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Getting a Seat at the Table: Connection, Credibility, and Courage Nancy Voith, APR – Managing Director; CRA, Inc Michelle McDermott – Managing Director;

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Presentation on theme: "Getting a Seat at the Table: Connection, Credibility, and Courage Nancy Voith, APR – Managing Director; CRA, Inc Michelle McDermott – Managing Director;"— Presentation transcript:

1 Getting a Seat at the Table: Connection, Credibility, and Courage Nancy Voith, APR – Managing Director; CRA, Inc Michelle McDermott – Managing Director; CRA, Inc. October 29, 2013

2 Bring Three Advantages to the Table The most sophisticated and respected communicators… –Have credibility – people believe them and what they say –Have connections – they concentrate on people management, more so even than project management –And are courageous – they aren’t afraid to speak up, and to offer their expertise

3 CREDIBILITY

4 “Genocide” Decisions Reward and Recognition Systems Informal Networks Formal Communications What Really Communicates:

5

6 The Role Communication Functions Play, Depending On Their Maturity and the Velocity of Change in the Business Mature Immature High ChangeLow Change Campaign Managers Proactive strategies to drive business outcomes and manage change. “Communication as a means of changing behavior.” Crisis Managers On-call responders to unexpected problems. “Communication as fire extinguisher.” Editors Quality products and distribution choices that reflect the information needs of the business. “Communication as running a news service.” Journalists On-call, high-quality products. “Communication as telling what happened or as technical craft.”

7 The Most Mature Communication Functions… Focus on process rather than products Measure outcomes rather than activity Create and negotiate relationships with key stakeholders Use communication as a lever to influence behavior

8 Credibility Is Earned Daily Read what they’re reading Have a daily routine Know your industry –Google Alerts, WSJ, Trade magazines Be a self-improvement sponge Be ready for opportunistic executive hallway interaction

9 Leadership Style More DirectMore Indirect Statements as Declarative Statements as Questions Higher Speech VolumeLower Speech Volume Less PoliteMore Polite Serious ExpressionsHappy Expressions

10 CONNECTION

11 Task (Information) What you need When Where How Why Etc. Task (Information) What you need When Where How Why Etc. Identity (Brand) Values Character Nature Likes Dislikes Etc. Identity (Brand) Values Character Nature Likes Dislikes Etc. Relationship (Us) Boundaries Norms Respect Influence Trust Etc. Relationship (Us) Boundaries Norms Respect Influence Trust Etc. 3 Communication Channels

12 1 × 30 < 2 × 15 < 15 × 2

13 COURAGE

14 Expectancy Theory LowHigh Favorable+2+1 Unfavorable0/-1-2 Expectations Experience

15 Can you create an overview for me this week? No. I’m too busy. Maybe next week. Yes. I’ll get you a mock-up tomorrow. Not sure. Let’s discuss what you’re trying to do.

16 Client Service Levels Level 1 We don’t do that and neither should you. Level 2 You create it, we’ll review it. Level 3 We’ll help you create it. Level 4 We’ll do it all for you. 1.Identify clients 2.Discuss service levels 3.Assign levels as work comes in

17 Flattery Positive Feedback Insult Constructive Criticism -- Valence + -- Utility + Feedback Types

18 Giving Senior Leaders Feedback No evaluation during “game time” Ask, “How do you think X went?” –Then you can gauge your language and response Speak in terms of “more of” and “less of” Cut out the fat and get to the point

19 Summary of Coaching Points and Q&A


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