As members of this C-suite Blueprint community recognize, I have long been on a campaign for sustained professional development. It is simply impossible to sharpen one’s communications edge without a long-term communications strategy plan.
From both research and my own observations over the decades, it is clear that one session is not sufficient for executives to hone their message and sharpen their communications skills. As I’ve said many a time—the success of the company’s business and public policy goals as well as the executive’s career hangs in the balance.
Here’s Why Your Business Might Fail
This argument sometimes falls on deaf ears. Why is this? Several factors may be in play:
- Inexperience: Some communications practitioners simply don’t have enough time in the trenches to understand the value of a sustained program. Solution: These folks need a separate professional development plan for themselves. Until they can get up to speed (and yes, this takes years), bring on board a wise hand who can speak truth to your C-suite leaders while mentoring less experienced colleagues.
- Incompetence: Let’s face reality. Some people just aren’t that smart. And some have natural talents in areas other than communications and public affairs. Solution: Get rid of the deadwood. Sure, this sounds harsh. But ask yourself this: Would you prefer to put your business and career at risk?
- Indifference: These folks are checked out. Maybe they’re just waiting for their retirement date to arrive or they are new to your company and have discovered they really don’t like their job. Tough. Solution: Again, clear out the deadwood. This group can cause more damage than any other since they may actively work to sabotage your communications strategy.
- Ignorance: A cousin of incompetence above, this group goes through the motions blissfully unaware of how to address communications concerns. Solution: They may just need some guidance. They are likely intelligent enough to understand. Perhaps no one has taken the time to show them the ropes or explain the bigger picture.
- Budget: Among those businesses that hesitate to implement a cohesive program, I have found over the years that this is the most common excuse. Sometimes it’s probably even true. Solution: Reframe the question and ask yourself, how much is my company’s reputation—in some cases its very existence—worth? And when it comes to the careers of your C-suite leaders (as well as your very own job), isn’t it worth spending a bit more coin now to avoid trouble down the road? As the old TV commercial used to say, “You can pay me now or you can pay me later.” Fact: Later costs a lot more, both in terms of budget and reputation.
The Roster of Players
Okay, those are the various psychological viewpoints that throw up barriers to an extended professional development program for the C-suite. Who does this resistance impact?
- Your CEO: Oh, some faux leaders try to shrug off responsibility (see Shulkin, David, who pointed the finger of blame at fellow political appointees when he was axed as head of the federal Department of Veterans Affairs while sidestepping questions about his own ethical blunders). Ultimate responsibility for strengthening your firm’s communications capabilities rests with the top dog for they are the ones that take the heat. Look no further than Mary Barra of General Motors, who was hauled up to testify before Congress when things went awry at GM or Facebook CEO Mark Zuckerberg, who is expected soon to be grilled to a crisp before panels on Capitol Hill.
- The C-suite: We all learned in science class that water flows downhill. In the business world, this means heads will roll when crisis strikes. Were there gaps in your financial reporting? Bye bye, CFO. Did a hacker gain entrée to your systems due to a lack of vigilance by your tech team? Bid adieu to your CTO. Your company will find itself in far better shape to weather the inevitable crises on the horizon if these C-suite inhabitants, spurred on by your chief communications officer, throw their support behind a comprehensive and coherent program that raises everybody’s abilities.
- Communications staff: This group must push top executives to ensure a sound plan gets implemented. I’ve seen it happen countless times in client projects. The communicators assemble a persuasive case, pitch it to their bosses, and get it done. No, it doesn’t always work like this, but without their active pursuit of such a program, it stands no chance of ever seeing the light of day.
- Technical spokespeople: These experts may talk to reporters on occasion and may deliver presentations at industry conferences. They, too, need a plan capable of developing their communications skills. Without one, who knows what they will say and who they will say it to?
- Everyone else: It is my belief that one of the prime spokespeople for any company is its receptionist. When a guest walks through your door, who gives them their first impression? When someone calls your switchboard, are they greeted by a friendly voice or a clipped monotone? If you run a service business, are your technicians inculcated with your firm’s messages and values? Or do your customers see a representative who doesn’t know or doesn’t care? All hands in your business have a role to play.
Gaining Executive Buy in
What does all of this mean? The benefits of a sustained professional development program are clear. Such a process is essential if your company hopes to rise to the top.
It also means that you need buy in at every level. Everyone from the CEO to your most junior worker deserve a plan capable of sharpening their communications edge.
I plan to continue on this campaign. Won’t you join me? If you’re in, please add your suggestions for how we can gain more momentum below.
C-suite Blueprint 
Recent Comments