Three Voices Must Become One: Integrating Strategic Communication

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Arceil Rainbow
The Three Voices

Remember
Nothing of much consequence has ever been achieved, and nothing

of much value has ever been created, that wasn‟t, at some time . . .

• the point of someone‟s single-minded, intense focus

• the object of someone‟s deep curiosity

• the subject of someone‟s consuming passion

• the product of someone‟s persevering courage


Three Voices Must Become One

• Together the voices must

 send consistent messages

 honor the nobility of an organization‟s values

 encourage congruence of behavior with strategy

 facilitate a mutually respectful dialogue with partners

• Otherwise, it‟s a roll of the dice

The formal voice can never operate in a vacuum.

Mirror or Magnifier?

This is all about looking inward, at yourself.


The Cost of Doing Otherwise
A Vicious Cycle

Confusion

Contempt Complacency

Cynicism

Integrated Strategic
Communication
_______________________

Bringing together everything you say and do

to strengthen and reinforce

achievement of your vision and goals

through high workforce engagement


Pro-strategic
Communication
_______________________

Communication, typically in the semi-formal or

informal voice, in alignment with

strategic direction, goals, and objectives


Counter-strategic
Communication
_______________________

Communication, typically in the semi-formal or

informal voice, out of alignment with

strategic direction, goals, and objectives


Formal
Communication
_______________________

Words, numbers, pictures and images

that convey official information and messages


Moraine Lake, Alberta

Words, like nature, half reveal and half conceal the soul within.

Alfred Lord Tennyson

Formal Voice

Thrust: Conventional communication; spoken or written data

Examples: Announcements, newsletters, signs, Web sites

Impact: Awareness, understanding, marginal acceptance

Importance: A “reference library” for business data, knowledge

Difficulty: Trivializing, spin, arrogance, fear, slickness, timeliness


Do You See Much of This?

• Stifled, choked flow of upward information

• Tendency for positive spin on negative news

• Departmental isolation and rivalries

• Actions bearing no resemblance to strategy

• Buzzwords or euphemisms obscuring reality

• Hoarding useful information

• Saying one thing but intending to do something else

• Relying on fine print or half-truth to make the numbers


If So, You Will See This . . .

• Little sense of common purpose

• Apathy toward the sincerity of leadership

• Widespread resistance, obstruction to change

• People “going through the motions” or worse

▪ distraction or alienation
Passive or
▪ confusion or denial
Active
▪ apathy or cynicism
Disengagement
▪ neglect or resistance


. . . Instead of This

• Deep commitment to achieving a vision

• Rapid sharing of vital information up, down, across

• Effective response to competitor threats

• Openness to new ideas, change

• Creativity, urgency, alignment, initiative

• Ethically grounded, strategically shrewd decisions


I believe that this nation should commit itself to
achieving the goal, before this decade is out, of landing a
man on the Moon and returning him safely to the Earth.

President John F. Kennedy

I have a dream that one day

this nation will rise up and live

out the true meaning of its

creed: "We hold these truths

to be self-evident, that all

men are created equal.”

The Rev. Martin Luther King

A computer on every desktop.

early vision of Paul Allen and Bill Gates

Passion
Purpose =
Principles

To define your purpose, look for your passion,

and apply it to your principles.


Don‟t be evil. We believe strongly that in the long term, we
will be better served—as shareholders and in all other ways—

by a company that does good things for the world even if we

forgo some short term gains.

Prospectus for Google IPO (2004)

What‟s the big idea?

David Ogilvy

What‟s the single biggest thing you can imagine that

will grow your business or change your life?

David Novak
Chairman and CEO
Yum! Brands, Inc.
Taking People With You

Tell the truth.

Keep our promises.

Be fair.

Respect the individual.

Encourage intellectual curiosity.

Respect
We treat others as we would like to be treated ourselves. We do not
tolerate abusive or disrespectful treatment.
What do you
think of this Integrity
Values statement? We work with customers and prospects openly, honestly and sincerely.
When we say we will do something, we will do it; when we say we
cannot or will not do something, then we won’t do it.

Communication
We have an obligation to communicate. Here, we take the time to
talk with one another . . . and to listen. We believe that information
is meant to move and that information moves people.

Excellence
We are satisfied with nothing less than the very best in everything we
do. We will continue to raise the bar for everyone. The great fun here
will be for all of us to discover just how good we can really be.


Respect
What do you
think of this Integrity
Values statement? We work with customers and prospects openly, honestly and sincerely.

Communication
Remember it:
RICE talk with one another . . . and to listen. We believe that information
We’ll come back
to it later.
Excellence


I noticed how some speakers rambled
and never seemed to get to the point.
I grasped how others came to the
matter at hand directly, and how they
made a set of arguments succinctly
and cogently. I observed how some
speakers used emotion and dramatic
language, and tried to move the
audience with such techniques, while
other speakers were sober and even,
and shunned emotion.

Nelson Mandela
Long Walk to Freedom

Too Often, PowerPoint Is
an Unnecessary Crutch

It Drains Passion from Leadership


The Most Famous Speech in U.S. History

Words that stirred a nation to greatness:
“Four score and seven years ago . . .”


Are Not So Stirring in PowerPoint

Key Objectives and
Critical Success Factors

• What makes nation unique:

 Conceived in liberty

 Men are equal

• Shared vision:

 New birth of freedom

 Gov't of / by / for people

With apologies to Peter Norvig

PowerPoint Can Indeed Be Deathly

Columbia
1 February 2003


As information gets passed up an
organization hierarchy, from people who
do analysis to mid-level managers to
high-level leadership, key explanations
and supporting information is filtered
out. In this context, it is easy to
understand how a senior manager might
read this PowerPoint slide and not
realize that it addresses a life-
threatening situation.
Final Report
Columbia Accident Investigation Board
August 2003


Long Before PowerPoint

"No man is an Ireland.“

“The policeman isn't there to create

disorder. The policeman is there to

preserve disorder."

"I resent insinuendo.“

"We will reach greater and greater

platitudes of achievement."

Jargon, Argot, and Clichés

• Harmless if universally understood

• 86 in restaurants

• ETA @ ORD in travel

• mark-to-market in accounting

• Excessive use is just numbing

• Use of argot with outsiders fails to
communicate and then backfires

• English is rich; no need for new terms

• Clever creativity is asking for trouble
Passenger asked for coffee “full speed ahead”


The Special Problem of Euphemism

“rightsizing” • Don‟t confuse euphemism with
harmless jargon, argot, or clichés

“merger of equals”
• Important question: Is the intent
to evade, deceive, or mislead?
“most important asset”

“lifetime guarantee” • Euphemism can collide with stated
values (e.g., integrity, fairness)


Gold Key

• Customers watch their products
being manufactured

• They chat with assembly employees

• See workmanship for themselves

• Start vehicle for the first time

• Employees better understand
customer expectations and the
importance of quality

• Share comprehensive data
• Educate workforce on key drivers
• View from multiple perspectives:
• Shareholders
• Customers
• Employees
• Regulators

A company performs best when

its people see themselves as

partners in the business rather

than as hired hands.

John Case
Open-Book Management

Open-Book Management

• Springfield Remanufacturing
pioneered concept
• Harley-Davidson replicated it
• Every company has a critical
number and fluctuating score
• Employees have full access to data
and are taught what it means
Jack Stack
• All employees are expected to use
their knowledge for the benefit of
the organization
• All employees have a direct stake
in the outcome

The Sounds of Silence

In the absence of explanation, people cannot possibly understand

and accept a decision that appears without purpose or reason.

So they privately speculate, and if they are in a position of

insecurity or fear, their speculation will not work in your favor.


Explain Yourself, Repeatedly

Do not be like Mary Poppins, who famously said:
“I would like to make one thing perfectly clear. . . .
I never explain anything.”


A Conspiracy of Silence

• They chose silence

• First priority was Penn State‟s
reputation and brand, and their
own self-interest

• Unconscionable cost of safety
and well-being of young people

• Ultimately their silence cost
the reputation and brand they
were seeking to protect—as
well as their own integrity


Reading Between the Lines
What Message Does Fine Print Send?

Whenever I see fine print in
sales materials, in my eyes the
seller loses all credibility. It
takes just too much effort to
separate the good from the
bad. I want a salesperson who
knows that, and who tells me
the good and the bad.

Douglas Friedman
Attorney-at-Law
Birmingham, Alabama

• Verizon employees contacted Pogue

• Phones were designed for frequent
accidental connection to Internet

• $1.99 fee per connection to Internet

• Fee levied for an auto-response even
if phone was blocked from Internet

• Revenue > $300 million per month

• Special training for sales reps on
12 November 2009
discouraging customers from blocking
access to Internet


Discipline of the Formal Voice

• Focus on only a few core messages—one, two, or three at most

• Other messages can be derivative but must make sense as a whole

• Have a big idea, a unifying theme for consistency and impact

• Imbue all messages with dignity and respect for people

• Keep the focus constant; don‟t jump around

• Build formal messages on core values, vision, purpose, and strategies

• Regard business communication as a constant, continuing process for
educating the workforce—not as a succession of tasks or as a one-
time event

• Respect the importance of context, and manage the metamessage


Prism of the Metamessage

What People
What You Said
Remember

Their

Environment
Experiences
Expectations

by observation and speculation

More Discipline of the Formal Voice

• Minimize and clarify jargon, acronyms, $10 words, new coinages

• Beware the Awareness / Understanding cusp; be sure to interpret
as well as inform, and translate from the big picture to the small

• Beware the cusps between Understanding / Acceptance and
Acceptance / Commitment

• Find on-point stories to illustrate strategic direction and progress

• Identify and regularly report on key strategic metrics

• Strike a balance between simplification and data dumping

• Avoid scare talk and sweet talk; instead, tell it like it is


Still More Discipline
of the Formal Voice
• Say what you mean and mean what you say after clearing the 5Rs

• Provide solid training to everyone in a strategic communication role

• Be sensitive to the „Curse of Knowledge‟

• Avoid multi-level cascading unless absolutely necessary

• Provide a steady stream of data and messaging to front line

• If necessary to measure, look to outcomes not outputs

• Create and update visual dashboards on key strategies

• Develop and adhere to a communication philosophy

• Establish and insist on accountability for communication


Talking is just a

primitive form of

communication.

Rod Tidwell

(Cuba Gooding Jr.)

Jerry Maguire (1996)

TriStar Pictures
Written and directed by Cameron Crowe

Even if you‟re doing the formal voice well,

you still may be ignoring most of the real

communication in your organization !


Take a moment to reflect.

Record your thoughts.

Now take a few moments
to discuss your thoughts
with others at your table.

Inter Folia Fructus

What Are Some Low Hanging Fruit?

In response to the mighty and bragging Megissogwen:

Big words do not smite like war-clubs,

Boastful breath is not a bow-string,

Taunts are not as sharp as arrows,

Deeds are better things than words are,

Actions mightier than boasting!

Henry Wadsworth Longfellow
The Song of Hiawatha

My mama always told me, “Stupid is as stupid does.”
Forrest Gump
(Tom Hanks)
Forrest Gump (1994)

Directed by Robert Zemeckis
Screenplay by Eric Roth based on the novel by Winston Groom

Semi-formal
Communication
_______________________

Institutional management tools that implicitly,

often inadvertently establish priorities and

signal an organization’s readiness for change


Semi-Formal Voice

Thrust: Institutional corroboration of stated intent

Examples: Programs, processes, systems, requirements

Impact: Powerful barrier or bridge for individual acceptance;
basis for trust and confidence in the company

Importance: Indicates whether useful change is likely or possible

Difficulty: Perfunctory planning; disregarded as communication


Matrix Organizations
Peters and Waterman were

harshly critical of the matrix

organization, which, they wrote:

“regularly degenerates into

anarchy and rapidly becomes

bureaucratic and non-creative”

A Triumph of Hierarchy Over Agility,
of Complexity Over Simplicity, and
of Accountability Over Opportunity


The Peril of Rigid Hierarchy

The people who invented the twenty-first century

were pot-smoking, sandal-wearing hippies from the

West Coast like Steve Jobs, because they saw

differently. The hierarchical systems of the East

Coast, England, Germany, and Japan do not encourage

this kind of creative thinking.

Bono
quoted in Steve Jobs
Walter Isaacson

Challenger
28 January 1986


Challenger Disaster
Investigation Cited Poor Upward Communication

Chairman Rogers: Did any of you gentlemen prior to launch know
about the objections of Thiokol to the launch?

Mr. Smith [Kennedy Space Center Director]: I did not.

Mr. Thomas [Launch Director]: No, sir.

Mr. Aldrich [Shuttle Program Director]: I did not.

Mr. Moore [Associate Administrator for Space Flight]: I did not.

Hearings of the Rogers Commission
Space Shuttle Challenger Disaster
27 February 1986

Command • Leadership • Resources Denver International Airport

Training

What Message Does
A Revolving Door Send?

Michael Hogan
President, University of Illinois
2010-2012 (631 days)


Scott Thompson
CEO, Yahoo
2012 (134 days)


Marissa Mayer
CEO, Yahoo
2012 (new and pregnant)


Bill Johnson
CEO, Duke Energy
2012 (5 hours on July 3)


Joe Paterno
Football Coach, Penn State
1966-2011 (46 years)


What Do Your Meetings Say?

• Do meetings begin on time? • Is participation broad and candid?
• Who is invited? Excluded? • What are the unmentionable topics?
• Are proxies routinely sent? • What are the unwritten rules?
• Is the agenda truly strategic? • Do meetings end with resolution?


P urposeful

E nergizing T opical
O rganized I nvolving
P roductive
M anaged

L ed by leader E fficient
E mpowering

Malden Mills

Aaron Feuerstein

“The Mensch of Malden Mills”

• Created Polartec

• Explosion and fires in 1995 injured
dozens of workers and destroyed
$500 million in buildings and inventory

• Offshore competition took away
business while production was down

• Owner Aaron Feuerstein kept workers
on payroll while rebuilding

• Company declared bankruptcy

• Personal cost >$25 million

Even a restroom sends a message

What message does this restroom send?


Even a restroom sends a message

And what message does this one?


• Presided over $5.8 billion trading loss

• CEO: “defies common sense”

• Nonetheless allowed to retire

• Able to retain $21.5 million in stock

and options

• Would have lost both stock and

options if terminated "with cause”

• Total compensation on departure:
$57.5 million

• Thus, JPM nearly doubled her
Ina Drew
Former Chief Investment Officer compensation upon departure
J.P. Morgan Chase & Co.


What Message Did Mark Hurd
Send at Hewlett Packard?


What Messages Did These
Policies and Procedures Convey?

• Trust. agility, and speed were issues

• Prior move to decentralize pricing

• Significantly increased spending
authorizations in middle management

• Shortened expense vouchers

• Greatly decreased documentation
required for large capital projects

• Reduced timeline and number of
meetings necessary for approval of
capital expenditures


Everybody, Somebody, Anybody, Nobody

This is a story about four people: Everybody, Somebody,
Anybody and Nobody.

There was an important job to be done and Everybody was
asked to do it. Everybody was sure that Somebody would.
Anybody could have done it, but Nobody did.

Somebody got angry that Nobody had done it. After all, it
was Everybody's job. Everybody knew that Anybody could
do it, but Nobody realized that Somebody wouldn't do it.

In the end, Everybody blamed Somebody because Nobody
actually asked Anybody to do it.

Charles Osgood
CBS News

• Years of resting on laurels
• Refusal to change senior management
• Repeated layoffs
• No response to iPhone and Droid
• Poor response to iPad
• Severe erosion of market share

Rule No. 1: Use your best judgment in all situations.

Rule No. 2: In all other situations, refer back to Rule No. 1.


Customer dissatisfaction will grow as companies
increasingly turn to technological solutions such
as online help or automated phone messages.

Janet Wagner
Professor of Marketing
University of Maryland

• Quotas drive management, not leadership

• Purpose of quotas must be clear

• Rewards must be realistic

• Cannot change the rules after the rules are set

“We’ve decided to make it two hundred yards!”

Worst Practices
on Employee Surveys
• No conceptual foundation
• Sample, question, or response bias
• Compromises to anonymity
• Confusing, meaningless questions
• Absence of verbal responses
• Lack of partner involvement
• Unsupported conclusions
• Preoccupation with external norms
• Failure to publish results
• Failure to act on results
• Expecting better results without
changes in policy


1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need
to do your work right?
3. At work, do you have the opportunity to do what
you do best every day?
4. In the last seven days, have you received
recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem
to care about you as a person?

Q
6. Is there someone at work who encourages your
12 development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make
you feel your job is important?
9. Are your associates (fellow employees) committed
to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work
talked to you about your progress?
12. In the last year, have you had opportunities at
work to learn and grow?

1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need
to do your work right?
3. At work, do you have the opportunity to do what
you do best every day?
4. In the last seven days, have you received
recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem
to care about you as a person?

Q
6. Is there someone at work who encourages your
12 development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make
you feel your job is important?
9. Are your associates (fellow employees)
committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work
talked to you about your progress?
12. In the last year, have you had opportunities at
work to learn and grow?

Many people believe an iceberg sank the Titanic.

Actually, the iceberg was only the nominal cause.


Capt. Edward J. Smith

The real cause was a series of bad policy decisions
involving the ship‟s design, construction, and course.


In our mind‟s eye, we can see the iceberg.

We cannot see the policy decisions, so the
iceberg effectively becomes “the cause.”


• Conventional wisdom had been that quality

was expensive and unnecessary

• Motorola proved that comprehensive

quality saves time and money and increases

market share

• CEO Bob Galvin wanted a unique name

• Six Sigma named for statistical concept of

99.99966 percent threshold ( 3 Std Dev)

• Roles designed for champions, black belts

• Jack Welch adopted program for General

Electric in 1995

• Enrolled more than • All new, professional,
30,000 people in 1,100 and managerial staff
courses at more than 90 required to undergo 40
campuses worldwide hours of training
annually
• All courses linked to
business and tied directly • CEO Bob Galvin pushed
to bottom-line results its creation in a
“unanimous” vote by
• Training facilitated management team
cultural cohesion and
knowledge sharing

• In 1998, Safeway bought 113-store grocery chain for $1.8 billion

• By 2002, Safeway valued the chain on its books at only $315 million

• Net loss of book value: $1.4 billion in less than five years

• In 2003, Safeway fought a labor contract on grounds it would cost
$130 million over three years, and refused to sell the chain back to
its previous owner even for a premium of 11 percent over book value

• No safety wrappers on drugs

• Firms reluctant to recall

• Cyanide-laced Tylenol placed

on shelves at my own local

supermarket, one block from
my workplace, and in Chicago

• Seven persons died

• J&J CEO James Burke

ordered prompt, global recall

of Tylenol from marketplace

• Tylenol brand recovered


Discipline of Semi-Formal Voice

• Recognize impact of programs, policies, processes as communication

• Appreciate the power of implicit, behavioral messages

• Adoption of new programs send messages of their own

• Note adverse messages associated with paralysis by analysis

• Search out gaps within, between, and among other voices

• Replenish the balance sheet of trust with positive trust flow


The unexamined life is not worth living.

Socrates
quoted in Plato‟s Apology (38A)

Diving Into the Wreck

We are, I am, you are

by cowardice or courage

the one who find our way

back to this scene

carrying a knife, a camera

a book of myths

in which

our names do not appear.

Adrienne Rich

Informal
Communication
_______________________

The trust, interdependence, respect, energy, and dignity

that people feel and experience in their relationship with

the organization—which, as a practical matter, comes down

to their relationship with their manager or supervisor.


Informal Voice

Thrust: Anyone‟s relationship with the organization: role, dignity,
respect, pride, sense of usefulness, interdependence

Examples: Affirmation, mentoring, access, assignments

Impact: Leverage for all stages, especially commitment

Importance: Emotional disposition, willingness to give a discretionary
effort, creativity, innovation, customer service

Difficulty: Hubris, honesty, speed, distrust, low expectations,
Superman Syndrome


Superman Syndrome

• No one else can do the job

• Neglects to delegate or trust

• Low patience threshold

• No development of others

• Often no succession plan

• Everyone gets similar reviews

• No need to communicate


In large companies, supervisors drive

25%
of all engagement—more than

any other engagement driver.

Melcrum

But recall that only

11%
of employees say they ‘strongly agree’

that their managers show consistency

between their words and actions. . . .

Maritz Research

. . . and recall that only

38%
of corporate employees worldwide

say their managers communicate

openly and honestly.

Towers Perrin

And, in an ongoing study of more than 100,000 leaders,

93%
of them describe themselves

as effective communicators . . .

LeadershipIQ

93%
of leaders say they are

effective communicators, but only

11%
of their employees agree!

LeadershipIQ

Words tell people what you know or think.

What do your words say about you?


Behaviors tell people what you believe or feel.

What do your behaviors say about you?


Choices tell people what you prefer or value.

What do your choices say about you?


Altogether, they declare who you are.

Who are you?


Your Reality 24/7, 365

You cannot not communicate.

Paul Watzlawick

Everywhere and always,
you are communicating.


I am my message.

Mahatma Gandhi


Don‟t think of it as communications.

Think of it as communication.

Get rid of the s , and you begin to get the idea.


Respect
Remember this
Values statement? Integrity
We work with customers and prospects openly, honestly and sincerely.

Communication

Excellence


Respect
It was Enron’s.
Integrity
We work with customers and prospects openly, honestly and sincerely.

Communication

Excellence


• Respect

• Integrity

• Communication

• Excellence

Jeffrey Skilling

R•I•C•E
When Enron says it‟s going to rip
your face off, it will rip your face off.

inscription on a Lucite paperweight
on CFO Andrew Fastow‟s desk
Ken Lay
mocking the corporate values

Between the idea

And the reality,

Between the motion

And the act,

Falls the Shadow.

T.S. Eliot
The Hollow Men
Salvador Dali

I wouldn‟t believe you no matter what you told me.
You‟d say anything now to get what you want.

Rick Blaine (Humphrey Bogart)
to Ilsa Lund (Ingrid Bergman)
Casablanca

The most important conversation
you can have with anybody who
works for you is the performance
review. . . . People, especially those
who are goal-oriented and very high-
achieving, want feedback.

Deborah Farrington
Venture Capitalist


Performance
Reviews
• Honesty

• Frequency

• Brevity

• Mutuality

• Specificity

• Encouragement

• Goals

FOD • FOD
Foreign Object Debris
Foreign Object Damage
Lee Rhyant

FOD poster

F-22 Raptor


Courage and Risk

You‟ll always miss 100 percent of the shots you don‟t take.

Wayne Gretzky

Courage and Risk

James Lovell

• Inherent in any ambitious undertaking

• Not to be confused with foolish or stupid choices

• Don‟t flinch from important risks

Few would-be leaders are good listeners, and yet listening fully

and deeply is itself a profound act of leadership. The message

it sends is one of caring and confidence and concern—always

powerful messages for any leader to be sending.

TJL


Levels of Healthy Listening

Affirmative Fully committed to recognizing and
honoring people through genuine,
authentic, balanced communication.

Active Adhering to an explicit process of
confirming and clarifying content.

Attentive Focusing on content, tone, context.
Respectful; refrains from interrupting.

Alert Receptive to conversation. Open,
accessible, welcoming.

Four Kinds of Presence,
Four Kinds of Accessibility

P I E S
1. Physical

2. Intellectual

3. Emotional

4. Social



P I E S
1.Physical

2. Intellectual

3. Emotional

4. Social


Be here, with us, and

people can talk with you.

Be elsewhere, and people

can only talk about you.

Where you are is what

you want.


MB W A

• Management by Wandering Around

• Not “Walking Around”!

• Noticed by an HP manager in Loveland,
Colorado in mid-1960s

• 5th ° Leadership comes into play here

• Gold standard of Silicon Valley cultures

“What we need is
Bill Hewlett and David Packard

fewer MBAs and more MBWA!”



P I E S
1. Physical

2.Intellectual

3. Emotional

4. Social


You say you have

an open door.

Good.


Do you have

open ears?

Are you willing

to listen to

new ideas?


Do you have

an open mind?

Are you willing

to consider

new ideas?


Do you have

open arms?

Are you willing

to embrace

new ideas?



P I E S
1. Physical

2. Intellectual

3.Emotional

4. Social


One day in the summer of 1991, the
doorbell rang. There stood a kindly
lady who introduced herself as Mary
Stitt, the principal of Olive School.
She just wanted to say welcome.
Mary Stitt



P I E S
1. Physical

2. Intellectual

3. Emotional

4.Social


Smile, and You Can Be a Winner

Crow's feet are a good thing. You can never have too many crow's feet.
Anybody who thinks you shouldn't smile in business is a loser.

Guy Kawasaki
Author, Enchantment
(and early employee of Apple)

Time Orientation

Past: 10 percent

Present: 30 percent

Future: 60 percent


Its unfortunate and I wish I

wouldn't have to say this, but I

really like human beings who

have suffered. They're kinder.

Emma Thompson

People must know that you care

before they can care what you know.

Folk Wisdom


Companies That Care
Have People Who Care
Fully Actively
Engaged Disengaged
Workforce Workforce

On average 28 % 18 %

Warm response on 9/11 48 % 6%

Cold response on 9/11 11 % 39 %

Gallup Organization

If you must.

Rosa Parks
to Montgomery bus driver

All we have to decide is what

to do with the time given us.

J.R.R. Tolkien

Messages You
Send by Use of Time

• Punctuality as a value

• Respect for deadlines

• Importance of meetings

• Value of customers

• Strategic time management

• Need for family balance


The Tyranny of Urgency

High
Urgent but Both urgent
not important and important
Urgency of
Task or Job
(time sensitivity)
Neither urgent Important but
nor important not urgent

Low

Low High
Importance of Task or Job
(impact sensitivity)


High
Urgent but
not important
Urgency of
Task or Job
(time sensitivity)
Important but
not urgent

Low

Low High


High

Tasks
Urgency of
Task or Job
(time sensitivity)

Relationships
Low

Low High

Now! Now! Now!

Abraham Lincoln
(Daniel Day-Louis)
Lincoln (2012)

Directed by Steven Spielberg
Written by Tony Kushner

Karl Eberle, Kansas City plant manager


John Onoda


What you do speaks so

loud I cannot hear what

you say.

Ralph Waldo Emerson

Informal Voice: Decisions

• Decisions drive behavior and thus create reality

• Decisions

▪ involve or exclude others

▪ reflect actual, often hidden, values

▪ honor or demean oneself and others

• Decisions under pressure reveal the most

Decisions Communicate Powerfully


Think of Every Decision . . .

• as a text message in neon lights in Times Square

• as a MEN WALK ON MOON newspaper headline

• as a viral You Tube video with millions of hits

• as a dinner-table conversation by partners and

their families, likely to be passed around town

Because That’s What It Is


Always do right.

This will gratify some people

and astonish the rest.

Mark Twain

The truth of the matter is

that you always know the

right thing to do. The hard

part is doing it.

Gen. Norman Schwarzkopf Jr.

The Jiminy Cricket Test for Decisions

• Is it safe?

• Is it legal?

• Is it ethical?

• Is it strategic?

• Is it smart?

• Is it wise?

Listen to Jiminy Cricket!


How far that little candle throws his beams!

So shines a good deed in a naughty world.

Portia
Merchant of Venice, Act V
William Shakespeare

It's our choices, Harry, that

show us what we truly are, far

more than our abilities.

Professor Dumbledore to Harry Potter
Harry Potter and the Chamber of Secrets
J.K. Rowling

The Choices We Face

Two roads diverged in a yellow

wood, and I,

I took the one less traveled by,

And that has made all the

difference.

Robert Frost
The Road Less Traveled Daniel Wright Woods
Lake Forest, Illinois


There is a voice

that doesn‟t use

words. Listen.

Rumi


Attitudes are like prairie fires.

Once lit, they spread. Our

attitude toward others soon

becomes their attitude toward

us and toward one another. We

trust, they trust. We believe,

they believe. Thus do we give life

to dreams.

Fox 2000 Pictures, directed by David Frankel

Bore someone else with your questions.

Find me that piece of paper I had in my hand yesterday morning.

There you are, Emily [she isn‟t Emily]. How many times do I have to
scream your name?

Miranda Priestly
(Meryl Streep)
The Devil Wears Prada (2006)

Informal Voice
Managing Your Attitude
• Trust: Begin with appreciation and respect, and err on its side

• Confidence: Believe in the team‟s extraordinary potential

• Self-Awareness: Recognize perceptions of you by other people

• Energy: Bring and sustain enthusiasm and personal exuberance

• Passion: Remember that affirmative passion inspires, negative alienates

• Service: Find ways to help people overcome barriers and succeed

• Credit: Share the credit, assume the accountability


If you don't like something, change it. If you
can't change it, change your attitude. Don't
complain.
Maya Angelou

The time will come when, with elation
you will greet yourself arriving
at your own door, in your own mirror,
and each will smile at the other's welcome,
and say, sit here. Eat.

You will love again the stranger who was your self.
Give wine. Give bread. Give back your heart
to itself, to the stranger who has loved you
all your life, whom you ignored
for another, who knows you by heart.

Take down the love letters from the bookshelf,
the photographs, the desperate notes,
peel your own image from the mirror.
Sit. Feast on your life.

Derek Walcott

What Supervisors Must Remember

• Choose the principled, noble course of action

• Assume everyone will eventually find out when you do otherwise

• Think of the long-term consequences of your day-to-day actions

• Beware the constant potential for misinterpretation

• Look for the nuances and subtleties important to others

• Explain yourself and your rationale. Don‟t expect people to guess

correctly or to listen, but explain anyway.


Executive / Command Presence

• orientation to self or others • ethical expediency / principle

• thoughtfulness, knowledge • inclination to mentor young people

• behavioral patterns • mood, camaraderie, esprit de corps

• accessibility to staff • courtesy, eagerness to help out

• composure under pressure • global or local perspective

• appreciation of diversity • zest for creativity, innovation

• punctuality / scheduling • selectivity, standards, exactitude

• intellectual depth, curiosity • intolerance for sub-optimal work

Manage Thyself

Let he who would move the world first move himself.

Socrates

Be Your Own First Follower

Managing
Leadership
Yourself

Leading Others


Yesterday I was clever, so I

wanted to change the world.

Today I am wise, so I am

changing myself.

Jalaleddin Rumi

Do you usually see difficulty or opportunity?
Difficulty often conceals opportunity, and
opportunity often lies within difficulty.
Everyone sees both. Which do you see more?


Some people regard discipline as a chore. For me,

it is a kind of order that sets me free to fly.

Julie Andrews

Bring Discipline to Character

• Minimize your use of profanity
• Avoid as topics of conversation: politics,
religion, sex, race, nationality
• Walk away from sexist, racist, or other
offensive “humor”
• Avoid repugnant terms like “retard,”
“bitch,” “fagot,” and any ethnic slurs
• Elevate your reading
• Be richly informed on challenging subjects,
but also on the lubricants of social
exchange: sports, popular TV, movies
• Grow your vocabulary but don‟t use big
words ostentatiously
• Don‟t speak down to people, especially
where it is easy (online, behind backs)

Steven Covey

The Leader’s Self-Mastery

• Why? Necessary to validating your role as a leader

• Leader‟s own values inevitably emerge and always trump stated values

• Self-understanding yields insight into others

• Builds humility and appreciation for the team

• Relationships with others depend on your relationship with yourself

• When difficult, force the behavioral change for just 30 days

Congruence of thought, word, and behavior is at the heart

of authenticity and nobility —and ultimately character


Do, or don‟t do. There is no try.

Yoda

I am the master of my fate:

I am the captain of my soul.

William Ernest Henley
Invictus

We are what we habitually do.

Aristotle

Do. Be. Do. Be. Do.

Sinatra

Discipline of the Informal Voice

• Take responsibility for the conversation about you

• Recognize and manage the metamessage

• Monitor your visible behavior as its own 24 / 7 communication

• Know that every choice reflects real priorities and real values

• Speed the flow of information (every hour of delay counts)

• Recognize your connection with people as a critical fault line

• Assume responsibility as their primary source of information


What you do makes a difference,

and you have to decide what kind

of difference you want to make.

Jane Goodall

Don't compromise yourself.
You are all you've got.

Janis Joplin

Three Voices Must Become One: Integrating Strategic Communication

Three Voices Must Become One: Integrating Strategic Communication

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