Strategic Communication: How to Say the Right Thing at the Right Time
-
Upload
society-of-women-engineers -
Category
Engineering
-
view
176 -
download
1
description
Transcript of Strategic Communication: How to Say the Right Thing at the Right Time
Strategic Communications How to say the right thing at the right time
Shannon Vittur Sr. Program Manager
Memphis, TN
Tricia Walker Principal Supplier Quality Engineer
Brooklyn Park, MN
Introduction
Today’s Objectives
• Understand effective preparation, execution, and follow through for your communications
• Learn practical tips and tools to help you be a better communicator
| MDT Confidential 2
Strategic communication is at the core of effective leadership…A leader's ability to carve
off the verbal fat and get to the meat of an issue, idea or plan will find success at every turn.
-Reed Markham, PhD
Meet Shannon
| MDT Confidential 3
Meet Tricia
| MDT Confidential 4
Bio-Medicus
Multi-Stage
Femoral Venous
Curved
Tip
Arterial
RCSP (Retrograde
Coronary Sinus
Perfusion) with Manual
Inflate Cuff
Communication is not easy!
5
Intended Meaning
Perceived Meaning
B’s Reality A’s Reality
Message
Feedback Message
Verbal
Verbal
Non-Verbal
Non-Verbal
Why is Communication Difficult?
Language
Technical Content
Emotional Interference
Poor Listening Skills Cultural Differences
Quality of Information
Lack of Trust / Honesty in Source
Not Understanding Stakeholders Needs
Inadequate Feedback
Degree of Expertise and Knowledge
Inappropriate Channels
Position or Status of Source
You can improve your communication by being more intentional & strategic
| MDT Confidential 7
Preparation The Conversation Follow Up
Prepare for the Conversation
• Understand your stakeholders
– Who are they
– Personality
– Culture
– Their needs
• Prepare your message
| MDT Confidential 8
Stakeholder: A person with an interest or concern in a project, a message, or you
| MDT Confidential 9
Stakeholders are all around you! • Your manager • Senior management • Project team members • Functional peers
To effectively communicate, you need to know and understand
your stakeholders.
Stakeholder Analysis
| MDT Confidential 10
Key
Stakeholders
Relation to you /
project
Stro
ngl
y A
gain
st
Mo
de
rate
ly A
gain
st
Ne
utr
al
Mo
de
rate
ly S
up
po
rtiv
e
Sup
po
rtiv
e
Issues / Concerns
“Wins” Communication
Strategy
Think about who it’s important to communicate to
and with
Think about who it’s important to communicate to
and with Is the
stakeholder a superior? A
team member? A peer?
Is the stakeholder a
superior? A team member? A
peer?
Think about where the stakeholder is on the spectrum? Where do you need them to
be?
Think about where the stakeholder is on the spectrum? Where do you need them to
be?
Think about what concerns the
person might have & what you might be able to show as
a “Win”
Think about what concerns the
person might have & what you might be able to show as
a “Win”
Plan out how you want to
communicate - medium,
frequency, etc.
Stakeholders – Not all are equal
| MDT Confidential 11
Keep Satisfied Manage Closely
Keep Informed
Keep Informed +
2-Way Communication
Infl
uen
ce
Interest
Understand the communication styles of your stakeholders
12
Qu
est
ion
Business
Stateme
nt
Analytical Driving
Amiable Expressive
Personal
Statistics or proof Get right to the point
Open with personal question Need to see big picture
Understanding Culture is Critical to Successful Communication
| MDT Confidential 13
1. Do your homework – learn as much you can about the culture
2. Culture can be more than geographic - think about generations
3. Keep messages simple & plan effective blend of verbal & written communications
Take time to understand your Stakeholder and their motivations and needs
Sample preparation questions:
1. What’s the person’s background? Key motivators?
2. What are strategic priorities of person? How do you (project, issues, needs) fit into these priorities?
3. Are there any “hot topics” to avoid?
4. What currency is important to person?
5. How does this person make decisions? Where do they like to be involved?
6. Preferred communication methods? Frequency?
7. Where do you have common ground?
| MDT Confidential 14
Prepare your Message
| MDT Confidential 15
Know your “ask”
• What do you need?
• Decisions needed?
• What do you want them to know?
Be brief & concise
• Rule of three
• Know your points
• Keep a list for your key projects
Watch the details
• Do not need whole story
• Think impact
• Use right currency!
| MDT Confidential 16
Prepare your Message Things to Think About
How does your audience process information?
Position / Status of Source The higher the person, the fewer
the details
Plan ahead on questions Answer before its asked
Minimize Slides Less is more!
The Conversation
| MDT Confidential 17
| MDT Confidential 18
Push
• Communication to specific people – but can be passed on without notice!
• Does not guarantee receipt or understanding
• E-mails, memos, voicemails, reports
Pull
• Communication for large amounts of information or audiences
• Access at convenience
• Websites, E-learning, knowledge management repositories
Interactive
• Bidirectional communication between two or more parties
• Most efficient communication method
• Meetings, phone calls, video conferencing
User the Right Method
Emotional Interference A common pitfall
| MDT Confidential 19
1. Take emotion out of the situation
2. Get to the source of the issue
3. Leverage your relationships
Getting a Decision
1. Present one recommendation
2. Back up only with data needed
3. Recruit supporters
4. Use the meeting before the meeting
5. Have contingencies prepared
6. Be confident & decisive
7. Reiterate decision and get buy in from all before adjourning
| MDT Confidential 20
21
Delivery… How can you tell people are listening?
Listening Not Listening
Eye Contact
Steady None or not consistent
Body Language Open posture with a tilt of head
or lean forward Turned away or distracted
Response Paraphrase what you say
Ask relevant questions Constant “Yeahs” or “Uh huhs”
No response or questions
Focus On you or what you are discussing
On everything else – phone, computer, side conversations
Delivery… What to do when they’re not listening?
| MDT Confidential 22
Get to the point & minimize the details
Adjust to a more confident body
language
Change tone or voice inflection
Be more interactive
The Impromptu Conversation
Because you can’t always plan…
…but you can be prepared!
| MDT Confidential 23
• Who are those “opportunities” Stakeholders • What would want them to think? Your message • What do you say? Have 2-3 talking points • Brevity is key! Don’t get into details
Follow Up
| MDT Confidential 24
Make sure you follow through
1. Confirm key decisions in writing
2. Commit to action items and timely updates
3. If your asked for something, do it!
4. Be aware of organizational status…your manager can be a great conduit
5. Continue to put yourself out there
| MDT Confidential 25
Parting Thoughts
• Study, know, and manage your stakeholders
• Messaging is critical – Be concise
– Be efficient with details
– Know your talking points
• Be adaptable – learn to recognize when something is not working
• Communication is a cycle…you never really stop
26