steady communication€¦ · change in a steady state uncertainty strategic changeis often...
TRANSCRIPT
MBI – GP Strategies Company Confidential
SteadyCommunication
DURING
Unsteady Times
2
Introductions
LEAH
CLARK
Director Strategy & Development
GP Strategies®
MORE THAN
100,000 LIVEShave been lost
to COVID-19
CHANGE IN A STEADY STATE UNCERTAINTY
Strategic change is often anticipated, even quantified.
Uncertainty is unexpected –often the result of a negative event.
Focus is on benefits and innovationthat comes from change.
Produces anxiety and stress.
Actions and decision-makingcan be more long term and strategic.
Actions and decision-makingmore immediate.
Positive transformation anticipatedUndefined outcome, absence of information.
Change is often empowering. Uncertainty creates vulnerability.
Change and Uncertainty
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UNCERTAINTY
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RATIONAL
EMOTIONAL
CAUSES YOUR
RationalBrain
TO YIELD TO YOUR
EmotionalSide
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CONNECTION9
COMPETENCE
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CLARITY
Be transparent and specific.
Share what you know.
Share what you don’t know.
COMPETENCE
CLARITY“We’re all anxious, we’re all
tired, we’re all fatigued.
It’s been all bad news for a
long time. Our whole lifestyle
has been disrupted.
Everybody wants to know
one thing, when will it end.
Nobody knows,” Cuomo said.
“We’re dealing with a war
we’ve never dealt with before.
We need a totally different
mindset and organizational
transformation.”
– Governor of New YorkAndrew Cuomo
Photo Credit: https://www.bloomberg.com/news/live-blog/2020-04-02/new-york-governor-cuom o-holds-corona virus-briefing
CLARITY“We should continue to
expect the number of cases
to dramatically and rapidly
rise. This is going to be much
harder, take much longer
and be much worse than
almost anyone is currently
understanding.”
– Governor of MarylandLarry Hogan
Photo Credit: This work is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License
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URGENCY
Move quickly.
CLARITY
Be transparent
and specific.
Restate what needs to get
done or reprioritize.
Make decisions even in
the absence of complete
information.
Share what you know.
Share what you don’t know.
COMPETENCE
URGENCY
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URGENCY
Move quickly.
CONFIDENCE
Be clear and decisive.
Restate what needs to get
done or reprioritize.
Make decisions even in
the absence of complete
information.
Use language that is
direct and specific.
Be highly intentional about
your word choice.
COMPETENCE
CLARITY
Be transparent
and specific.
Share what you know.
Share what you don’t know.
CONFIDENCE“This is serious — take it seriously,” she told her compatriots. “Since German unification — no, since World War II — there has been no challenge to our country in which our acting together in solidarity matters so much.”
– Chancellor of GermanyAngela Merkel
Photo Credit: https://www.nbcnews.com/news/world/german-chancellor-angel-merkel-will-not-run-again-leader-n925521
CONFIDENCE“We don’t set the timeline,
the virus sets the timeline,”
“The therapies that will
becoming online, and the fact
that I feel confident that over
a period of time we will get a
good vaccine, that we will
never have to get back to
where we are right now.,”
– Director of theNational Institute of Allergy
and Infectious DiseasesAnthony Fauci
Photo Credit: https://www.businessinsider.com/fauci-coronavirus-is-likely-seasonal-after-global-outbreaks-2020-4
CLARITY
Be transparent
and specific.
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CONSISTENCY
Align intent, words, and actions.
Use language that is
direct and specific.
Be highly intentional about
your word choice.
Don’t over promise.
Keep communication
and actions in sync.
COMPETENCE
Share what you know.
Share what you don’t know.
CONFIDENCE
Be clear and decisive.
Restate what needs to get
done or reprioritize.
Make decisions even in
the absence of complete
information.
URGENCY
Move quickly.
CONSISTENCY
Photo Credit: https://www.inquirer.com/opinion/editorials/coronavirus-orders-enforcement-philadelphia-pennsylvania-new-jersey-20200401.html
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CONNECTION20
COMPETENCE
Very effectively
Somewhat effectively
Not too effectively
Not at all effectively
47%
46%
5%
1%
1% Unsure
How Senior Leaders Rate Themselves
How Do I Rate in Connection?
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How Do I Rate in Connection?
How Front Line and Middle Managers Rate Senior Leaders
8%
18%
35%
34%
5%
26%
74%
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Very effectively
Somewhat effectively
Not too effectively
Not at all effectively
47%
46%
5%
1%
1% Unsure
How Senior Leaders Rate Themselves
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EMPATHY
Put yourself in other’s shoes.
Ask people what
they are feeling.
Listen actively.
CONNECTION
EMPATHY
Photo Credit: https://www.forbes.com/sites/avivahwittenbergcox/2020/04/13/what-do-countries-with-the-best-coronavirus-reponses-have-in-common-women-leaders/#a5e0df03dec4
EMPATHY“I feel so strongly that deep
and simple is far more
essential than shallow and
complex. In the end, life
isn’t about material things.
It’s about the relationships
you have with one another
and yourself.”
– Fred Rogers
Photo Credit: https://daily.jstor.org/long-live-mister-rogers-quiet-revolution/
Share your strengths
and flaws.
On script and off script,
be the same person.
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AUTHENTICITY
Be true to who you are.
CONNECTION
Ask people what
they are feeling.
Listen actively.
EMPATHY
Put yourself in
other’s shoes.
AUTHENTICITY
Photo Credit: https://news.marriott.com/leadership/arne-m-sorenson
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COMMUNITY
Emphasize teamwork.
Let your people know
you need them.
Continue to create
psychological safety.
CONNECTION
Share your strengths
and flaws.
On script and off script,
be the same person.
Ask people what
they are feeling.
Listen actively.
EMPATHY
Put yourself in
other’s shoes.
AUTHENTICITY
Be true to
who you are.
COMMUNITY
Photo Credit: https://news.marriott.com/leadership/arne-m-sorenson
Share your strengths
and flaws.
On script and off script,
be the same person.
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SHARED PURPOSE
Remember what you’re working for.
Let your people know
you need them.
Continue to create
psychological safety.
Focus on the
mission of your organization
Express gratitude.
Ask people what
they are feeling.
Listen actively.
CONNECTION
EMPATHY
Put yourself in
other’s shoes.
COMMUNITY
Emphasize teamwork.
AUTHENTICITY
Be true to
who you are.
SHARED PURPOSE“We’re proud of how our
team members have stepped
up during this challenging
time to make sure we
continue fulfilling our critical
mission of feeding people
across America.”
– Tyson Foods CEONoel White
Photo Credit: https://www.glassdoor.com/Photos/Tyson-Foods-Office-Photos-IMG539057.htm
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COMMUNICATIONIn Times of Uncertainty, There is No More Powerful Force for a Leader than Communication.
Communicate for Competence AND Connection.
COMMUNICATION CONNECTIONCOMPETENCE
Emphatically
Authentically
Transparently
Frequently
Thoughtfully
KEY POINTS33
Even during times that are not as dramatic as this,
these are relevant skills
•••
You need to strive to communicate for both
competence and connection – it’s not an either-or-scenario
•••
Work on communicating during times of peace –
don’t simply try and conjure these skills up during times of war
Photo Credit: https://thereader.com/news/maya-angelous
PEOPLE WILL FORGET
WHAT YOU SAID.
PEOPLE WILL FORGET
WHAT YOU DID.
BUT, PEOPLE WILL
NEVER FORGET HOW
YOU MADE THEM FEEL.
Maya Angelou
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“SHOW YOUR STRENGTHS,
CAUSE YOU CAN BE A LEADER.”
Colin ClarkAge 6
https://www.gpstrategies.com/blog/8-insights-for-leaders-if-covid-19-requires-your-team-to-work-remotely/
https://www.gpstrategies.com/blog/five-considerations-for-managing-personal-engagement-now/
https://www.gpstrategies.com/article/communication-leadership-during-times-of-crisis/
SOURCES
https://www.forbes.com/sites/avivahwittenbergcox/2020/04/13/what-do-countries-with-the-best-coronavirus-reponses-have-in-common-women-
leaders/#52df73f73dec
https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Leadership%20in%20a%20crisis%20Res ponding%20to%20the%20c
oronavirus%20outbreak%20and%20future%20challenges/Leadership-in-a-crisis-Responding-to-the-coronavirus-outbreak-and-future-challenges-v3.ashx
https://www.inc.com/entrepreneurs-organization/10-steps-to-effective-coronavirus-crisis-leadership.html
https://www.usatoday.com/story/opinion/2020/03/24/coronavirus-pandemic-demands-kindness-compassion-empathy-
column/2898413001/https://www.cnbc.com/2020/04/03/how-displaced-teams-leaders-can-thrive-amid-coronavirus-pandemic.html
https://news.harvard.edu/gazette/story/2020/03/harvard-m-d-students-form-covid-19-rapid-response-teams/
https://www.france24.com/en/20200329-merkel-shines-in-handling-of-germany-s-coronavirus-crisis
https://thehill.com/blogs/blog-briefing-room/news/490491-tyson-announces-approximately-60-million-in-bonuses-to-its
https://www.huffpost.com/entry/the-stockdale-paradox_b_5897ca82e4b02bbb1816bc38
Resources
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Leah ClarkDirector, Strategy and Development