CEO Deep Dive_Communication Challenges under complex conditions_Tina Altieri

#ICCAWorld iccaworld.com

Session code:

53rd ICCA Congress

COMMUNICATION

CHALLENGES UNDER

COMPLEX CONDITIONS

###

CEO Deep Dive with TINA ALTIERI MANAGING PRINCIPAL / MEDIA AUSTRALASIA XCHANGE (MAX)

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CEO Deep Dive

Question:

How many of you believe that rain or no

rain could make the difference between

your entire industry progressing well… or

suffering a major setback?

http://www.google.com/imgres?imgurl=http://choctawcity.org/wp-content/uploads/2014/01/rain.jpg&imgrefurl=http://choctawcity.org/swq/&h=413&w=620&tbnid=rapNmrmopF_8xM:&zoom=1&docid=PDMdOWqoL7tlGM&ei=5E9LVNOnN8a2mQXKpICoBA&tbm=isch

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“We were not deviating in any way from

what we’ve done before.”

“We know exactly what to do in the event of

an accident…having said that…we have to

learn and relearn from what happened.”

F1 Race Steward


WHAT

WOULD YOU

HAVE DONE ?


Are You an Agile CEO Communicator ?

“Crises are inevitable but leaders are made by

the way they handle them. The reverse is, of

course, also true.”

“The irony is a mismanaged crisis is far more

costly than a well managed one.”


In this Session…

Rethink...

Relearn…

Rewire your leadership communication

process during challenging, ambiguous and

nervous times.

Avoid Communication Paralysis


In this Session…

Rethink...

Relearn…

Rewire…

Avoid Communication Paralysis

Oops….I wish I didn’t

say that

http://www.google.com.sg/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAcQjRw&url=http://www.bigstockphoto.com/search/thought-bubble/&ei=SVRLVLT_KsP4mAXu0IL4Aw&psig=AFQjCNG5p66eq8wIRII52dL-Hnygdtthdg&ust=1414309152559600


CEO Deep Dive

“We did everything right according

to the text book.”

F1 Race Steward


Get strapped in for…

•

• Test your agility

• The Insider’s Tips

(The things they will never tell you to your face!)

#ICCAWorld iccaworld.com

Session code:

53rd ICCA Congress

COMMUNICATION

CHALLENGES UNDER

COMPLEX CONDITIONS.

CEO Deep Dive

###

TINA ALTIERI MEDIA AUSTRALASIA XCHANGE (MAX)


Living in a…


The MICE Industry in a World that…

• Changes quickly and frequently

• Lacks predictability

• Encompasses a variety of issues, which may

conflict and confound

• Lacks clarity in determining the best solution

“We are in a new world using old tools”

Thomas Friedman

Author, The World is Flat


CEO DEEP DIVE

“Our company’s reputation won’t

be determined by the recall itself,

but how we address the problem

going forward.”

Mary Barra

CEO of GM

http://images.google.com.au/imgres?imgurl=http://www.themediabridge.com/img/traininCoach.JPG&imgrefurl=http://www.themediabridge.com/train.html&h=299&w=200&sz=25&hl=en&start=3&um=1&usg=__NhZn02ikPkw4PJbctnkL-mM2IDo=&tbnid=t5dyIumSZSJIBM:&tbnh=116&tbnw=78&prev=/images?q=media+interviews&um=1&hl=en&rls=SKPB,SKPB:2006-46,SKPB:en&sa=N


1. Publically acknowledge the situation

o Are you in a position to openly admit your mistakes? If so, do it.

o Who is running and communicating the crisis and who is running and communicating the company (the recovery) ?


2. Communicate early and often

o Tell everything you know to be true.

o Explain why you can’t say anymore at this stage.

How would I feel if 1 million people knew about this by tomorrow? What would they be thinking about us and what would they be expecting us to say?”

The rumour mill can be a deafening roar and no one wants to hear you above it.


2. Communicate early and often

Phrases to help neutralize the crisis. Put it in pause mode.

• “I had hoped we would know more by now but that’s not the case. We need more time to …”

• “It would be premature for me to comment on that when we don’t have all the facts. And we won’t speculate. We promise to give more information as soon as it’s available.”

• “We have worked around the clock every day to understand more about what’s happened. We don’t have all the answers yet but what we do know is…”

• “We owe it to the families involved to find all the answers. And we must carry out the investigation meticulously. We promise to give more information as soon as it’s available. “


3. Can you give your side of the story?

(Because if you can’t, others will!)

https://www.google.com.sg/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=https://mundomula.lamula.pe/2012/02/12/the-new-york-times-el-ocaso-de-un-gigante/mundomula/&ei=nVJLVKHIHIGsmAX3woLYAw&bvm=bv.77880786,d.dGY&psig=AFQjCNFvutAP8FUcr7uPJN6ceVF8t6zzsA&ust=1414308849661868


3. Can you give your side of the story?

o Efficiently and eloquently or someone else will do it for you. Their version of events may not flatter you or your organization.

Get the story right.


4. Communicate values in an authentic way

o Going to talk about your values? Beware when it’s obvious that the evidence doesn’t back up the rhetoric.


“First and foremost, everything we are doing is guided by one unwavering principle: do what is best for our customer. Customer safety and satisfaction are at the heart of every decision we make.”


“First and foremost, everything we are doing isuided by one unwavering principle: do what is best for our customer. Customer safety and satisfaction are at the heart of every decision we make.”


Values:

You’ll be defined by them

“Jetblue was founded on the promise of bringing humanity back to air travel and making the experience of flying happier. We know we failed to deliver on this promise last week. We know our customer’s deserved better and we let you down. So this is what we’re going to do to fulfill our commitment.”


Get all over your information.

Get involved in crafting the messages – it will show!


4. Explain how and why things will be

different in the future.

“What I am committed to right

now is…”

“What we are going to do differently

from here is…”


5. Are employees up to date?

Get intelligence from the front battle lines.

5. Are employees up to date?

Get “intelligence” from the front battle lines.

Don’t encourage organisational silence. It may end up a nasty game of Chinese whispers.


6. CEO capable of connecting with everyone in a compelling, compassionate and composed manner?

o “Trust is the new black. We need emotionally intelligent CEO’s who are instantly likeable, trustworthy and accountable.”

o “Shaken not Stirred.”

o Spotting inconsistencies is done instantly. Every twitch, every movement is interpreted.


Body Language

Beware the mechanical.

Phony expressions usually do not fool us.


7. Know and demonstrate bridging phrases to get you out of difficult situations

o The most important thing we’ve got to focus on is ….

o What is vital here is that we …

o What we’ve got to focus on is …

o There’s no easy answer to these challenges but what we do know is…

o I wish we knew more right now. We don’t – but the facts are…


Case Study:

Ebola Scare

One of your wait staff is being examined after returning from Africa with a high temperature.

The waiter got back to work immediately – he’s worked at two gala dinners at your venue since the beginning of the week.

You are expecting results soon. And ordered him to stay home.


Case Study:

Ebola Scare

12 hours later. Tested positive for Ebola.

There’s pressure on you to explain.

No screening of your staff. You didn’t know about his African holiday.

Media at your doorstep.

Your job: craft an acknowledgement/ apology. When will you speak? 3 paras. Write what you are planning to say. Present it.


Case Study:

Ebola Scare

Spotme: 1- Not at all , 5- Yes definitely.

Question 1. How credible is the speaker?

Question 2. Was the speaker able to neutralise the problem?

Question 3. Has the speaker won me over, effectively passing the head/heart test?


The Insider’s Tips

A. Beware the saboteurs

of the

Fight for them!


The Insider’s Tips

B. Be prepared for the first round of stories

90% of the development of public opinion.

Very hard to change later.


The Insider’s Tips What they’ll never tell you to your face!

C. You are the best person to lead the organization but you might not be the best spokesperson.

Credibility, likeability.


1. Publically acknowledge the situation.

2. Communicate early and often.

3. Can you give your side of the story eloquently?

4. Get authentic about values or forget them.

5. Intelligence from the front battle lines.

6. CEO - compelling, compassionate, composed?

7. Bridging phrases in toughest times.

39 39 #ICCAWorld | iccaworld.com

TINA ALTIERI [email protected]

THANK YOU

CEO Deep Dive_Communication Challenges under complex conditions_Tina Altieri

Education

Transcript of CEO Deep Dive_Communication Challenges under complex conditions_Tina Altieri