book

Beyond the Babble: Leadership Communication That Drives Results

Name: Beyond the Babble: Leadership Communication That Drives Results
ISBN: 9780470200483

by Bob Matha, Macy Boehm, Marcia Silverman

July 2008

Intermediate to advanced

240 pages

5h 38m

English

Jossey-Bass

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Copyright
Foreword
The Authors
Acknowledgments
Introduction
1. The Power of Communication
1.1. ON STRATEGY COMMUNICATION CUTS THROUGH BABBLE1.2. EFFECTIVE COMMUNICATION GETS RESULTS1.3. WHY COMMUNICATION MAKES A DIFFERENCE1.4. SUMMARY
2. On Strategy Communication: An Overview
2.1. THE ACTION EQUATION2.1.1. Communication on Strategy Begins with Do2.1.2. Know Creates Understanding2.1.3. Feel Drives Action2.2. THE PEOPLE CHANNEL2.2.1. Package the Action Equation into a Conversation2.2.2. Align Leaders Up and Down the Organization2.2.3. Equip Leaders to Have Conversations On Strategy2.2.4. Drive Communication and Conversations2.2.5. Expect a Lot2.3. SUMMARY
3. Do: What Do You Need Employees to Do?
3.1. THE ELEMENTS OF ON STRATEGY DIRECTION3.1.1. Simplicity Drives Clarity3.1.2. The What and the How3.1.3. Remember the Nonnegotiables3.1.4. Make the Courageous Choices3.1.5. Match Words and Actions3.2. SETTING A CLEAR PATH FOR THE LAND OF OZ3.2.1. What Are the "Critical Few" Goals We Need to Achieve?3.2.2. What Are the Long-Term Nonnegotiables We Need to Protect?3.2.3. How Will We as an Organization Achieve These Goals?3.2.4. Do Specific Activities Support the Strategic Actions, or Not?3.3. SUMMARY
4. Know: What Do Employees Need to Know to Take Action?
4.1. THEY NEED TO KNOW WHY4.1.1. Knowing Goes Both Ways4.1.2. Questions Go Beyond Goals and Strategy4.1.3. Answering the "Why" Questions4.2. WHO NEEDS TO KNOW?4.3. THE LAND OF OZ KNOWS4.4. SUMMARY
5. Feel: What Do Employees Need to Feel to Take Action?
5.1. BE AN ORGANIZATIONAL PSYCHOLOGIST5.2. GETTING THE INSIGHTS YOU NEED5.3. THE LAND OF OZ GETS EMOTIONAL5.4. SUMMARY

6. The "Why Nots": What's Getting in the Way?
6.1. THE BEHAVIOR CHAIN6.2. ADDRESSING A "WHY NOT"6.3. BE AN ORGANIZATIONAL ARCHEOLOGIST6.4. THE LAND OF OZ CONFRONTS ITS DEMONS6.5. SUMMARY
7. Package: Turn the Action Equation into a Conversation
7.1. CONVERSATIONS ARE "IN THE MOMENT"7.2. THE MEMORY ISSUE7.3. THE CONVERSATION PLATFORM7.4. THE LAND OF OZ GETS READY TO ROLL7.5. WHEN ISSUES ARE THE ISSUE7.6. SUMMARY
8. Align: Make Sure All Leaders Are On Strategy
8.1. DON'T BE FOOLED8.2. START AT THE TOP AND WORK TO THE FRONT LINE8.3. PROMOTE OPEN DISCUSSION AT MULTIPLE LEVELS8.4. INCLUDE INFORMAL LEADERS IN THE PEOPLE CHANNEL8.5. SUMMARY
9. Equip: Give Leaders the Tools They Need to Communicate On Strategy
9.1. TRAIN LEADERS AS IF STRATEGY DEPENDED ON IT9.2. SUPPORT LOCAL LEADERS AND THE PEOPLE CHANNEL9.2.1. Keep Leaders Updated9.2.2. Promote an Ongoing Leadership Conversation9.3. RECOGNIZE AND STRENGTHEN THE WEAK LINKS9.4. COMPLEMENTARY LEADER ASSIGNMENTS9.5. SUMMARY
10. Drive and Support: Orchestrate and Sustain On Strategy Conversation
10.1. CREATE A DRUMBEAT10.1.1. Maximize All the Vehicles Available10.1.2. The Conversation Platform as a Filter and Focus10.1.3. Use Vehicles to Spark People Channel Conversations on Strategy10.1.4. Calendarize Communication Events10.2. TO RAISE THE VOLUME, RUN A CAMPAIGN10.3. HOW COMMUNICATION (THE FUNCTION) CAN HELP10.3.1. Staff the Function to Drive Results10.3.2. Set Expectations Related to Company Goals, Not Communication Goals10.3.3. Involve Them Early10.3.4. Involve Them Deeply—and Prioritize10.4. SUMMARY
11. You: The Top Leader's Role
11.1. EXPECT A LOT11.1.1. Never Assume and Always Monitor11.1.2. Orchestrate Communication Delivery11.2. MEASUREMENT11.2.1. Relate Communication to Performance Metrics11.2.2. Measure Information Flow11.3. REWARD, RECOGNIZE, AND HOLD ACCOUNTABLE11.4. PRIORITIZE11.5. LEAD BY EXAMPLE
12. "How to" Resource Guide
12.1. CONDUCTING DISCUSSION GROUPS12.1.1. Use a Facilitator, if at All Possible12.1.2. Designing Discussion Groups12.1.3. Executing Discussion Groups12.1.4. Discussion Groups to Identify Motivational Connections12.1.5. Discussion Groups to Inform the Behavior Chain12.2. THE MEMORY GAME12.3. ALIGNMENT INTERVIEWS AND SNAPSHOT12.4. THE CONSIDER-DIALOGUE-SOLVE PROCESS12.5. CONDUCTING A "RED FACE" TEST12.6. IDENTIFYING INFORMAL LEADERS12.7. SELECTING VEHICLES: OPPORTUNITIES ABOUND12.7.1. Large and Small Office Settings12.7.2. Remote Locations12.7.3. Industrial Plant Locations12.7.4. Specific Vehicles to Leverage12.7.5. Generating On Strategy Conversations
Glossary of Terms
Notes

Content preview from Beyond the Babble: Leadership Communication That Drives Results

Foreword

Communication is the most natural thing in the world. At just a few months, babies show pleasure by laughing and unhappiness by fussing. Most of us are saying simple words at one year of age. The fact is, humans are born to communicate. So why in the world is real communication so difficult, especially in the business arena?

That's a question I have asked myself throughout a decades-long career in public relations. In that time, I have worked with dozens of corporate executives, government officials, and entrepreneurs to help them shape their messages and communicate clearly and distinctly to the general public, investors, and employees.

Most of the time, I have succeeded. But if I had had a copy of Beyond the Babble throughout my career, ...

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Beyond the Babble: Leadership Communication That Drives Results

by Bob Matha, Macy Boehm, Marcia Silverman

Foreword

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.