is also a good idea to explicitly link your ideas to the organization's strategic mission and vision.Withdrawal: Withdrawal refers to removing the option to have what was previously being offered.

In an ideal situation, apply the withdrawal influencer by signaling your willingness to walk away. You most likely won’t have this type of power in the vast majority of your communications with executives; however, you can still subtly remind your audience that you have demands on your time because of your excellence. This serves to remind executives of the high value of your work and makes your input seem that much more valuable.

Self-Assessment: Executive Stature and Leadership PresenceLet's assess your own current skill level with the objectives for the "Executive Stature and Leadership Presence" module.

Please turn to Appendix C at the back of this document and complete the section titled Executive Stature and Leadership Presence.For more information, preview the Participant Guide module entitled "Executive Stature and Leadership Presence".



Building Relationships and Communicating Through Trust

Building Relationships and Communicating Through TrustThe final content module for the course is building and communicating through trust. Building trust with your executives over time is critical to a productive and effective working relationship with them. As you’ll learn, delivering on what you promise is the main way that trust develops over time. And, a critical piece of delivering what you promise is managing the way that expectations are set from the outset.

Self-Assessment: Building Relationships and Communicating Through TrustLet's assess your own current skill level with the objectives for the "Building Relationships and Communicating Through Trust" module.

Please turn to Appendix C at the back of this document and complete the section titled Building Relationships and Communicating Through Trust.

For more information, preview the Participant Guide module entitled "Building Relationships and Communicating Through Trust".

Closing

Concluding Prework Module 2In this prework module, you learned about the objectives of the Communicating Up experience. You also explored the basic Plan-Deliver-Reflect Model for communication that we’ll use throughout the course. Finally, you previewed the four remaining content modules for the course:

What Motivates Executives?High-Impact Communication TechniquesExecutive Stature and Leadership PresenceBuilding Relationships and Communicating Through Trust

Before wrapping up, please complete the Prework Module 2 Knowledge Checks located in Appendix B at the back of this document.



You’re almost ready for the classroom experience. We’ll see you there!

Final Assignment

Final Assignment and Preparing for ClassNow that you have completed the two prework modules for this course, make sure you have everything you need to bring to class. Completion of these items is a requirement to pass the course and critical to your success in the classroom experience:

Knowledge Check (Review Questions) Responses (Prework Modules 1 and 2)Communication Style Survey (Prework Module 1)Self-Assessment Tool (Prework Modules 1 and 2)Participant Guide (printed or downloaded)Examples of an executive with whom you would like to improve your communication, which will be shared during class

End of Prework ModuleCongratulations! You have finished this prework module. Don't forget to print and read the Participant Guide. We'll see you in class soon!

Online GlossaryAgain, if you would like to review some essential business terms or you encountered any vocabulary in this course with which you were not familiar, feel free to reference the following sites by using these links below:

http://chiefexecutive.net/glossary-of-business-terms-for-future-ceoshttp://www.businessballs.com/business-dictionary.htm



Appendix Supplements

Appendix A: Prework Module 1 Knowledge Checks

Appendix B: Prework Module 2 Knowledge Checks

Appendix C: Self-Assessment

Appendix D: Communication Styles Survey

Appendix E: Prework Knowledge Check Solutions

Prework Module 1 Review Questions

The Importance of Awareness1. You have prepared for a particular meeting with an executive for weeks. You have

identified your talking points down to the emphatic gestures you'll use to make and defendyour arguments. You know that your energy will win the day. When the meeting starts,however, the executive appears very stiff and continues to ask for data. You know thatyou're losing his attention. You suddenly realize that you need to adjust to his style. Whatcommunication style does the executive most likely prefer?

a. Actionb. Thinkc. Energyd. People

2. Read the statement by the executive below. Which executive style do you believe is beingexpressed?

"Listen to me. We need to stop chit-chatting here and get to the heart of the matter. The projects I sponsor never, and I mean NEVER, finish behind schedule. What are you going to do to get this back on track?"

a. Think styleb. Energy stylec. Action styled. People style

3. Match the appropriate mindset in the left column to its description in the right column.

Please write the letter of the column on the left in the box of the matching answer in theright column.

A. Interpersonal The processes within the organization—for example, how decisions are made and carried out; how work is distributed and evaluated

B. Personal The organization’s culture and its effect on business performance; includes the relationships and people dynamics

C. Strategic The big picture and how decisions affect the vision and mission of the organization

D. Operational The perspective you have right now; how individuals are able to perform and grow within the organization

Prework Module 1

© ESI International BUS:D2Q:EN:000 ver. 2.0

4. Which of the following facets of emotional intelligence provides you the capacity tooperate in your organization's political arena?

a. Social awarenessb. Self-awarenessc. Self-managementd. Relationship management

5. Which of the following are possible types of information you should regularly research inorder to make your communication with executives more effective? Choose all that apply.

a. Messages from organizational executivesb. Executive histories and profiles on sites like LinkedInc. Lessons learned documentation from past projectsd. Organizational mission and vision

Prework Module 1

BUS:D2Q:EN:000 ver. 2.0 © ESI International

Answers

Back to Module


The Prepare-Deliver-Reflect Model1. Match each phase listed below with an associated activity.


A. Adapt Utilize high-impact communication techniquesB. Prepare Respond to unanticipated changes in executive

demeanorC. Deliver Document results and lessons learnedD. Reflect Follow an ongoing research routine

What Motivates Executives?1. One obvious motivator of executives is finances. Are you comfortable with executive

language? Can you match each financial term with its definition?A. Cost-Benefit Analysis A form of analysis that evaluates whether, over a

given time frame, the benefits of the new investment, or the new business opportunity, outweigh the associated costs

B. Sunk Costs An indicator of a company's profitability, calculated as revenue minus expenses, excluding tax and interest

C. Payback period Prior investment that cannot be affected by current decisions and, thus, should not be factored into the calculation of the profitability of an initiative

D. EBIT The length of time needed to recoup the cost of a capital investment; the time that transpires before an investment pays for itself

Prework Module 2


2. You are having a conversation with the director of marketing of your organization whomakes the statement below. What executive pain point is being expressed here?

I really need you to help me get this project on track. Every other device I see out there that does the same thing as the one you’re developing has a much more user-friendly interface and a robust set of apps. I wouldn’t want to use the one we’re building if I had a choice.

Please select the correct option.a. Product lacks competitive functionalityb. Time to market is too slowc. Brandingd. Reputation

3. Which of the following discovery questioning techniques is generally recommended forcommunication with executives?

a. Strategic to tacticalb. Tactical to strategicc. Bottom upd. Technical capability

High-Impact Communication Techniques1. You are having a meeting with a senior executive. She continually interrupts you and

makes statements similar to this one: "If your project idea is fully implemented, we'regoing to have to change a lot of practices in my department. Who is going to pay for all ofthis?" What technique would be best to deal with this tough executive tactic?

a. Focus on the facts and tell her how committed you are to addressing her specificconcern.

b. Ask if it is possible to reschedule the meeting later.c. Find an opportunity to accentuate a different, positive impact that the project will

have.d. Respond with silence.

Prework Module 2


2. You need to prepare for an upcoming difficult communication with an executive. What aresome effective techniques you can use to prepare you for this interaction?Read the statements in the first column and then mark each correct technique as Trueand each incorrect technique as False.

True FalseSeparate the emotional content from the facts.Search for ways to dialog to learn the executive's perspective.Think of ways to acknowledge the executive's point of view.Prepare statements that communicate joint ownership of a solution.Don't prepare; speaking off-the-cuff (without prior planning) shows your passion.Plan graceful methods to capitulate to every executive demand.Get ready to attack when you see an opening in the conversation.

3. The senior director calls you into his office and makes the following statement. Howshould you best respond to the executive to demonstrate you are actively listening?

Thanks for coming down to see me today. I really need to talk to you. There’s a lot of internal pressure right now to speed up the project schedules in your department. I really believe in the benefits this project promises and want it to succeed. However, I’m worried that we’re going to sacrifice quality if we push too hard. I just don’t think I can hold off the pressure though.

Select the two correct options.a. “I can understand how frustrated you must be right now.”b. “I want to make sure I fully understand. Can you expand on that at all?”c. “What you really need to do is dedicate more resources to this project.”d. “I really need to get back to my office. Would you mind if we picked this up down

the road?”

Prework Module 2


Executive Stature and Leadership Presence1. You are negotiating for more resources on a project. You know that the pressure is on the

executive to divert resources from your project to one that other executives in thecompany think is more exciting. You say, "Last month, when we met, you really seemedto be excited by the potential morale boosts to the company upon successful completionof this project. Do you remember the impact studies I conducted and published to thecompany's internal website? They indicated this would be a huge win." What technique ofinfluence are you most relying on?

Select the correct option and click the Submit button.a. Withdrawalb. Expertisec. Charmd. Exchange

2. You are being pressured hard by your executive sponsor to give up a resource to anotherproject that you are reluctant to part with. You know that you are most likely going to losethe resource one way or another. You say, "Ok. If I agree to give up the resource, can weadjust the deadline or tweak the scope a bit?" What technique of influence are you mostrelying on?

Select the correct option and click the Submit button.a. Exchangeb. Withdrawalc. Rational appeald. Coalition

3. Which influencing technique is demonstrated by the executive making the statementbelow?

You know, I had a similar outlook on projects like this when I was in your shoes as a PM fifteen years ago. You really have a good head on your shoulders, and I’m glad you’re on the team. I really want this project to highlight your skills for the rest of the executive team. I think we need to go big. I know you’re well underway, but let’s go ahead and adjust the scope, ok?

Select the correct option and click the Submit button.a. Withdrawalb. Expertisec. Charmd. Rationality

Prework Module 2


4. Which of the following are true about executive stature and demeanor? Choose all thatapply.

Select the correct options and click the Submit button.a. Executives want to know they are speaking to someone of equal understandingb. Executives generally only listen to those of equal rank in the organizationc. Following the corporate dress code is the best way to get your point across to an

executived. Focusing beyond your own personal goals demonstrates executive demeanor

Building Relationships and Communicating Through Trust1. Which of the following are risks that executives must undertake when they make decisions

or delegate responsibility? Choose all that apply.a. Losing prestigeb. Losing position and powerc. Losing confidentialityd. Misusing corporate resources

2. Which of the following pieces of advice would you put in a document coaching otherproject managers on how to garner trust from executives?Mark each piece of advice that is accurate as True and each piece that is inaccurate asFalse.

True FalseTrust builds incrementally; be patient.Adding value to a conversation increases trust.Simply presenting accurate information builds deep trust.Affirming executive viewpoints is inherent to building trust.

3. At the end of a meeting with you, the executive across the desk looks at you and says, "Ireally hope you can deliver what you say you can. I don't need to hear that we're doingmore of the 'same-old same-old'." What inherent risk to executives most underlies thisstatement?

a. Not being perceived as a transformational leaderb. Losing positionc. Headline riskd. Loss of integrity

Prework Module 2


Answers

Back to Module


Communicating Up: Winning Strategies for Successful Executive Conversations

Self-Assessment

Instructions: This set of matrices will help you understand your current skill level with some of the different learning outcomes and objectives for the course. Complete the matrix for each section when you finish that part of the module—you will be prompted. This is for your own reflection and information. Read each statement in the first column and then mark your current level of proficiency with an “X” in the columns that follow.

Communicating with Executives

The Importance of Awareness

Reason for Communicating with Executives Expert Proficient Need Work

To ask for information or advice

To petition for additional resources, work, or funding

To deliver bad or good news

To offer input or status updates

To persuade/influence and sell ideas/opportunities

To justify or defend my work

To communicate a concern or raise a flag

Learning Objective Expert Proficient Need Work

Apply self, other-centered, organizational, cultural, and situational awareness to communication with executives Use a mindset model when communicating with executives Ascertain and adapt to the personal style of senior executives Use emotional intelligence as a communication tool

Back to Prework

Back to Prework


What Motivates Executives?

High-Impact Communication Techniques

Executive Stature and Leadership Presence

Building Relationships and Communicating Through Trust


Explore factors that motivate executives to act and quickly apply communication techniques that play to these factors

Respond to executive pain points in communication


Apply principles related to high-impact communication within the context of communication with executives


Possess a leadership presence and stature during communication with senior executives Apply appropriate techniques of influence when communicating with senior executives


Explain the importance of building and maintaining trusting relationships with executives

Back to Prework

Back to Prework

Back to Prework

Back to Prework


EXECUTIVE COMMUNICATION

STYLES SURVEY

When an executive fails to understand a message from a direct report, the cost can be very high to the organization. There is a tendency to presume that the fault rests with the executive for not having what it takes to comprehend and integrate the information being provided. While there may be an element of truth in that, it is more likely that the responsibility rests with the subordinate to provide information the executive wants and needs in a manner that is meaningful to him or her. To be effective, it is necessary to speak someone else’s “dialect.”

We each have our own personality, motivational needs, and experiences that result in a distinctive way in which we communicate with others and need others to communicate with us. This style is exhibited in the way we process information (think and feel), behave, make decisions, and select the words to use when we speak and write as well as how we actually deliver those words. To be an effective communicator with executives, it is important to first determine which communication style you prefer. This is the style that you likely find the easiest to speak and understand. The “stretch” then is in learning to identify and craft messages for the executive commun ication styles that do not reflect your personal preferences and strengths.

In the communication process, it is the speaker’s responsibility to determine the best way to deliver a message to make it easier for the listener. This is especially true when crafting a message for someone in a senior position and time is typically limited. Getting the point across quickly is essential. Learning to speak in the executive’s language will increase the opportunity for getting your point across and ensuring communication of impact.


EXECUTIVE COMMUNICATION

STYLES SURVEY

DIRECTIONS:

Considering your interactions at work, answer the following questions as honestly as you can by selecting the item that most closely reflects your preference. Try not to look for or create any patterns in your answers.

1. When leading others, I tend to—A. Use whatever power I have to make sure they do what is neededB. Work toward growing each individual to be their bestC. Make sure the task is understood and then turn my attention to the peopleD. Get people moving by being inspirational and passionate about the issues

2. In a conversation, I tend to—A. Express my opinions readily and create options to drive toward an agreement by getting

everyone involved B. Be precise, analytical, and impersonal, not needing to hear from everyone unless there is a

rationale for more information C. Speak informally and with emotion using close, personal language D. Tell people what I think and perhaps debate with them

3. I typically speak—A. With a personal positive focus filled with optimism and creativityB. Without a specific focus but with animation, enthusiasm, and optionsC. In short, declarative statements; I get to the point!D. Nonemotionally; after all, the facts are what is important

4. When I meet people, I—A. Make sure we get right down to the specifics discussed and that the task gets accomplished

thoroughly B. Get to the point immediately C. Connect with others’ ideas immediately and then talk about how we can work together

effectively D. Like to get to know them personally before discussing any business

5. I most prefer—A. Challenges and risksB. Guidelines, structure, and proceduresC. Personal connections with individualsD. Looking for alternative solutions everyone can agree on

6. When beginning a meeting, I might—A. Suggest a way for people to get to know each other, perhaps an icebreakerB. Immediately take charge and get the action underwayC. Suggest multiple ways to work togetherD. Go through the plan for the meeting step by step


7. I like working with people who—A. Allow time to think things through before making a decisionB. Search “outside the box” and look for choices and alternativesC. Are considerate of others’ priorities and concernsD. Get into action right away and produce quick results

8. People often tell me that I speak—A. With very precise language, even deliveryB. With a great deal of empathy for others, often letting my emotions showC. With confidence and authorityD. With an abundance of animation and voice inflection

9. One of the things that most annoys me is—A. Indecision and vaguenessB. People who are stuck in only one viewpointC. People who act too quickly and take risksD. People who “step” on someone else in any way

10. When greeting others, I am usually—A. Polite, yet somewhat impersonal and aloofB. Hearty and backslapping, perhaps having multiple topics of conversations going on at onceC. Personal and warmD. Not inclined to say hello or very brief

11. If you observe me when I speak, you will notice that I use—A. Direct eye contact and definitive, bold body languageB. Lots of body movement, quick actions, and energyC. A gentle manner and a pleasant, animated tone; and mirror your facial expressionsD. Controlled movements with little facial expression

12. My workspace most likely—A. Has personal mementos adorning the space and items visitors might need (for example,

tissues, candy, and so on) B. Allows me to sit across from visitors, and my awards are displayed C. Is somewhat cluttered with items collected at trade shows and has personal slogans hung on

walls D. Has a tidy desk area with charts and graphs neatly displayed

13. Others might complain that I—A. Lack the ability to manage timeB. Don’t pay attention to people’s needsC. Don’t listen well or attend to detailsD. Am too focused on people’s concerns and not focused enough on the deadline

14. My preferred way when given a choice to communicate is—A. A quick text, email, or brief executive summaryB. A well-planned written document with backup support dataC. A group meetingD. Face to face (in person, Webcam, or telepresence will do) or if necessary, a phone call


15. In a debate with others, I—A. Prove my point with the facts and if I can’t win, I withdraw, as it is pointlessB. Boldly argue the outcomes are what is important—not the feelingsC. Often let the other win in order to save the relationshipD. Look at all sides of the issue and think of many solutions, and seek collaboration

16. I value—A. PeopleB. Options and teamsC. DataD. Action and change

17. I am often accused of being—A. ImpulsiveB. Buried in the details (“caught in the weeds”)C. Indecisive (“wishy-washy”)D. Too concerned with how people feel

18. If you were to observe me, you would see—A. That I am focused on others and the “emotional” space around meB. Minimal facial expressions and body movementsC. A “business-like stance”—taking center stage easilyD. A lot of quick actions and body movements

19. My sense of personal space is best described as—A. I like to keep my distanceB. I like being close with many people—the better to hear everyone’s point of viewC. I like being close enough to connect with one person at a time to read his or her face and

perhaps offer a comforting pat on the back D. My space is my space, and your space is my space, too

20. My written style is characterized by—A. Actions stated quickly and immediatelyB. Friendly greetings before getting down to businessC. Bullets, logic, analysis, and dataD. Enthusiastic choices given followed by an invitation for people to come together


SCORING:

Column 1 Column 2 Column 3 Column 4

1 A C D B

2 D B A C

3 C D B A

4 B A C D

5 A B D C

6 B D C A

7 D A B C

8 C A D B

9 A C B D

10 D A B C

11 A D B C

12 B D C A

13 C B A D

14 A B C D

15 B A D C

16 D C B A

17 A B C D

18 C B D A

19 D A B C

20 A C D B

TOTALS

This tool may be completed digitally or printed. If completed digitally, place a 1 in front of the choiceyou have selected for each item. The total for each column will appear in the bottom row andon the next page if completed digitally.


RESULTS:

Count the number of 1s in each column (or transfer the column totals from the previous page) and enter the totals below.

Column 1 Action Style

Column 2 Think Style

Column 3 Energy Style

Column 4 People Style


CHARACTERISTICS OF EACH EXECUTIVE COMMUNICATION STYLE

ACTION STYLE (Let’s Go!)

Frank, assertive, determined

Serious, no nonsense

Strongly opinionated

Uses firm gestures

Indifferent, cold

Blunt with strong statements

Determined to win

Does not necessarily admit to being wrong

Uses dogmatic statements (for example, “always” or “never”)

Directive

Viewed as “pushy” by others

Confident

Gets to the point quickly

Authoritative when leading

THINK STYLE (Step-by-Step)

Reflective, independent thinker

Likes quiet and time alone

Makes decisions slowly and thoughtfully in a disciplined, deliberate manner

Measures opinions

Emotionally controlled and disciplined

Seems preoccupied and appears aloof

Orderly

Follows the agenda

Detailed oriented

Infrequently uses gestures, speaks in monotone, and has few facial expressions

Puts off making a decision until all the data has been collected

Calculated and formal

Focuses on achieving perfection

Cautious, appears inflexible

Process oriented and fact based when leading


ENERGY STYLE (Spontaneous Combustion!)

Spontaneous, demonstrates enthusiastic behavior

Talks rapidly with a high volume

Expresses views with energy and excitement

Uses vigorous hand gestures

Highly engaged and sociable

Uses natural persuasiveness with drama and force

Expresses high-energy opinions

Outspoken

Uses exaggerated gestures and facial expressions

Stimulating

Charismatic

Inspirational when leading through passion for ideas that successfully drive change

PEOPLE STYLE (People Who Need People)

Avoids attention-seeking behavior, it is NOT all about them

Good listener, empathetic

Avoids use of forceful power

Uses friendly persuasion, wants everyone to be ok with the outcome

Uses warmth in speech and written correspondence

Makes decisions in a thoughtful, personal manner

Attempts to win approval by agreeing with everyone

Often seeks reassurance

Does not necessarily take an assertive stance, argues on the basis of the impact on people

Apologetic and sympathetic

Easy-going, responsive

Flexible, adaptable to people’s needs

Aware of his or her own and others’ emotions

Compassionate

Empowers others to be their best and finds the personal connection when leading


ADAPTING TO EACH STYLE

To be more effective in communicating with executives, observe and listen for clues that help identify the person’s communication style. Then, incorporate the person’s style into your own.

ADAPTING TO THE ACTION STYLE

Get to the point immediately. Elaborate only if the executive asks for more information.

Be brief.

Talk quickly, decisively, and with confidence.

Be prepared to answer all questions and debate the merits.

ADAPTING TO THE THINK STYLE

Be well organized and systematic.

Be detailed, precise, and straightforward.

Get down to business quickly without long introductions.

Talk slowly and methodically.

Provide facts, figures, and data to present your case.

ADAPTING TO THE ENERGY STYLE

Speak quickly and with spontaneity.

Build the social as well as business relationship.

Make connections with the executive’s ideas and interests.

Talk about possibilities rather than certainties.

Use an animated tone, gestures, and passion.

Describe how you can make a difference together.

Talk about building a team around the issues.

ADAPTING TO THE PEOPLE STYLE

Show a sincere interest in the person.

Take time to find a common interest.

Ask questions to patiently draw out personal views and goals.

Listen and be responsive to the person’s needs.

Present views in a quiet, nonthreatening manner.

Engage in small talk first before getting down to business.

Explain to the person how you can help achieve his or her vision.

Back to Module


The Importance of Awareness1. You have prepared for a particular meeting with an executive for weeks. You have

identified your talking points down to the emphatic gestures you'll use to make and defendyour arguments. You know that your energy will win the day. When the meeting starts,however, the executive appears very stiff and continues to ask for data. You know thatyou're losing his attention. You suddenly realize that you need to adjust to his style. Whatcommunication style does the executive most likely prefer?

a. Actionb. Think

c. Energyd. People

2. Read the statement by the executive below. Which executive style do you believe is beingexpressed?

"Listen to me. We need to stop chit-chatting here and get to the heart of the matter. The projects I sponsor never, and I mean NEVER, finish behind schedule. What are you going to do to get this back on track?"

a. Think styleb. Energy stylec. Action style

d. People style

3. Match the appropriate mindset in the left column to its description in the right column.


A. Interpersonal C The perspective you have right now; how individuals are able to perform and grow within the organization

B. Operational D The big picture and how decisions affect the vision and mission of the organization

C. Personal A The organization’s culture and its effect on business performance; includes the relationships and people dynamics

D. Strategic B The processes within the organization—for example, how decisions are made and carried out; how work is distributed and evaluated

Prework Module 1


4. Which of the following facets of emotional intelligence provides you the capacity tooperate in your organization's political arena?

a. Social awareness

b. Self-awarenessc. Self-managementd. Relationship management

5. Which of the following are possible types of information you should regularly research inorder to make your communication with executives more effective? Choose all that apply.

a. Messages from organizational executives

b. Executive histories and profiles on sites like LinkedIn

c. Lessons learned documentation from past projects

d. Organizational mission and vision

Prework Module 1


Back to Review Questions


The Prepare-Deliver-Reflect Model1. Match each phase listed below with an associated activity.


A. Prepare A Utilize high-impact communication techniquesB. Adapt C Follow an ongoing research routineC. Reflect B Respond to unanticipated changes in executive

demeanorD. Deliver D Document results and lessons learned

What Motivates Executives?1. One obvious motivator of executives is finances. Are you comfortable with executive

language? Can you match each financial term with its definition?A. Cost-Benefit Analysis B An indicator of a company's profitability,

calculated as revenue minus expenses, excluding tax and interest

B. EBIT C The length of time needed to recoup the cost of a capital investment; the time that transpires before an investment pays for itself

C. Payback period D Prior investment that cannot be affected by current decisions and, thus, should not be factored into the calculation of the profitability of an initiative

D. Sunk Costs A A form of analysis that evaluates whether, over a given time frame, the benefits of the new investment, or the new business opportunity, outweigh the associated costs

Prework Module 2


2. You are having a conversation with the director of marketing of your organization whomakes the statement below. What executive pain point is being expressed here?

I really need you to help me get this project on track. Every other device I see out there that does the same thing as the one you’re developing has a much more user-friendly interface and a robust set of apps. I wouldn’t want to use the one we’re building if I had a choice.

Please select the correct option.a. Product lacks competitive functionality

b. Time to market is too slowc. Brandingd. Reputation

3. Which of the following discovery questioning techniques is generally recommended forcommunication with executives?

a. Strategic to tactical

b. Tactical to strategicc. Bottom upd. Technical capability

High-Impact Communication Techniques1. You are having a meeting with a senior executive. She continually interrupts you and

makes statements similar to this one: "If your project idea is fully implemented, we'regoing to have to change a lot of practices in my department. Who is going to pay for all ofthis?" What technique would be best to deal with this tough executive tactic?

a. Focus on the facts and tell her how committed you are to addressing her specificconcern.

b. Ask if it is possible to reschedule the meeting later.c. Find an opportunity to accentuate a different, positive impact that the project will

have.d. Respond with silence.

Prework Module 2


2. You need to prepare for an upcoming difficult communication with an executive. What aresome effective techniques you can use to prepare you for this interaction?Read the statements in the first column and then mark each correct technique as Trueand each incorrect technique as False.

True FalseSeparate the emotional content from the facts.Search for ways to dialog to learn the executive's perspective.Think of ways to acknowledge the executive's point of view.Prepare statements that communicate joint ownership of a solution.Don't prepare; speaking off-the-cuff (without prior planning) shows your passion.Plan graceful methods to capitulate to every executive demand.Get ready to attack when you see an opening in the conversation.

3. The senior director calls you into his office and makes the following statement. Howshould you best respond to the executive to demonstrate you are actively listening?

Thanks for coming down to see me today. I really need to talk to you. There’s a lot of internal pressure right now to speed up the project schedules in your department. I really believe in the benefits this project promises and want it to succeed. However, I’m worried that we’re going to sacrifice quality if we push too hard. I just don’t think I can hold off the pressure though.

Select the two correct options.a. “I can understand how frustrated you must be right now.”

b. “I want to make sure I fully understand. Can you expand on that at all?”

c. “What you really need to do is dedicate more resources to this project.”d. “I really need to get back to my office. Would you mind if we picked this up down

the road?”

Prework Module 2


Executive Stature and Leadership Presence1. You are negotiating for more resources on a project. You know that the pressure is on the

executive to divert resources from your project to one that other executives in thecompany think is more exciting. You say, "Last month, when we met, you really seemedto be excited by the potential morale boosts to the company upon successful completionof this project. Do you remember the impact studies I conducted and published to thecompany's internal website? They indicated this would be a huge win." What technique ofinfluence are you most relying on?

Select the correct option and click the Submit button.a. Withdrawalb. Expertise

c. Charmd. Exchange

2. You are being pressured hard by your executive sponsor to give up a resource to anotherproject that you are reluctant to part with. You know that you are most likely going to losethe resource one way or another. You say, "Ok. If I agree to give up the resource, can weadjust the deadline or tweak the scope a bit?" What technique of influence are you mostrelying on?

Select the correct option and click the Submit button.a. Exchange

b. Withdrawalc. Rational appeald. Coalition

3. Which influencing technique is demonstrated by the executive making the statementbelow?

You know, I had a similar outlook on projects like this when I was in your shoes as a PM fifteen years ago. You really have a good head on your shoulders, and I’m glad you’re on the team. I really want this project to highlight your skills for the rest of the executive team. I think we need to go big. I know you’re well underway, but let’s go ahead and adjust the scope, ok?

Select the correct option and click the Submit button.a. Withdrawalb. Expertisec. Charm

d. Rationality

Prework Module 2


4. Which of the following are true about executive stature and demeanor? Choose all thatapply.

Select the correct options and click the Submit button.a. Executives want to know they are speaking to someone of equal understanding

b. Executives generally only listen to those of equal rank in the organizationc. Following the corporate dress code is the best way to get your point across to an

executived. Focusing beyond your own personal goals demonstrates executive demeanor

Building Relationships and Communicating Through Trust1. Which of the following are risks that executives must undertake when they make decisions

or delegate responsibility? Choose all that apply.a. Losing prestige

b. Losing position and power

c. Losing confidentiality

d. Misusing corporate resources

2. Which of the following pieces of advice would you put in a document coaching otherproject managers on how to garner trust from executives?Mark each piece of advice that is accurate as True and each piece that is inaccurate asFalse.

True FalseTrust builds incrementally; be patient.Adding value to a conversation increases trust.Simply presenting accurate information builds deep trust.Affirming executive viewpoints is inherent to building trust.

3. At the end of a meeting with you, the executive across the desk looks at you and says, "Ireally hope you can deliver what you say you can. I don't need to hear that we're doingmore of the 'same-old same-old'." What inherent risk to executives most underlies thisstatement?

a. Not being perceived as a transformational leader

b. Losing positionc. Headline riskd. Loss of integrity

Prework Module 2


Back to Review Questions

Documents

Successful Executive Conversations Communicating …elearning.esi-intl.com/BlendedLearning/ILT/CourseMaterials/d2q__-P... · Successful Executive Conversations s BUS: ... The awareness