Post on 12-Jul-2015
#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?
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
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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
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WHAT
WOULD YOU
HAVE DONE ?
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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.”
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In this Session…
Rethink...
Relearn…
Rewire your leadership communication
process during challenging, ambiguous and
nervous times.
Avoid Communication Paralysis
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In this Session…
Rethink...
Relearn…
Rewire…
Avoid Communication Paralysis
Oops….I wish I didn’t
say that
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CEO Deep Dive
“We did everything right according
to the text book.”
F1 Race Steward
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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)
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Living in a…
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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
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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
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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) ?
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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.
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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. “
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3. Can you give your side of the story?
(Because if you can’t, others will!)
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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.
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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.
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“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.”
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“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.”
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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.”
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Get all over your information.
Get involved in crafting the messages – it will show!
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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…”
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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.
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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.
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Body Language
Beware the mechanical.
Phony expressions usually do not fool us.
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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…
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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.
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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.
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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?
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The Insider’s Tips
A. Beware the saboteurs
of the
Fight for them!
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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.
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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.
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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.
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TINA ALTIERI tina@maxcommunicate.com
THANK YOU