The Clan | New York Smart Boys

Any survey of unfulfilled needs in an organization will reveal inadequate communications. Communicating with employees is like filling a bottomless pit—there can never be enough.

How will followers judge their leaders? Foremost will be the amount and quality of communications.

• Many opportunities to communicate will present themselves, including:

• informal interactions, such as conversations while walking around
• formal interaction at small meetings
• presentations at employees’ information sessions, such as quarterly
  updates
• presentations to stakeholders, such as suppliers, shareholders, or the
  board, aimed at winning support for change or a new project

• Time is money. Taking people away from their work for group meetings and information sessions is expensive. Leaders need to focus their communications on key issues that affect the performance of the organization and deal with issues of importance to their people. Typically these are:

• explaining the direction of the organization
• sharing strategies that will be used to achieve success
• letting people know the role they can play in achieving the goals
• updating employees on how the organization is doing and, more
  specifically, how their areas are performing
• providing recognition when appropriate

• Before holding a communications meeting with employees, ask yourself the following questions:

• How often should we hold these meetings? Monthly would be nice,
  but is it practical? Does our environment change so quickly that we
  need to bring everyone up to speed so frequently? Are there other
  ways of communicating important information in a way that everyone
  will understand?
• What information should I be sharing? How detailed should it be?
  How confidential is that information? More is better, for sure, and
  sharing confidential information does send a message that people
  can be trusted and are partners in the business.
• Whom should be invited? Should all the employees meet together or
  should they be separated so that they get different levels of information
  customized for their area’s needs? For example, salespeople
  might need different information than operations employees.
• Who should present in a company-wide meeting? All senior managers
  should be involved in presenting their parts of the big picture
  from a variety of perspectives. However, if some of them have a
  problem being succinct and will take away from the time of others,
  it may be best to have one person do the entire ‘‘show.’’
• Why have the meetings? This is a no-brainer. Your employees deserve
  and need to know what’s going on, how you’re doing, what
  the future holds for them, and how anticipated changes might have
  an impact on their work lives.
• Where should we hold the meeting? Meeting rooms are often too
  small to hold a general town-hall type meeting. The cafeteria is one alternative, as it is usually big enough to hold most of the employees,
  although the ambiance is not particularly conducive to a serious
  meeting. Be sure to use the room that will have the fewest distractions
  and the lowest level of interfering noise.

• At the meeting ensure that you get the biggest bang for your buck by:

• Keeping the presentation as short as is practical. Remember, most
  adults have a seven-minute attention span. So if the meeting goes
  beyond seven minutes, be sure to change the pace and keep it interactive.
  Moving on to new topics in quick succession will also maintain
  their attention.
• Providing highlights without getting into too much depth, unless
  questions require it.
• Making sure you are talking at the level of your audience.
• Presenting the information in a way that indicates your understanding
  of the needs of the audience.
• Walking around the room to ensure that you make eye contact with
  as many people as possible.
• Encouraging questions, especially if you know that the issue being
  covered is a sensitive one.
• Speaking slowly and clearly, especially if the audience is multilingual.
• Complementing your presentation with PowerPoint slides, using
  graphs and pictures that strengthen the written words.
• Using the words ‘‘we’’ and ‘‘us,’’ suggesting that everyone is in the
  same boat. Using ‘‘me’’ and ‘‘you’’ suggests that you value the hierarchy
  and that you are different—perhaps better—than your audience.

• If you are dealing with a subject that might evoke some resistance, be prepared. Reduce the potential push-back by:

• Balancing your presentation with a mixture of fact and emotions.
  Too much of either could sour the message. A good message tugs at
  the heart of your audience while providing factual information.
• Involving the audience. Try to engage their five senses so that they
  feel actively involved. This will create a more relaxed and receptive
  atmosphere.
• ‘‘Stroking’’ the audience. Let them know that you appreciate their
  support, loyalty, and efforts. This will create the expectation that
  past commitment will continue.
• Focusing on benefits before strategies. Let people know how they
  will be affected and the rewards for getting on board. The details
  can be shared later, when people are receptive to the change.
• Knowing who your opinion leaders are and doing whatever you can
  to get them on board before you share your message. Then they will
  not be surprised by the message and are less likely to criticize it
  publicly.
• Showing examples of where your plan has worked before. This will
  increase confidence that it has a chance of working this time.
• Running your ideas by some of the toughest critics in advance.
  Listen intensely to their criticisms and ensure that you are able to
  deal with them.
• Invoking the past, with examples of having overcome adversity and
  benefiting as a consequence.

• If people ask questions, handle them with care. Demonstrate your interest by:

• Repeating the question in your own words to ensure understanding
  and to let all know the issue in case they didn’t hear the question.
• Showing no annoyance if the question is challenging. Demonstrate
  your class by focusing on the issue and not the person. Do not roll
  your eyes or show frustration; deal with the issue. At the end of your
  explanation confirm that the question has been answered satisfactorily
  and your answer understood.