s participant guideelearning.esi-intl.com/BlendedLearning/ILT/Course... · information officers...

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

participant guide

www.esi-intl.com

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

© Copyright ESI InternationalJune 2014All rights reserved.

This publication is provided for the personal use of the course participant, for whom a license fee has been paid. The course participant may copy this publication for his/her personal use. No part of this publication may otherwise be reproduced, altered, or transmitted to another party, 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.

Participant Guide Overview

Participant Resources

Note to ParticipantsPrinted Participant Guides will not be provided during class. If you would like a printed copy of this Participant Guide, please print it and bring it to class. Please be aware that you can add notes directly to an electronic version of the Participant Guide using the sticky notes and comments features of Adobe®

Acrobat® Reader®. It is strongly encouraged that you review the two e-Training prework modules and at least skim the Participant Guide prior to the first day of class. We will use the information throughout the two-day classroom experience. Completion of the prework is required to pass the class.

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

Course Introduction

The Communicating Up: Winning Strategies for Successful Executive Conversations course is designed around four to five Communication Exercises, which focus on situations with executives and will expose you to a number of important practices, dispositions, and tactics that you can employ when “communicating up” in your organization. Each Communication Exercise will follow a pattern of Prepare-Deliver-Reflect, a model meant to assist you in approaching communication with executives consistently, thoughtfully, and effectively. As you can see, although not called out in the name of the model, all three stages of communication flow through the Adapt circle in the middle. It is critical that you are continuously adapting your preparation, delivery, and reflection practices to meet changing circumstances.

A helpful acronym that might help you retain the concept of the model is PADARAP (Plan-Adapt-Deliver-Adapt-Reflect-Adapt-[and return to]Plan). Notice that the model results in a continuous cycle of adapted communication.

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

With Whom Are We Communicating?Before beginning the course, we need to define exactly with whom we are communicating in “executive communication.” There are a number of terms you may encounter when dealing with executives. They include—

C-suite or C-levelExecutive directorManaging directorsSenior management

The terms “C-suite” and “C-level” refer to a set of specific, high-ranking executive positions in an organization, typically chief executive officers (CEOs), chief information officers (CIOs), chief financial officers (CFOs), and the like. You may also encounter the term CXO, which is a generic abbreviation referring to chief [fill in the blank] officer. C-suite executives, obviously, represent the top rungs of the leadership ladder.

In some regions of the world, executive director and CEO are titles that denote the same responsibility—the executive head of the organization. The executive director may also be the head of a major business unit within a larger organization. The executive director model can also be found in some nonprofit organizations. Similarly, the CFO may be synonymous with the financial director.

When you think about communicating up, however, you won’t always be dealing with 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 you think about communicating up in this course, think about communicating with organizational decision makers with levels of power and influence greater than you. The habits, tactics, and mindsets you develop should help you navigate these conversations with greater effectiveness and more positive outcomes.

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

Module 1The Importance of Awareness


Introduction: The Five Types of AwarenessThis module considers five different types of awareness that lead to successful communication with executives. As you complete the Communication Exercises in the course, you should become familiar with and practice the following objectives of this module:

Apply awareness of self, others, organizations, cultures, and situations to communications with executives.Ascertain and adapt to the personal style of senior executives.Use ESI's Mindset Model when communicating with executives.

Self-Centered AwarenessThe five types of awareness you will utilize in communication with executives are awareness of self, others, organization, culture, and situation. Developing skills with all five types of awareness will help you direct communication to positive outcomes.

The first type of awareness that you must 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. Awareness of the self is critical to successful communication with executives.

There are a number of models available for assessing personal styles of communication, such as the Strength Deployment Inventory® (SDI®), Communication Styles & Abilities Inventory for Leaders® (C-SAIL®), and the Myers-Briggs Type Indicator® (MBTI®). Regardless of which style assessment you use, it is important to remember that each communication style has strengths and areas that can impede a person’s communication with others.In this course, you’ll be describing your communication style in terms of one of these four styles:

ActionThinkEnergyPeople

If you haven’t already done so in the e-Training Prework Module 1, please complete the Executive Communication Styles Survey and learn more about the communication styles referred to in the course.

Module 1: The Importance of Awareness

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

Awareness of OthersIn addition to 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. Being aware of the communication preferences, style, and needs of the other (the executive) is a second critical type of awareness for communication with executives. 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. Below, you will find a table that highlights some of the ways in which certain styles communicate.


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

Style Possible Behaviors

Action (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 (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 data have been collected

Calculated and formal

Focuses on achieving perfection

Cautious, appears inflexible

Process-oriented and fact-based when leading



Style Possible Behaviors

Energy (Spontaneous Combustion)

Spontaneous, demonstrates enthusiastic behavior

Talks rapidly with a high volume

Express 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 (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



Organizational AwarenessA third type of awareness is organizational awareness. In order to communicate effectively with executives, you have to demonstrate knowledge of the organization you both represent. Some organizational factors to be aware of when communicating with executives include—

Organizational and program historyTrends related to the organization’s focus (internal and external)Organizational strategy and objectivesOrganizational financial performanceCompetition and market conditionsRegulatory limitations on the organizationKey vendorsKey stakeholders (internal and external)The management teamKey challenges before the organizationOrganizational pain points

CXOs and other executives expect you to know the strategic goals, objectives, and challenges of the organization. By asking questions or opening lines of conversation triggered by your knowledge of the organization, you are likely to find areas of mutual interest and concern. Many trusted advisors to executives are those who have developed a passion for the organization’s business, transforming themselves into experts that can bring valuable thought leadership and broad exposure to the conversation—something that executives, focused on running their own area of responsibility, may not see.

It is important to note that no one knows all the information listed above at any given time; it is imperative, then, to establish a research routine that keeps you as prepared as possible for communication with executives. Your research routine should include a review of the organization’s Web site, with an eye on the vision and mission statements and messages from leadership. You should also regularly search the Web for regulatory updates, breaking news relating to the organization’s responsibilities, and upcoming advancements or changes in the organization’s area of focus.

For specific executives, you may want to use sites like LinkedIn or Plaxo to research

histories, areas of interest, and so forth. Reviewing past project data and lessons learned documentation may also provide insight to specific challenges facing an organization or particular executive.

Cultural AwarenessCultural 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 the ethnic and social practices, customs, and holidays of the region where you are conducting business or the executive with whom you are communicating.



http://www.linkedin.comhttp://www.plaxo.com

In his book, “The Reengineering Alternative,” William E. Sneider illustrates the taxonomy of core cultures into four quadrants: control, competence, collaboration, or cultivation-oriented. Communication and decision making will be impacted by the pervasive organizational culture.

For more information, click here to read Martin Proulx’s article, "Collaboration or

Cultivation – How we see our organization" (http://analytical-mind.com/2010/08/10/collaboration-or-cultivation-how-we-see-our-organization/).

It is also imperative to understand the cultural background of the executive with whom you are preparing to communicate. The degree of formality, style, and nature of your communication should be adapted to the culture of the executive. For example, Western executives may be less formal than executives from Eastern cultures. Additionally, executives from Eastern cultures will adapt to and expect a more hierarchical and autocratic style of communication.

For more information on Hoefstede's cultural dimensions theory, click here:

“National Cultural Dimensions” (http://geert-hofstede.com/national-culture.html).Six additional cultural factors that affect communication are listed below. As part of your research routine, you should attempt to ascertain the prevailing cultural mindsets in theareas of—

Power distanceIndividualism vs. collectivismMasculinity vs. femininityUncertainty avoidanceLong-term vs. short-term orientationIndulgence vs. restraint

Situational Awareness and Emotional IntelligenceFinally, in any given communication, you should be aware of the particular situation you are facing. One factor relating to communications with executives is the executive ego and the emotional intelligence required to manage it. 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.Simply put, emotional 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. The original model was developed by two psychologists, Peter Salovey and John Mayer. Their model was restated by Daniel Goleman who, in addition to being a psychologist, was a science writer for The New York Times when he wrote his international best seller, Emotional Intelligence: Why It Can Matter More Than IQ. The two models combined discuss the following facets of emotional intelligence:

Self-awarenessSelf-management



http://analytical-mind.com/2010/08/10/collaboration-or-cultivation-how-we-see-our-organizationhttp://analytical-mind.com/2010/08/10/collaboration-or-cultivation-how-we-see-our-organizationhttp://analytical-mind.com/2010/08/10/collaboration-or-cultivation-how-we-see-our-organization/http://analytical-mind.com/2010/08/10/collaboration-or-cultivation-how-we-see-our-organization/http://geert-hofstede.com/national-culture.htmlhttp://geert-hofstede.com/national-culture.html

Social awarenessRelationship management

Self-awareness means having an emotional self-awareness, accurate self-assessment, and self-confidence. Self-management refers to emotional self-control, adaptability, achievement, and initiative. Social awareness requires an understanding of emotions, which leads to having the capacity to empathize, recognize, and operate in the organization’s political arena as well as recognize and meet stakeholder needs. Finally, relationship management means having the capacity to be an inspirational leader, influence stakeholders, develop and mentor others, be a change agent, and resolve conflict.

ESI’s Mindset ModelTo summarize, then, you should bring self- and other-centered, organizational, and situational awareness to any communication with an executive. Another way of thinking about the awareness you should possess in an interaction with an executive is ESI’s Mindset Model.

ESI’s Mindset Model illustrates the four perspectives that together make up a complete business mindset. Business success requires thinking in multiple dimensions, and ESI's Mindset Model provides the tools for moving among these different perspectives so that problems and opportunities can be addressed from different angles.

Everyone starts with a preconceived perspective of his or her current role and responsibilities associated with that current role. Using ESI's Mindset Model, you can grow and change that “box” into a newer, larger “box.” As depicted, the model shows four perspectives within any organization:

Strategic: the big picture and how decisions affect the vision and mission of the organization and the interests of customers and shareholders



Operational: the processes within the organization, for example, how decisions are made and carried out, how work is distributed and evaluated, and business-related policies and proceduresInterpersonal: the organization’s culture and its effect on business performance; includes the relationships and people dynamicsPersonal: the perspective you have right now; how individuals are able to perform and grow within the organization

Each perspective has a set of responsibilities that must be carried out successfully. Most of us tend to focus on the operational and personal perspectives. However, being a high-impact communicator means developing awareness and skills to operate within the strategic and interpersonal perspectives.

In the model, the four mindsets all revolve around the three central premises of Intent, Actions, and Outcomes. When you are communicating, it is important to—

Understand the intent of your messageHave a clear set of actions and outcomes that you propose to undertake and achieveApply the four mindsets of ESI's Mindset Model to clearly communicate your Intent, Actions, and Outcomes

The Business Model CanvasOne way to identify the top issues in a series of business drivers, such as customer segments, key resources and activities, sales channels, and your ecosystem of partners, is to generate a Business Model Canvas for the organization with which you are conducting business.

The Business Model Canvas (http://businessmodelgeneration.com/canvas), was developed

by Alexander Osterwalder and Yves Pignuer and is a clear, logical, and agile tool for thinking about your prospect’s business as well as for directing the questioning or lines of discovery you wish to take.



http:// http://businessmodelgeneration.com/canvashttp:// http://businessmodelgeneration.com/canvas

The Business Model Canvas distinguishes nine key components of any business model, as follows:1. Customer segments2. Customer relationships3. Channels4. Value propositions or offerings5. Key activities6. Key resources7. Key partners8. Cost structure9. Revenue stream

Although designed to be used in the generation of agile iterative business models, this tool is perfect for guiding our research, as you now have categories for all the data that you collect from annual reports, analyst opinions, and other sources.



Module 2What Motivates Executives?


Module IntroductionThis module considers factors that motivate executives to take action. If you are able to recognize these factors, you can quickly respond to them through communication in ways that play to executive motivation. As you complete the Communication Exercises in the course, you should become familiar with and practice the following objectives of this module:

Explore factors that motivate executives to act and quickly apply communication techniques that play to these factors.Respond to executive pain points in communication.

What Motivates Executives?The motivations of executives differ depending on their job focus. Executives are focused on different priorities and expectations than functional managers, and they want to know that you understand, and have experience in, the particular strategic, big-picture challenges they face and outcomes they must deliver. Some executives, like CEOs, executive directors, or administrators, are focused on the broader global interests of the organization, whereas other executives are concerned with more focused strategy areas, such as markets, finances, operations, or information. Depending on the type of executives with whom you are communicating, you’ll want to be aware of the processes, results, and expectations they monitor in their daily work.

CEOs, for example, focus on broad financial issues, the image and reputation of the organization, global strategy, and overall productivity. They attempt to ensure that their organizations stay up-to-date and competitive. A CEO may be less focused on hard, specific data and more focused on anecdotal communications regarding strategic outcomes. Other executives, on the other hand, may have a much more data-focused approach to their job concerns. For example, a CFO is focused on financial results, operational efficiency, the regulatory environment, recordkeeping, compliance, and risk management. CTOs will consider how to implement technology and technological solutions to problems; they also focus on performance, security, resource, and time line–related issues. Finally, executives concerned with marketing, like the CMO, will focus their attention on promoting the organization and its products or services, the reputation of the organization and its associated products or services, and customer satisfaction.

Module 2: What Motivates Executives?


Remember that it is vital to tailor the same message and communicate it differently to different audiences based on their motivation and interests. It may also help to be familiar with business terminology that executives use on a regular basis.

Click on the links below to access and use two business term glossaries.

Chief Executive: http://chiefexecutive.net/glossary-of-business-terms-for-future-ceosBusiness Balls: http://www.businessballs.com/business-dictionary.htm

A Special Case: The CTOTraditionally, CTOs and other executives who deal with IT and information systems have been stereotyped as functional leaders rather than strategic or transformational ones. While the function-focused information executive still exists, the role of the information executive is transforming to a more strategic paradigm. Many more CTOs are reporting to CEOs instead of CFOs than ever before, changing their perception of themselves and their responsibilities. Many of them report wanting to focus on shifting their attention away from IT operation, process, and system issues to developing leadership among IT staff and working with other stakeholders outside the information sector. When communicating with an executive, it is important to be aware of how the organization views its information executives, how these information executives view themselves, and the executive's position or role within the organization. In general, information executives will be seen (and see themselves) as functional, strategic, or transformational. These paradigms are defined in the table below.

Paradigm Focus Types of Communications Possible in This

Paradigm?

Functional Internal to run the IT organization; achieve IT operational excellence; and provide reliable, effective IT services

Transformational Enterprise level to achieve alignment and build stakeholder partnership in order to optimize business processes and lead change

Strategic Across and external to the enterprise as a true business peer to co-create and enable business strategy and competitive advantage through innovation



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

If CTOs see themselves as functional leaders, they will care about functional goals. However, for transformational or strategic CTOs and information executives, it is not enough to build IT credibility by providing stable IT services; rather, it is imperative for them to play a more influential and game-changing role. You can no longer assume that communicating only to functional objectives will be effective for information executives. Bring some thought-leadership ideas to the table when communicating with them.

What Do Executives Expect?When you interact with executives, there are some general expectations they hold for communicating. In general, executives are used to high-level, results-focused conversations. Their time is limited, and they usually have little patience for lack of focus. Executives want to talk to someone with the authority to decide and act. They’re used to dealing with the decision maker and will have low tolerance for, “I’ll have to ask my boss.” Their next question will be, “If she’s the decision maker, why isn’t she here?” Make sure that when you communicate with executives, they are aware that you have past successes and the ability to solve problems for them. Executives also want assurance that you understand the business and strategic objectives of the organization; they want to see that you’ve committed to doing the homework and that you have a sound basis on which to advise them. This makes an intentional research plan essential.

Executives also want you to come to them with an agenda; unstructured conversations are rare among executives. At the same time, you need to be willing to listen to them; forcing your agenda at the expense of the executive’s thoughts will most likely end the conversation abruptly without the outcome you were seeking.Finally, when executives raise objections and have concerns, they expect you to be able to demonstrate your ability to handle them. In your preparations, you should anticipate where an executive’s objections or concerns may lie and prepare different complexities of solutions you will be ready to offer. Below, you will find a checklist of criteria for effective meetings with executives:

Demonstrate accountability and responsibility.Understand business goals and objectives.Listen before proposing solutions.Demonstrate knowledge of the industry and the firm.Construct a game plan for events to follow.Demonstrate the ability to solve problems.Ensure that meetings accomplish objectives.Communicate value.Propose alternative solutions.

Executive Pain PointsThe ability to understand, recognize, and communicate an executive’s “pain points,” or the areas of focus that are likely to present the biggest problems in need of a solution, gives you



opportunities to display competence and build trust. Different executive levels likely have different pain points, and, again, doing your homework will pay dividends. Keep in mind that when you communicate at the executive level, you’re generally looking for strategic pain points as opposed to functional ones. For example, a CTO or other information executive may feel the pain points of user demands, project portfolios, data access, or strategic alignment.

Besides research, using discovery conversation tactics is an effective way to elicit the pain points of a particular executive. Unless you are in a direct consulting or client-facing role, you may not be able to simply schedule a discovery conversation with an executive; however, being prepared to recognize opportunities to elicit pain points in the course of any executive interaction is important. Discovery conversations are meant to give executives the opportunity to reveal their pain points to a receptive and fully listening audience. Your questions in a discovery mode are meant to frame issues, demonstrate your understanding of what is being communicated, and fully uncover the underlying causes of executive pain. The more your questioning is informed by an understanding of the executive’s specific sector and role, along with the strategies and challenges they implement and face, the more likely you’ll build credibility and trust.

Lines of questioning should be developed upfront but never read like a script or interrogation. They need to be fluid and flow as a conversation. Like a conversation, they must be open enough to go wherever the executive may lead. Stay away from technical capability conversations unless led there by the executive. Again, while you may not have the opportunity to schedule executive discovery conversations, taking the time to prepare the types of questions you want to ask when the opportunity arises in other interactions is an effective practice. Two approaches for discovery questioning are top-down and bottom-up. In a top-down line of questioning, questions start at the strategic level and lead to tactical issues; in a bottom-up mode, questions move from tactical to strategic. It is sometimes recommended to use a bottom-up approach when questioning functional managers and a top-down approach, starting with the strategic drivers, for an executive conversation. While this is a good strategy, it is also important to know when to go beyond the strategic and to drill into execution or tactical questions to gain a total understanding of an executive‘s pain. The strategic goals that executives focus on are often derailed by tactical execution issues, and it is important to uncover these issues as well.Here are some sample questions you might use to discover executive pain points in a discovery conversation:

What are your key challenges? What keeps you up at night?What are you concerned about?What is your vision?What impact do you want to have? What change in direction is needed to realize the impact? How will we need to change the thinking in our organization?Can you walk me through the background and your thought process?What are the opportunities and risks from your perspective?Who are our key stakeholders? Who else should I be talking to?Are we measuring the right things? What key performance indicators are important to you?What are the right things to focus on? What are the right actions to focus on?



Job Aids:Financial Terminology for Communication with ExecutivesCriteria for Effective Meetings with Executives



Job Aid: Financial Terminology for Communication with Executives

Term Definition

Benefit-cost analysis A form of analysis that evaluates whether the benefits of the new investment, or the new business opportunity, outweigh the associated costs

Earnings before interest, taxes, depreciation, and amortization (EBITDA)

Net income with interest, taxes, depreciation, and amortization added back to it

Earnings before taxes andinterest (EBIT)

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

Earnings per share (EPS) Net income divided by the number of shares outstanding

Fixed assets Assets that are difficult to convert to cash

Gross margin A ratio that measures the percentage of gross profit relative to sales revenue

Gross profit The sum left over after all direct product expenses or costs of goods sold have been subtracted from revenues

Internal rate of return (IRR) The discount rate often used in capital budgeting that makes the net present value of all cash flows from a particular project equal to zero. Generally speaking, the higher a project's internal rate of return, the more desirable it is to undertake the project. As such, IRR can be used to rank several prospective projects a firm is considering; assuming all other factors are equal among the various projects, the project with the highest IRR would probably be considered the best and undertaken first.

Net present value (NPV) The economic value of an investment, calculated by subtracting the present value of the investment from the present value of the investment’s future earnings. Because of the time value of money, the investment’s future earnings must be discounted in order to be expressed accurately in today’s dollars.

Operating expenses Expenses that occur in operating a business

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

Productivity measures Indicators of employees’ effectiveness in producing sales and income



Return on investment (ROI) A financial ratio measuring the cash return from an investment relative to its cost

Sunk costs A prior investment that cannot be affected by decisions about the future of the investment



Job Aid: Criteria for Effective Meetings with ExecutivesPrior to the meeting, be sure you can—

Demonstrate accountability and responsibilityDescribe the business goals and objectivesDemonstrate a knowledge of the industry and the firmDemonstrate an ability to solve problems

In preparing for the meeting, be sure to—Construct a game plan for events to followEnsure that meetings accomplish objectivesHave an agenda

During the meeting, be sure to—Manage expectationsListen before proposing solutionsCommunicate the valuePropose alternative solutionsStrive for the answers you need

After the meeting, be sure to—Immediately document the conversation in an e-mail and send it back to the executiveFollow up and follow throughCommunicate back how the results of the meeting were able to move you to the next position



Module 3High-Impact Communication Techniques


Module IntroductionNo matter what position you hold in your organization, you will have to communicate more frequently with your supervisor, peers, and direct reports more often than with executives or those at least two levels above you in the organizational chart. This learning package considers techniques that increase the effectiveness of communication in general. However, the techniques are, in many cases, applicable to communication with executives as well. Utilizing the techniques covered in this module will allow you to establish comfort and trust in your communication with executives and also verify that your communication is achieving its intended purpose. As you complete the Communication Exercises in the course, you should become familiar with and practice the following objectives of this module:

Apply principles related to high-impact communication when communicating with executives.

Understanding Your Purpose for CommunicatingWhether you are communicating up to senior leaders, across to your peers, or down to subordinates, the first consideration for high-impact communication is to understand the purpose of the communication. The purpose generally falls into three areas: to inform, to direct, or to persuade (or some combination of these). To determine the purpose of a high-impact communication, answer these three questions:

Outcome: What outcome do I want to achieve?Measurement: How will I measure whether it has been achieved?Time frame: When do I need it to be achieved?

All three elements are critical to determining whether the purpose has been met. For example, you may be trying to secure resources for your project that are at risk of being redirected to another project. You might prepare the outcome/measurement/time frame (O/M/T) before you talk to your sponsor.

Module 3: High-Impact Communication Techniques


Outcome You want a commitment from your sponsor.

Measurement Three resources will be assigned to replace those taken away.

Time frame You need the resources within the next two weeks.

One purpose for communicating, which is often overused, is to simply inform. There may be legitimate reasons for informing only; however, if the message truly does not need to direct or persuade, you may want to question whether the communication is really necessary. Thinking of the volume of “for your information (FYI)” e-mails should give any high-impact communicator pause. Is an “inform-only” message or meeting serving a necessary purpose, or is it just contributing to information clutter?

If the purpose is to direct, you should have authority over the audience receiving the directive—which will only be realistic when communicating with peers and your own employees but rarely with a manager above you. You assume that the action being requested will probably be done. However, the message must still be well expressed, clear, and respectful in order to achieve the O/M/T.

If the purpose is to persuade, the anticipated outcome is to change the other party’s attitude to effect an action. In these cases, the other party may or may not perform the outcome that you were hoping for, and a satisfactory conclusion rests in part on the strength of the message.

A High-Impact Approach for Standard CommunicationA useful way to think about approaching communication is by using the acronym TREOA™. TREOA™ stands for Topic, Recommendation, Evidence, Outcome, and Action. A message with the elements of TREOA™ is a high-impact persuasive communication. The elements of TREOA™ are outlined in the table below:



Element Definition Example

Topic Present, in broad terms, a problem, issue, or opportunity.

Compax, our largest competitor on the West Coast, has put out signals that it is up for sale.

Recommendation What, in general, do you recommend to respond to the topic that you have identified?

We’ve often said that we would revisit our acquisition strategy, and now might be the time to do it.

Evidence Provide evidence that supports the recommendation you are making.

ComPax has taken on some great new clients in the past few years, but I’ve heard that its founder wants to retire and has no one in the family to take up the reins.

Outcome What will the outcome be for the audience? What will the receivers gain, or how will they benefit?

An office on the West Coast would open new markets for us.

Action What are you suggesting the audience do next?

I suggest that we spend some time talking about these options at our next meeting.

Additionally, remembering the TREOA™ metaphor can serve as a gate for high-impact communication. If a message lacks a TREOA™ approach, the sender should consider whether the message is necessary.

A Skill Set for High-Impact CommunicationDesigning the message is important, but often the delivery of the message can be made less effective by a mishandling of interactions with the audience. In this section, we’ll look at a number of examples of skills and techniques you can use to improve the effectiveness and impact of your communication. They include the following:

Add value.Visualize success.Practice active listening.Frame and reframe problems.

Add value: To truly have impact when communicating with executives, it is important to demonstrate that you can add value to their thought process about an issue or problem. It is not



enough to simply ask the right questions. You need to prove that you can do something with the information you gather in communication right away.There are a number of ways to do this:

Use experiences from your domain that could add value, such as projects you’ve worked on or innovations in technology that you are aware of.Research before entering communication to have some alternative ideas to solve the executive’s challenges.Use your awareness of executive challenges to show that you are thinking about the executive's best interest.

Visualize success: Another high-impact tactic for communication is to help executives focus on the positive outcomes of your work rather than the challenges in reaching the outcomes. Note that this does not mean “setting a smoke screen” or attempting to trick executives. Rather, it simply means helping to keep the focus of communication on the realization of benefits.In terms of communication, this means—

Managing the dialogue of a communication (without appearing dominant)Using positive stories and examples from your past experience to communicate how issues have been overcomeAcknowledging an executive’s concerns but continuing to speak to his or her best interests while emphasizing your desire (and ability) to reach a positive outcome

Practice active listening: Active listening is a behavior distinct from simply hearing someone speak, or even passively listening (not talking) when someone else is. Active listening requires an act of will. It requires us to shut down our inner censor, interpreter, and responder and actively receive the messages of our counterpart. We observe as well as hear to catch nonverbal cues like tone and enthusiasm. When we listen actively, we illustrate that we recognize both the content of the conversation and the emotional elements of the client’s concerns. The table below demonstrates some behaviors of active listening:



Behavior Looks Like/Sounds Like

Is attentive and focused on the speaker Makes eye contact; nods head and uses phrases like “Yes” or “Mm-hmm…” to show attention

Restates or clarifies meanings rather than offering answers

“So, what you’re saying is....”

“Let me make sure I heard that correctly....”

Asks questions to encourage elaboration “Can you tell me more about...?”

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

Seeks to understand the feelings, not just the facts or information

“That must be really frustrating for you....”

Uses body language and paraverbal language to communicate empathy

Has an open, attentive posture and a positive tone; uses inflection

Is not hurried Does not interrupt; keeps focused on the conversation and not the clock

Active listening is particularly important in cross-cultural communication. The ability to restate and clarify meanings, ask questions for further elaboration, and use body and paraverbal language can go far to eliminate or minimize cross-cultural barriers to understanding. Active listening may come easier to those with certain communication styles, and it can be more of a challenge to those who have direct or systematic styles.

Frame and reframe problems: Occasionally, an issue can cause so much consternation that tempers flare and frustrations mount. In this case, framing and reframing problems is a useful skill to possess. Framing refers to the art of articulating issues in neutral, factual, and positive language, while reframing refers to the art of neutralizing emotional and negative perceptions and creating an objective and productive shared vision. In other words, take the "heat" out of a communication by framing it differently, and then work toward a productive solution by reframing it.

A key element of reframing is looking for a neutral way to acknowledge the challenge without placing or accepting blame. Issues that are framed as “your fault” or “bad faith” have a higher emotional content than “our challenge.” Speaking in neutral, factual, and positive terms not only demonstrates emotional maturity and leadership, but it also positions parties to see a problem constructively and as solvable. Another key to reframing is using the language of the listener (in this case, an executive) to speak to his or her status, role, and personality.



Here are some examples of reframing:

Skill Original Reframed

Replacing critical language with factual language

“Your insistence on using obsolete technology is making this project impossible.”

“You seem to be comfortable with our existing technology. Let’s discuss how I can modify my recommendations to fit your preferences.”

Accentuating the positive

“My team refuses to engage during brainstorming sessions.”

“My team is clearly focused on achieving its existing goals. Let’s talk about how I can generate some enthusiasm for my new recommendations.”

Defusing the emotion “Why are you shouting? I won’t be bullied!”

“I can see you feel strongly about this. I would react strongly as well if I felt that my expectations were not met. Let’s review our ideas and see if we can come to an understanding.”

Tips on High-Impact CommunicationRefer to the job aid at the end of this module for some tips on high-impact communication.

Difficult CommunicationSome communication is more difficult than others. You may find yourself needing to justify your work on a project, defend your decisions, negotiate for more resources, or simply deliver bad news. Whatever the difficult conversation you face, the six-step framework below can help you be prepared, emotionally neutral, and ready to engage and collaborate with the executive.

Prepare: How do you feel about “winging it”—that is, figuring it out at the last minute or delivering a message without planning or rehearsing? This is probably not a good idea when the conversation gets tricky. Sometimes you cannot avoid an impromptu conversation, like when an executive grabs you and drags you into his or her office for a chat. On such occasions, you want to use that moment as a fact-finding mission and avoid making decisions or offers until you consult with your entire team. It’s especially important to be emotionally prepared, as “impromptu” sessions can often reveal emotional upset that can derail the substantive conversation.



Tips:Anticipate impromptu meetings—always be prepared for impromptu meetings and encounters. It is a good idea to have a prepared "elevator speech," a 30-second overview of a current status and headline news of what you are working on, along with key issues and opportunities that might be of interest to the executives and key stakeholders related to your project.Never improvise in a difficult conversation.List the issues and challenges from both sides.

Brainstorm—include all ideas.Consider the emotional and political issues as well as the substance.

Remove your own emotions from the conversation.Turn the conversation into a fact-finding mission—ask questions.

Explore: Once you’ve separated the emotional content from the substantive facts (as much as possible), begin to explore the issue in depth: what happened or is happening that is having a challenging effect on the project or relationship? Demonstrate that you take the issue seriously and that you’re committed to solving it in the executive’s best interest. This does not mean automatic capitulation to rework, however. You want to find an equitable solution but also have your own needs met. Begin a dialogue and learn the executive’s perspective. As you begin the problem-solving process, show respect and empathy and be sure to acknowledge the executive’s view with each of your responses.

Tips:Ask, don’t tell.Begin a dialogue.Understand the executive’s perspective.Begin the problem-solving process.Show respect and empathy.

Neutralize: All through the communication, try to tamp down the emotion and focus on the content, what solutions are possible, and how can you can work with the executive to find a mutual solution. Acknowledge the executive’s concerns and feelings, but let him or her know that project issues are a natural part of the process and can be solved. Use reciprocity; if you acknowledge the executive's concerns, he or she is more likely to acknowledge yours. For example:

CIO: “I’m really disappointed in your progress to date.”You: “I understand. It’s disturbing when expectations aren’t met.”CIO: “I find it unprofessional that you’re trying to blame my team for your failure.”You: “I can see that you’re not happy with the firm’s position on this.”CIO: “All you want to do is extend the project and jack up your billings.”



You: “I’ve felt that way about service providers sometimes. I’m sorry that’s your perspective on my organization.”

Tips: Acknowledge the executive’s concerns.Demonstrate an understanding of the executive’s perspective.Maintain an open dialogue.Remind the executive that project challenges are a natural reality and can be solved.Use reciprocity.

Engage: In the previous steps, we’ve set the stage for an objective conversation. Now it’s time to collaborate to find an acceptable solution. Whenever possible, and especially when you are talking with a project sponsor or a client executive, use language that communicates that you and the executive jointly own the solution. For example:

“What are your ideas for solving this issue?”“What’s our best path forward from here?”“What would you like to see happen?”

As the communication progresses, keep exploring and neutralizing. Do not expect miracles: Responses may still be hostile and one-sided, but they open up a productive dialogue.

Tips: Communicate a joint ownership of the solutions.Continue to explore and neutralize.Keep the goal of a productive dialogue in mind.

Motivate: Use your negotiating skills to reach a fair conclusion. Keep both your and the executive’s best interests in mind and remember that acknowledging and evaluating options does not always mean capitulating. Resist the temptation to break the tension by committing to unworkable options. Do not agree to something that would compromise your level of commitment and quality. Show the executive how your solution adds value.

Tips: Remind executives what’s in it for them.Address elements they care about.Work on executive pain points.Use negotiation to reach a fair outcome.Resist the temptation to break tension by agreeing to unprofitable options.

Collaborate: How do you bring a difficult conversation to a conclusion? You must get the executive to acknowledge a mutually acceptable solution. Validate that the executive accepts



the proposed approach and understands how success will be measured. Ask closing questions that help you verify your approach:

“Do you feel like we’ve reached an equitable solution?”“Are there any remaining obstacles to making progress on this?”“Are we in sync about roles and responsibilities?”“Do we have new deadlines or milestones?“What’s our plan for status reporting?”

Note that the previous steps may need to be repeated interactively—we’re not always going to win over the executive or neutralize the situation the first time through.

Dealing with Tough TacticsSome executives may exhibit tough tactics with which you will must be prepared to deal. Particularly if there is no rapport, trust, or credibility established, some of these behaviors will persist. Different people respond differently to these tough tactics. It is important that you understand what specific tactics elicit an emotional response in you, how you react, and how you can recover to continue successful communication. Refer to the job aid for some tips on dealing with tough tactics.Job Aids:

Tips on High-Impact Communication with ExecutivesTips on Dealing with Tough Tactics



Job Aid: Tips on High-Impact Communication with ExecutivesShow that you understand the key business goals and objectives that concern the executive.Use active-listening techniques to ascertain the executives’ needs before proposing solutions.Plan your approach before initiating communication.Have alternative solutions ready to go and demonstrate your ability to solve problems.Create a set of objectives for your communication and ensure that your communication meets these objectives.Use the TREOA™ (Topic, Recommendation, Evidence, Outcome, and Action) approach for maximum effectiveness.Keep the focus on the positive and eventual successful outcomes.Frame problems in neutral, unemotional language.Use the language and style of the executive when communicating with him or her.Set and stick to a research routine to keep you prepared for impromptu communication.



Job Aid: Tips on Dealing with Tough Tactics

Tactic Tip

Abruptly cuts the meeting short

Let the executive know you understand he or she is extremely busy and ask if it is possible to reschedule or recommend someone else you should talk to.

Talks about general things like the industry but avoids a discussion about your project

Maintain focus and see if you can find a segue to link the project conversation back to what is being said. Small talk, if initiated by the executive, can be good in the beginning to build rapport, but you have to skillfully link it back to the project conversation in the limited face time you have with the executive.

Is busy with other things and is not paying attention to what is being discussed

Do not show your frustration; rather, continue to make your point in a convincing way, possibly with a key point that might grab the executive's attention. Remember, some people love to multitask, so the executive may appear to be preoccupied but is actually following what you are saying.

Asks tough questions to put you on the defensive

Respond to the question without getting defensive. Focus on the facts and tell the executive how committed you are to addressing his or her concerns and issues.

Expresses frustration and a negative attitude about the project

Give the executive an opportunity to express himself or herself while you listen to what is being said carefully. Tell the executive how you empathize and how committed you are to addressing his or her concerns. Find an opportunity to accentuate a positive aspect of the project.

Remains silent Keep in mind that the silent treatment is one of the oldest and most effective power-negotiating techniques. It relies on a simple human characteristic—silence in a social setting makes us uncomfortable. The power imbalance in an executive conversation increases the tension. Finally, the human tendency is to fill a vacuum with negative thoughts and emotions, so we imagine the worst. The ability to bring a “Zen” attitude to the negotiating table, and to stick through silent moments, is a key skill in power negotiating.

Cancels the meeting at the last minute

Try to reschedule and follow up with an e-mail that highlights key points and any actions or approvals needed.



Module 4Executive Stature and Leadership Presence


Module IntroductionThis module considers a certain demeanor that executives expect you to possess in your communication with them. As previously discussed, executives want to deal with decisive, active minds to feel as though they are not wasting their time. Carrying yourself with some executive stature and a presence that demonstrates your leadership qualities is important to successful outcomes in communication with executives. As you complete the Communication Exercises in the course, you should become familiar with and practice the following objectives of this module:

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

Sources of PowerThe term “executive” inherently invokes images of power. An executive must have some sort of power to get results. Power does not always refer to brute force and strength of personality, however. If you take a minute to reflect on executives with whom you have been associated, you will see that there a number of different types and sources of power.

Some of these sources of power are listed in the table below:

Source of Power Description

Formal Having a title or position

Network or referent Who you know or the groups you belong to

Bureaucratic Knowing how the system works

Charismatic or personality The energy or confidence that draws people in

Expert or technical The keeper or creator of knowledge

Resource Controlling the allocation of the finances or materials (includes the best alternative to a negotiated agreement, or BATNA)

Module 4: Executive Stature and Leadership Presence


While you may not have the positional power or authority of an executive, you can still draw on some of these other sources of power in your communication with executives.Some considerations when communicating up may include—

Power differentialsManaging expectationsRiskDifferent goals and performance measuresBATNA

Tips on communicating up:Choose your battles.Set reasonable goals.Start with agreements.Get your facts straight.Have a BATNA.Collaborate; don’t compete.

Executive Stature and DemeanorIt is true that some executives prefer to interact with people that they see as equals in some way. This does not necessarily mean people in equal positions; rather, it refers to people who carry themselves as though they possess an executive stature and demeanor. The term “stature” refers to the ability to have a business conversation at the same level as the executive. While it does not mean acting as though you possess the same power and responsibility of the executive (because you do not), it does mean demonstrating that you are capable of thinking like the executive. The term “demeanor” refers to the “look and feel” of an executive. When you have an executive demeanor, you demonstrate certain levels of professionalism, mastery of your topic, and emotional and business maturity.

Again, it is important that you start with humility in your communication with executives; you do not gain stature by talking or acting as though you're a peer with the executive. Approach executives with humility and respect. You build stature over time by showing your emotional intelligence, flexibility, integrity, and candor. Other factors that demonstrate your executive demeanor include: using strategic language that shows your level of understanding, possessing intellectual and emotional independence, displaying integrity and conviction in your work, and making clear your focus and loyalty.

Recommended Reading: Executive Presence: The Art of Commanding Respect Like a CEO by Harrison Monarth (See Bibliography)

Persuasion and InfluenceIn your communication with executives, you may often find it necessary to persuade and influence them to your point of view. There are a number of reasons why you may need to engage an executive in a persuasive manner. For example, executives often have



preconceptions about the right solution and may simply want you to verify them. Executives may also often be presold by advertisements, product pitches, or referrals and want to make a decision you know not to be in their (and the organization’s) best interests. There may be political benefit in defending (or challenging) the status quo, making them reluctant to move in the direction that you need them to. Finally, executives sometimes may want to cut directly to implementation and benefit without the important steps of discovery and assessment.

One key to successful persuasive communication with executives lies in our ability to guide them to the right decision without alienating them or making them resentful or uncooperative. Consider an analogy with medicine or law: Clients’ impulses (to continue smoking, to settle quickly, and so on) can be destructive. Successful doctors or advocates must persuade clients to disobey their impulses for their own benefit.

Executives sometimes cannot see beyond the circumstances to consider the entire range of options. When you communicate with executives, helping them do just that can becomes part of your role.

Why It MattersWhen you are placed in the position of having to influence or persuade an executive, it can often seem as though the easier path is to simply capitulate and follow a decision you know to be less than optimal. However, in the long run, failing to persuade and influence can have some serious negative consequences. First, you may face project failure and lose your reputation when you agree to do something you know is the wrong decision. Even if you manage to salvage the project, you take the risk of serious rework down the road. Additionally, you risk damaging your relationship with the executive and the brand or reputation of your organization. Finally, you risk poisoning the atmosphere for other project managers who may be creating their own relationships with this executive. Failure on your part may sometimes lead to an assumption of failure on the part of others.

Remember, there’s no reward for allowing an executive to steer the ship aground; they’ll still blame you! If you’re not able to influence and persuade an executive, all of your technical expertise and implementation experience is for naught. You may know the best solution and how to implement it, but if you cannot persuade the executive to act on your advice, you add no value. Also, keep in mind that influence is required throughout the project or in ongoing communication with the executive, not just at the beginning.

The Basics of InfluenceThere are multiple theories of influence in literature about the subject of influence. The table below1 provides a generalized summary of some of the ways we attempt to influence situations.

1 Some information in the table adapted with permission from the APA. Adapted information Copyright © 1980 by the American Psychological Association. The official citation that should be used in referencing this 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.



Influencer Description Example How to Use When Communicating Up

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

Anthropological studies show there is no human society that doesn't respect this rule of exchange. It is the basis of all economies.

Marketers use the unsolicited “gift” such as labels or nickel coins to initiate an exchange with those they contact.

If a nonprofit organization sends you a calendar or return address labels, it knows that you will be more likely to donate money to the organization.

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?”

Additionally, "If you'll approve this initiative, I'll be happy to take the lead in developing the presentations I know you'll have to give to your executive peers to justify it."




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.

Advertisers hire actors to play doctors. Just seeing someone dressed as a medical expert makes us feel more comfortable about trying a medication.

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. This gives you the means to be assertive.

One of the best techniques is to gain the right to be assertive through publishing. Write a book, column, blog, or articles.

You can also afford to be assertive by “borrowing” authority. Bring an acknowledged expert into the communication.

Rational Appeal Rational appeal refers to the use of facts, data, and reason to support your ideas.

It especially works with executive with the Think style of communication.

Claims such as "70% of respondents were successful using our methods" are an appeal to rationality.

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 with similar solutions.




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.

There is a fine line between ingratiating yourself and using the charm influencer appropriately.

The model of the Tupperware® party exemplifies this influencer: You’d rather buy from a friend than a salesperson.

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. Make them look good, and help them succeed.

Finally, demonstrate that you’re like them in terms of stature and interests.

Note that this influencer may be more effective with some personality types than others.

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.

Two organizations with mutual interests share resources in order to achieve a gain.

Offer what you bring to the situation that will make the executive want to partner with you. Ask for consultation on your ideas to reinforce the idea of coalition.

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.

Politicians appealing to patriotism in order to garner support for a proposed policy is an example of the use of inspiration.

Be aware of the values and goals of the executive and work to show how your idea aligns to those values or facilitates the achievement of goals.

Explicitly link your ideas to the strategic mission and vision of the organization.

Withdrawal Withdrawal refers to removing the option to have what was previously being offered.

It is one of the most successful strategies in marketing.

"Limited-time offers" play to the withdrawal influencer. We act because we don't want to have the opportunity removed from us.

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.

Influence: Use with Care!It is important to remember that the techniques of influence can be used for good or ill. Many scammers and unscrupulous individuals have used influence for their personal gain at the expense of individuals and organizations. The information on influence above is not meant to encourage manipulation. Rather, it is meant to serve as a reminder of ways that you can



reinforce your messages so executives respond positively. It prepares you to speak to the underlying emotions and triggers that guide executives.

Collaborating with ExecutivesCommunicating with an executive stature helps you to encourage a collaborative relationship with executives rather than a superior/subordinate relationship. A spirit of collaboration leads to executive buy-in, which is key for project success. Modern engagement methods, like agile project management, recognize the importance of stakeholder participation, and a lack of collaboration and buy-in from executives is a key risk factor for failed engagements and projects.

A collaborative demeanor and approach assists you in avoiding executive disengagement from the solution or the process. You want to ensure that the executive is prepared to support the project and the team, procure needed resources, and help tackle obstacles. An executive demeanor helps drive executives toward an active role in enabling project success and helps move executives away from the simple role of “status watcher." Strong project managers keep their executive sponsors engaged in creating value as well as in being status monitors. Help executives to have a clearly identified role in their commitment to the project. Will they be communicators, evangelists, or enforcers of compliance? Do your best to provide targeted information that keeps them connected.

Recognizing and Countering Manipulative TechniquesJust as you may use techniques of influence to persuade executives to see things your way, they may use other techniques to persuade you to act the way they want you to act. These techniques can often be unpleasant and uncomfortable to encounter. They include the following:

Good-cop/bad-cop approachHighball/lowball approachSilent treatmentsWalkouts or withdrawalsThreatsMore-at-the-table approachHigher-authority appealsEscalating demandsTake-it-or-leave-it approachExtreme positionsPersonal attacksPositional power

The good-cop/bad-cop approach refers to a planned approach where one executive exhibits aggressive, intimidating behavior while another executive takes a more soothing, accommodating tone. The point is to get you off your guard and willing to please the “good cop." In a highball/lowball approach, executives may make ridiculous estimates in order to get you to



capitulate to something less/more than you originally intended. The more-at-the-table approach simply refers to bringing more bodies into a meeting for support to make you feel intimidated. Whatever the case, each one of these tactics has a singular goal: creating tension so you capitulate.

The answer to each of these tactics is the same and serves as a reminder of the importance of creating and maintaining an executive stature and demeanor in your communication with executives:

Stick to your principles.Focus on your own as well as the executive's best interests.Do not commit to things with which you are uncomfortable simply to reduce the tension.Call out the technique; let the executive know that you are aware of what he or she is attempting to do, while at the same time controlling your own emotions and ego.Use positive framing techniques to move the discussion in a different direction and avoid tit-for-tat tactics.If necessary, take a time-out and know when to withdraw from the communication.

When you communicate with an executive demeanor and stature, not only will you reduce the frequency of these tactics being used against you, but your responses to them when they do occur will be received more powerfully.



Module 5Building Relationships and Communicating

Through Trust


Module IntroductionThis module considers the importance of building relationships with executives that are based on trust and using trust as the eventual foundation of your communication with executives. As you complete the Communication Exercises in the course, you should become familiar with and practice the following objective of this module:

Explain the importance of building and maintaining trusting relationships with executives.

Delivering as PromisedThe key to a trusting relationship with executive stakeholders is to build credibility and consistently deliver what was promised. When you are able to deliver on what you promise over time, executives feel more comfortable revealing their concerns, allowing you to proceed with your initial ideas, and accepting your advice and expertise on issues.

Providing clear guidance on what exactly it is that you can deliver given the constraints of the project or program helps to manage expectations and avoid a perception that you did not come through at the end.

Module 5: Building Relationships and Communicating Through Trust


Trust Migration

From the car-repair shop to the executive suite, trusting relationships develop in a predictable way: You are engaged in a “spot’ solution to test your expertise and to see if you do as we say you’ll do. If you pass that test, you may get a chance to become a regular, trusted resource for executives—and from there, you can evolve incrementally, through a pattern of consistent delivery and integrity to a trusted advisor relationship.

If you have a car mechanic that you trust, you have probably seen the relationship develop from trying the mechanic once for a specific repair to, over time, using the mechanic for anything related to cars. Building a deeply trusting relationship with an executive over time can lead to you being invited to the strategic table and helping to set the agenda instead of being handed the agenda.

The Benefits of TrustOpennessRespectAccessInvolvementLong-term relationships

The Trust-Building ProcessThe five-step process of trust development pictured below illustrates an incremental approach to building trust; so rather than just hoping for trust to grow, we’re actively managing the process.



In previous modules, we have discussed some of these skills in detail; additional details about some of the steps follow.

1. Build the foundation: When communicating with executives, in order to build a foundation of trust, you must demonstrate—

CredibilityValue—the value that your project, program, or idea bringsProfessionalismEmpathy for the executive’s concernsExecutive language—strategic, not tacticalAn understanding of risks and concerns of the executiveAn ability to deliver what was promised to alleviate the executive’s pain points

2. Practice active listening: Don’t just hear—really listen to the executive. Demonstrate you are listening by—

Nodding your head in agreement/saying "yes" or "I understand," for exampleRecognizing emotional elements of the executive’s concernsShowing that you can reserve judgment and focus on the executive’s pain pointsEarning the right to be told the truthProving you understand the content of the conversation

“The opposite of talking isn’t listening. The opposite of talking is waiting.” — Fran Lebowitz

For more information on practicing active listening, see the High-Impact Communication Techniques module.3. Frame and reframe the problem: These techniques demonstrate your concern for

understanding the executive’s perspective by—Defusing emotion and criticismDemonstrating emotional maturity and leadershipReplacing charged and judgmental language with neutral and factual language



Positioning the conversation so that the executive sees the problem constructivelyFor more information on framing and reframing the problem, see the High-Impact Communication Techniques module.

4. Visualize success: Just as the world’s greatest athletes visualize winning a championship, you, too, should visualize a successful conversation with an executive.

Focus on the benefits your idea promises.Ask for an honest definition of what success looks like in the sponsor's or stakeholder's mind.Encourage the executive to commit to driving change collaboratively.

For more information on visualizing success, see the High-Impact Communication Techniques module.

5. Commit to the effort: You and the executive must jointly commit to the effort.Avoid pointing blame.Set realistic expectations.Surface risks and challenges so they can be honestly addressed.Gain sponsorship for tough decisions and actions.Create momentum and overcome resistance.

Special Challenges to Building Executive TrustExecutives can have different perspectives and strong personalities with unique sensibilities that can pose special challenges to advising them in such a way as to gain their trust. Executives may be “far from the action” of project implementation and out of touch with certain complexities. They may also be reluctant to admit they need guidance. Executives may be accustomed to the “make it be so” style of management; if they say it should happen, then they expect the result even if the goal is unrealistic. They may not be accustomed to challenge or contradiction from subordinates when they give dictates. Additionally, executives may assume that because they are accomplished in their arena, they understand yours.

To build trust, you have a responsibility to keep executives informed about the implications of their decisions. This includes risks and security issues as well as technical details. The art is in knowing which audience needs which information and ensuring that the information you deliver is presented in a way that’s pertinent to their role. It’s not enough to just deliver accurate information—you also need to influence executives to the right decisions and convince them that they can benefit from your knowledge and performance. Consistently doing this will lead to additional trust being placed in you from the executives with whom you communicate.

Controlling Risk to Build TrustIn every relationship, there is some amount of risk. When executives make decisions or delegate responsibilities, they risk—

Losing prestigeLosing position and power



Losing confidentialityMisusing corporate resourcesGetting locked into a solution that does not solve the problem or fit the cultureNot being perceived as a transformational or strategic leader

Obviously, the big risk is failure. If a project fails, the executive’s prestige and position are jeopardized. Additionally, executives are very accustomed to dealing with management by exception; they see so much data and so many scenarios that they look for the differences or anomalies. When they encounter those things, they get nervous because the executive is now thinking about all of these risks and trying to figure out how to prevent them from manifesting. If your solution, approach, or idea is significantly different from what they expect, they will typically question it and try to resolve the difference. You need to be prepared to explain why your solution, if different than expected, is the best fit for the executive’s needs and how your solution will help them to realize the business benefits they are seeking. As risks are successfully responded to, a trusting relationship develops.

The first steps in reducing executive relationship risks are to step back and view the situation from the executive’s vantage point. What are the cultural, organizational, personal, or situational triggers that might be making the executive uncomfortable? Has the customer been previously “burned” by a similar idea or project? Is the environment blame focused? Is the executive sponsor at personal risk due to poor personal or corporate performance?

Every executive communication can turn into a “war of wills” with strong-willed leaders accustomed to winning. You need to engage this type of communication in such a way that you’re not allowing yourself to commit to outcomes or activities that compromise your personal integrity. Loss of integrity is one of the worst things that can happen. Your retention of personal integrity and reputation is the key in building and retaining the executive’s trust.

Focus on Risk Opportunities, Not Just ThreatsA good strategy to connect better with executives and develop a trusting relationship is to focus on emphasizing opportunity risk, not just threat risk. Typically executives are used to hearing negative risks and threats from project managers. If you also emphasize opportunity risk in your communication with executives, you will be perceived as a trusted problem solver with innovative solutions.

For more information on focusing on risk opportunities, click on the following link to read

Jack S. Duggal's article, "Are You Flexing Your Risk Muscle" (http://www.pmi.org/eNews/Post/2011_08-15/flexing_risk_muscle.html).



http:// http://www.pmi.org/eNews/Post/2011_08-15/flexing_risk_muscle.htmlhttp:// http://www.pmi.org/eNews/Post/2011_08-15/flexing_risk_muscle.html

Module 6Communication Exercises


The One-on-One CommunicationSetting:

You have just managed to schedule a one-on-one meeting with the executive who is the sponsor for your project. Your project is nearing the end of the detailed planning phase, and you need to secure several key resources for a major sub-deliverable. The functional manager to whom these resources report has just informed you that these resources are not available within the necessary time frame during the sub-deliverable’s implementation. Further, the functional manager stated that your project’s sponsor has lost some interest in your project due, in large part, to another project that seems “more promising.” You know that a sponsor's commitment is critical to the project’s success, so you schedule a one-on-one meeting with the sponsor to regain the sponsor’s commitment. Your meeting with the sponsor is scheduled to begin in 1 hour in the executive conference room.Instructions:Prepare Phase (1 hr)

Select an executive card/profile and study the communication style of that executive. Do not reveal your card to the team.Prepare for the communication by referencing and reviewing the Preparation Resources for the One-on-One Communication below.Adapt the communication to the situation, the executive, and your communication style. Use your own personal experiences to "flesh out" the scenario.Refer to the Conversation Feedback Worksheet for the One-on-One Communication below to make sure you are fully prepared.Take 1 hour to prepare.Use any techniques to prepare that you or your team feel are helpful (for example, a flip chart, brainstorming, discussions, note-taking, and so on).For any information/data needed to support this communication, use your experience, imagination, and creativity.

Deliver Phase (as needed)Your team will have four rounds to deliver and practice the communicati

s participant guideelearning.esi-intl.com/BlendedLearning/ILT/Course... · information officers...

Documents

Transcript of s participant guideelearning.esi-intl.com/BlendedLearning/ILT/Course... · information officers...