Effective Communication. What is non-effective communication?
Communication: The Key to Effective Leadership
Transcript of Communication: The Key to Effective Leadership
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Communication:TheKeytoEffectiveLeadership(ascuffed-up,scarred,practitionerandleader’sview)OCTOBER2017TONYCUCOLOASSOCIATEVICECHANCELLOR,UTSYSTEM
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Pleasenote:thepurposeofthiskeynoteistopasson“tribalwisdom”fromtrialanderror…
…aswellasprovokethoughtanddiscussionforyourpersonalleaderdevelopmentandyourownabilitiesto
communicateasaleader.
ItisnotmeanttostateprocedureorpolicywithintheUTSystem.
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Upfront:The“formal”portionofthiskeynoteisnotaboutmediarelationsorpersonalmediaengagementtechniques–
butwecangothereifyouwant.(“there”)
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ThreeTakeaways1. Intheearly21st Century,aleader’scredibilityisbasedonhis/herabilitytocommunicate.Buteffectivecommunicationissignificantleadershipchallenge:itrequiresacceptanceofresponsibility,self-discipline,andafocusedeffort.
2. Themosteffectiveapproachtocommunicatingatthestrategiclevelistoidentifythe“perception– realitygap,”andthenrelentlesslyaddressperceptions(toclosethegap).
3. Speakingandwritingpubliclyrequiresthemoralcouragetoroutinelyaccept-- andface-- personalprofessionalrisk.
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Butifyouretainnothingelse:1. Ifyouarealeader,bepersonallyinvolvedinhowyouroutfitcommunicates.Isayagain,personally involved.
2. Visual,sound,andvoicebeatsthewrittenword.3. Assesstheperception-realitygapbeforeeveryeffort,thenalwayscommunicatewithempathy.
4. Write,finish,polishyourownmaterial.
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ThreeTakeaways1. Intheearly21st Century,aleader’scredibilityisbasedonhis/herabilitytocommunicate.Buteffectivecommunicationisasignificantleadershipchallengeandrequiresacceptanceofresponsibility,self-discipline,andafocusedeffort.
2. Themosteffectiveapproachtocommunicatingatthestrategiclevelistoidentifythe“perception– realitygap,”andthenrelentlesslyaddressperceptions(toclosethegap).
3. Speakingandwritingpubliclyrequiresthemoralcouragetoroutinelyaccept-- andface-- personalprofessionalrisk.
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Firstpoint:Acceptanceofresponsibility:
buildingself-discipline,andfocusingyoureffort.
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Forcontext,adefinition:
Communicating:theapplicationofenergytothethoughtful,purposefulactof
deliveringamessagetoanaudienceforadesiredeffectandretention.
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Throughoutthemajorityofyourlifetodate,duringnormaltimesandduringcrises,thishasalmostalwaysbeen“someoneelse’sjob.”
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Whenyoubecomealeader,itis your“job.”You havearoletoplay
incommunicatingonbehalfoftheorganizationyoulead.
Youhaveachoice:youcanbeincrediblyeffective…orsadlyineffectiveandworthless…
toyourorganization.June2017 10
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Introspectionforleaders:
Doyouneedtoadapt anypersonalhabitorimproveanypersonalskill
tobeatrulyeffectivecommunicator?
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SelfDiscipline
Howdoyouknowwhatyouknow?(Stories/tips:thebusyperson’srut;“there’sanappforthat”)
Oneofthemostimportanttraitsofaneffectiveleaderisopenmindedness.
Openmindednesstakeseffortonyourpart;requiresmaintenance-- readandlistentothingsthatmakeyoumad;andfrequentlyrefreshyourlist.(Stories/tips:postingthecontrarianviewonStandTo;choosingguestspeakersandrequiredreadings)
Sometimesoon,doaninventoryofwhereyougetyourinformation– doyouread,watch,orlistentothosesourcesbecauseyouagreeandlikeallthethingstheysay?Ifso,re-calibrate.
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ReorganizetoCommunicateWhatif,astheleader,you’retoobusytokeepupwith
informationflow?Reorganizetostaycurrent.
(nomatterhowsmallyourstafforoffice,tryit–itcanbedevelopmental).
Tips:◦ Assigndailyreading/listening…givesomeoneyourown“newsandinfocriticalinformationrequirements”(orgetacopyofyourBoss’)…assignamixoffullspectrumandinfluentialmediasourcesforreading.
◦ You(oryourpeople)scantheheadlinesofsources,andpickandchooserelevanttopics,thenreadtoconfirmordenyimportance…askyourselfthe“FatalFour”:◦ Doesthisimpactmyorganization?◦ Whoneedstoknowthisisoutthere?◦ Shouldwerespondornot?(TIP:ifinfoisfalseyoushouldrespond)…or,
◦ Isthisanopportunitytocommunicate?
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Tofocusyoureffort,dothe“SphereofInfluenceDrill”(bestdoneinwriting)
•Askthisquestion:“Whohasthegreatest,themost,influenceontheoutcomeofmyorganization’srole/mission/purpose?”(listthem;thesewillbeyourtoptiertoengage)
•“Whohasimportantimpact,butperhapsnotdirectinfluenceonourrole?”(secondtier;listthem,too)
•“Withwhommustwesustainanimportantrelationshipforsomegoodreason,eventhoughtheydonotimpactthemission?”(thirdtier…okay,yougettheidea)
•Now,lookbackanddeterminewho,aboveyouandbelowyouinyourorganizationcommunicateswithyourtoptierrightnow…thiswillshowoverlapping“spheres”…importanttoknowandsortout(i.e.,whoistheprimarycommunicatortothisimportantaudience?)
•Now:createacalendarthatdrivesyourcommunicationandengagementwitheachofthesetiers.• Ifyouhaveateam,assignleadsforthisactivity…andsetaroutineforcingfunctionfortheeffort.Tip/example
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Secondpoint:
Theperception– realitygap.
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Themostimportantconceptforacommunicatortounderstand:Themaineffortofyourcommunicationsshouldbetoaddressperceptions– goodandbad.
• Thismeansyouhavetoknowwhattheyare.Howdoyouknow?
• Sustainthegood perceptionsbyensuringthegapisnarrow(yourproactiveefforttopushgoodnewsout).
• Addressthebadperceptionsbyreducingthegapandgettingclosertoreality(yourpre-emptiveandreactiveeffortstotellthetruth).
PERCEPTION REALITYPerception trumps anyone's
opinion about reality.(you may have to remind people of this frequently)
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Failing to address negative perceptions most often results in a
“communications crisis.”
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The“CommunicationsCrisis”Incorrect,negative,ordamaginginformationcanbeconsideredbysomeasa“crisis”…oftentimes,itisaformofcrisis becauseitimpactstrustinleadersandorganizationsamongkeyconstituencies.
“Ready,fire,aim”and“I’dratherbefirstthanright”areconditionsoftheenvironment.(Story)
The“crisis”mostoftenunfoldsrapidlythisway:
1)Incorrect,negativeordamaginginformationgoesviral;asenseofoutragebuilds(nomatterhowinaccurate).
2)Thoseinvolvedareslowtorespond…foravarietyofreasons.
3)Sensingtheissueisnotbeingaddressed(duetoalackofacommunicationeffort),outragebuildstotheattentionofpublicofficials.
4)Publicofficialsdirectactionsbetakenbasedontheoutrage-- nottheactualissues.
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Howtoclosethegapinacrisis…Step1:Listthefactsofthesituation…
Step2:Identifytheproblem.
Step 3:Gatherthosewithwhomyoumustseekbuy-inforproblemID andthosewhomustcommunicatewithyou.
Step4:Suggestelementsofacoordinatedcommunicationseffortsthatwouldfocusontheidentifiedproblem.
Tips:Addressgeneralperceptionsorthosethataretrending withmemorable,repeatable,shareabledescriptionsofreality.Wordsworkifdescriptive,butpicturestrumpwords.(Goodruleofthumbmetric:“…we’relookingforReach,Resonance,andReaction”)Mostimportantly:Whenit’sbad,theleadercommunicates…nooneelse…andtheleader
shouldcommunicatewithEMPATHY.
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ShakespeareanAsidePassionisgood;emotionisnot– foraleaderwhencommunicating. Communicatingwithpassionisimportantandeffective;gettingemotionalisfailure.Thedifferencebetweenthetwo:◦Emotion:feeling(fear,anger,etc.);aninvoluntaryresponsewithoutjudgement;self-centric;drivesyoutoemote.◦Passion:strongbelief;consideredjudgementappliedtoobjectofpassion;drivesyoutoact.
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The Most Effective Leaders Communicate
with Empathy and Passion(TWOEXAMPLES:ONEVERBAL,ONEWRITTEN)
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The Spoken Word: Your Speeches
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ADMIRALANDTHENCHANCELLORBILLMCRAVENINACTION
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TipsonTacklingaSpeakingRequirement
1.Approacheachaudiencedifferently.
2.Forcethatthoughtinyourprep.Ask:
Whatistheaudiencecomposition?
Whatistheirinterest?
WhatisthebestdeliverymethodtohelpthemrememberwhatIsayandgetthemtorepeatmykeypointsto
others?
3.Alwayswriteyourown.
Owningthewordsmakesforbetterdelivery.
Youcanhavesomeoneelsedraftabasedocumentforyoutocheck
factsandgetyoustarted;butalwayswriteyourown.
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Acknowledgeaudience;Empathizewithaudience;
Stateyouroverallmessage/maintake-away,briefly;
Spendtimetellingacompellingstoryrelatedtothemessage;Tieyourmessagetothestory;
Finishwithanemotionaltugandafinalstatementofgratitude.
Examples
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Acknowledgeaudience;Empathizewithaudience;
Stateyouroverallmessage/maintake-away,briefly;
Spendtimetellingacompellingstoryrelatedtothemessage;Tieyourmessagetothestory;
Finishwithanemotionaltugandafinalstatementofgratitude.
Endat19:25
Endat9:01
Endat6:13Endat2:14
Endat3:02Endat:52
Endat1:06
Endat14:20
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The Written Word: Executive Communication in a Crisis
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MURDERONCAMPUS,APRIL2016
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MurderonCampus(1)5April,1200hours
DearUTCommunity:Today,wearedealingwithatragedyoncampus.UniversitypolicehavediscoveredabodyinWallerCreek
behindthealumnicenterandareinvestigatingapossiblehomicide.Ihavespokenwithcampuspublicsafetyleadersandamwritingtoassureyouthatwearedoingeverything
possibletoensuresafetyoncampus.WearealsoworkingcloselywithAustinpolice toidentifypossiblesuspects.Weareunabletoreleasethenameofthevictimoranydetailsuntilthefamilyhasbeennotified.
Basedontheinformationwehaveandourconversationswithpolice,thecampuscontinuestooperatefully,andallclassesandeventsremainonschedule.
Iwillworkwithuniversitypolicetokeepyounotifiedasnewinformationbecomesavailable.Anyonewithinformationaboutthiscrimeshouldcontactuniversitypoliceat512-471-4441or,inanemergency,dial911.Sincerely,GregoryL.FenvesPresident
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MurderonCampus(2)6April,1900hours
Dear UTCommunity,
Iwishwehadmoreinformationtoshareatthistimeaboutthetragedyoncampusthisweek.Lawenforcementagenciesareactivelyengagedintheinvestigationbutcannotyetreleasedetailsthatwouldcompromisetheirefforts.AbriefstatementfromtheAustinPoliceDepartmentisattachedbelow.
Increasedpatrolswillcontinueoncampustonight.
Andmythoughtsarewithallofthosewhomaybetouchedbythistragedy.
Sincerely,
GregoryL.FenvesPresident
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MurderonCampus(3)7April,1200hours
Dear UTCommunity,
Withgreatsadness,IhavejustlearnedfromtheAustinPoliceDepartmentthatHaruka Weiser,afirst-yearTheatreandDancestudent,hasbeententativelyidentifiedasthevictimofthisweek’shomicideoncampus.AustinPoliceDepartmentVictimServicescounselors spokethismorningwithherparentsandmyheartgoesouttothem.Herdeathisa tragiclossfortheUTcommunity.
Haruka wasabelovedmemberofourdancecommunity,likedandadmiredbyherclassmatesandrespectedbyprofessorsforherintelligenceandspirit. DancefacultymembersfirstmetHaruka morethantwoyearsagowhensheperformedattheNationalHighSchoolDanceFestival.Theyimmediatelybeganrecruitingherto cometoUTfromherhomeinPortland,Oregon.OurcommunitywasmadebetterbyherdecisiontojointheCollegeofFineArts.
Trainedinballet,Haruka excelledinallherperformanceendeavors.ShewasalsoinvolvedinDanceAction,astudent-runorganizationfordancers,andperformedinthefallDanceActionconcert.
UTPD firstlearnedthatHaruka wasmissingonMondaymorningandimmediatelybeganasearch. AsIreportedinmymessagetocampusyesterday,AustinpoliceareleadingthehomicideinvestigationintothishorrifyingandincomprehensiblecrimeandworkingwithUTPDandotherlawenforcementagenciestolocateandapprehendasuspectquickly.
TheunthinkablebrutalityagainstHaruka isanattackon ourentirefamily.Lawenforcementisfullyengagedtodoeverythingtobringtheperpetratorwhocommittedthiscrimetojustice.
IaskyoutojoinmeinexpressingourdeepestcondolencestoHaruka’s parents,family,classmatesandfriendsandtohelptheuniversity honorherlife.
Sincerely,
GregoryL.FenvesPresident
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PERCEPTION REALITYSometipson“gettingafterit”:
• Wordsworkifdescriptive,butrememberpicturesbeatwords.(Story:bodyarmor;EXAMPLE)
• Considerthemostcrediblemessenger;knowthatthesamemessagemighthavetobedelivereddifferentlytodifferentaudiences.(Story:ArmyEquippingstrategyonthesatelliteradio;“Bloggers’Roundtable”)
• Golocal;goniche.(Stories:InternationalFellows;concreteatBagram)
• Thinkcreatively– ifhardforyourorganization,formateamandearn yourmedia(Stories:“MadMen”;ESPNcoldcalls;Example or50x50onnextslide)
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Third,finalpoint:
MoralCourageandPersonalProfessionalRisk
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If,inyourfuture,ifyouworkinpublicservice,civilservice,orforapublicentitysuchasUTArlington,youprobablywilladvise orprovidecommunication
supporttoapublicfigure.
Ifyoubecomealeaderinthepublicsector,youwillbeapublicfigure.
PublicFigure?
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PublicFigure:Apersonageofgreatpublicinterest.
(Note:“greatpublicinterest”mightbelocalorregional).
Inthelawofdefamation,apublicfigure’srighttoprivacyis“severelydiminished”…thingslikelibeland
slanderarenotprosecutedunlessthereisclearproofofmalice/hate.
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Conditionsofyourpersonalandprofessionalenvironment.
§ Publicfiguresaretriedinthecourtofpublicopinion.§ Inthecourtofpublicopinion,thoseengagedincommunicationsvenues(generalmedia,socialmedia,infotainmentoutlets,fakenewssources)arejudge,juryandexecutioner...§ Forapublicfigure,thereisnodueprocess,thereisnopublicdefendertoturnto,thereisnoappealprocess.§ Andthe“trial”canbeveryugly.
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Yes,itis uglyoutthere.Understandthatcynicism,sarcasm,emotionalcruelty,andpersonalattacksarepartofthe21stCenturycommunicationsenvironment.
Prepareyourself(and/orthoseyousupport)forhandlingpersonalattacks:
-- Recommendfamilyawareness;helpthemprepare/handleit-- Tip:Discussopenlyandimmediatelythe“respondornotrespond?”question...andwhenyouhavethatdiscussion:
- Considertheimpactofthepersonalattackonthemission/purposeofyourorganizationforbothoptions(respond/donotrespond).- Considertheimpactonthecredibilityandeffectivenessofbeingabletoleadforbothoptions(respond/donotrespond).
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“Ugly”cangetthebloodup…becareful.Thereisabsolutelynothingwrongwithpushingback...professionally andthoughtfully andfactually.(Story:bodyarmor;WholeFoods)
Bewareofothers’desiretodefaultto“regimesurvival.”Infact,youmightbetheadvisorwhohelpspeople“findtheirspine”onthisone.
Notewell:Thinkcarefullybeforeengaginginapublicfightwithanindividual oranamedgroup (itisalwaysbesttosimplytake-onorengagetheissue)-- butdonotshyawayfromoravoidengagingthegrouporindividualifappropriate.
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Aleadermustcommunicate.Andthatrequires thetakingofprofessionalrisk.
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Anamazingthinghappenswhenyoustareprofessionalriskintheface:youfindouttherealreasonwhy youaremakingadecision.
Todowhatisright?
Ortodowhatisrightforyou?
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Areyoubraveenoughandtoughenoughforthis?
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SummaryIfleadershipcredibilityisbasedlargelyontheabilitytoeffectivelycommunicate,thenleadersmustacceptresponsibility,developself-discipline,andcreateafocusedeffortandorganizedefforttodoso.◦ Selectanddisciplineyourpersonalroutineforsustainingknowledgeofperceptionsinyourenvironment– askyourselfconstantly,“HowdoIknowwhatIknow?”;useandfrequentlychangeavailabletools.
◦ ConsidertheSphereofInfluenceDrill;taskorganize;forceasustainedefforttobeproactive…andbereadytopre-emptorreactquickly.
◦ Write,finishorpolishyourownmaterial.Own yourpersonalcommunications.
Inorganizationalleadership,thebestapproachtocommunicatingisto1)identifythe“perception–realitygap”and2)relentlesslycommunicatetoclosethegap.◦ Perceptiontrumpsreality;visualsbeatthewrittenword(butcanbemostpowerfulwhencombinedcreatively);memorable,repeatable,andshareablemessageswin.
◦ “Samemessage/differentdelivery”fordifferentaudiences.◦ Earnyourmedia.
Seekopportunitiestocommunicate,eveninthefaceofrisk!Youonlygetbetter-- andbuildmorecourage-- throughrepetition.
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QuestionsandCommentsareWelcome
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Communication:TheKeytoEffectiveLeadership(ascuffed-up,scarred,practitionerandleader’sview)OCTOBER2017TONYCUCOLOASSOCIATEVICECHANCELLOR,UTSYSTEM
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AdditionalInfoinSlideDeckforReferencePersonaltips:◦MoreonSpeeches(next)◦ForMediaEngagements(nextafter)◦MoreonCrisisCommunications(61)◦Adifferentwayofthinkingaboutcommunicating(63)
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ReturnfromThere
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Forsomeaudiences,consciouslyapplystrategicallyeffectivelanguage:
• Makeanefforttodescribethecomplexinsimpleterms.• Speakininterests.• Ifdiscussingchoices,openlystate/sayoutloudthesharedequitiesofeach.• Whenmakingarecommendation,describeinvisualanddescriptivetermswhatlifewouldbelikewithout yourrecommendation.• Describein“visualterms”(giveexamples)ofwhatsuccess/winninglookslike;whatfailure/losinglookslike.
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TipsforMediaEngagements
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OverarchingRecommendationsWhenengagingjournalistsandothermediaprofessionals,considertheapproachofa“supporting(you)tosupported(them)”relationship…
Givingajournalistcontextisworththeeffort.Fightthroughresistancetodoit– anddoit.(“BeforeyougovisitBCompany,I'dliketotalktoyou;paintthebiggerpicture.")
Somegoodquestionstoask:
-- “Whatareyouinterestedin?”-- “Anyearlythoughtsonyourapproach/angle?Imightbeabletohelpyouconfirmorseeallsidesto...”-- “Doyouhaveadeadline?”-- “AnythingIcandotohelpyoufile?”
Whencomplete:-- “Whendoyouthinkthiswillrun/beposted?(goodquestionforpodcasts,recordedwebinars,etc.)”-- “Tellthemwhatyouthoughtoftheirwork”
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KNOWYOURREPORTERWhoisthereporter?Whoelseisbeinginterviewed?
Whoistheultimateaudience?
Whatisthetopic?
Whenistheinterview?Howwillitbeused?
Whenwilltheresultsappear?
Wherewilltheinterviewtakeplace?Howwilltheinterviewbeconducted?
Whyistheinterviewbeingconducted?
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Ifyoudon’tknowthisinformation,askPAO
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CONDUCTINGANINTERVIEW• Knowingthepremise/purposeoftheinterviewandknowingwhattypeofquestionswillbeaskedisimportant,but…
• Whatarethethreeorfourmainmessagesyouwanttoleavewiththeaudience?• Howcanyouleavean“image”ofthosemessagesinthemindsofyouraudience?
• UseEverydayLanguage,NotJargon• “IDon’tKnow”isanacceptableresponse• Neversay“NoComment”
• DiscussGroundRulesupfrontJune2017 48
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CRITICALGROUNDRULES
“ONTHERECORD”
DirectAttribution
“ColonelJohnSmithsaidtoday…”
“BACKGROUND”
IndirectAttribution
“Seniorstaffofficialsacknowledged…”
“OFFTHERECORD”
Byprioragreement,informationcannotbepublishedor
attributed
Informationprovidedforageneral
understandingofthesubjectorsituation
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Tip:UseBRIDGINGTRANSITIONSToBridgeFromaNegativetoaPositive
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“WhatI’mreallyheretotalktoyouabouttoday
is….”
“Let’slookatthatfromanotherperspective….”
“Thatremindsmeof….”
“That’snotmyareaofexpertise,butwhatIcantell
youis….”
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FLAGYOURMESSAGES
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“Thebottomlineis….”
“Thethreekeypointsare….”
“WhatIreallywantyourviewerstorememberis….”
“Thebestpartaboutthisissueis….”
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USECOLORFUL LANGUAGE◦ Languagethatyouraudiencecanrelatetoandunderstand.◦ Frameinapositivemannerifpossible.
“…itwasthelogisticalequivalentofmovingtheentirecityofSacramento-- peopleandeverything
movable-- tothePersianGulf.”
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TRAPSANDTECHNIQUES
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Interviewer Trap TechniqueMachine Gunner Trying to answer all of
the questions.Choose the question you
most want to answer.
Dart Thrower(Ugly Question
right at you)
You react angrily, Become negative, lose
the chance to deliver the message.
Remain calm & positive. Bridge.
Paraphraser(Gets it wrong
for a purpose or agenda)
Your words are misinterpreted.
Restate your point.
Interrupter You give in. Be assertive.
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NONVERBALCOMMUNICATION
Words
10%
Voice/Tone35%
BodyLanguage
55%
HowAudiencesGetTheirInformation
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NONVERBALCOMMUNICATIONVOICEq Speakslowlyandclearlyq Projectyourvoiceq Soundconfident,sincereq Pausebeforeyouanswer
BODYLANGUAGEq Openq Relaxedq Energeticq Friendly
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OPENNESSANDENERGYq Keepyourheadup.qMaintaineyecontact.q “Talk”withyourhandsandface.q Smileunlessthesubjectisverygrave.q Benatural.q Pepyourselfup.
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INTERVIEWSSTANDINGqWeightevenlydistributed,withonefootslightlyinfrontoftheother.q Standstraightwitharmsatsideswhennotusingthem.q Ignorethemike.q Don’tcrosshandsinfrontorbackorcrossarms.
SEATEDq Chooseappropriatechair.q Situpstraight,leanslightlyforward.q Lookatthereporter.q Talkwithyourhands.q Varypositionfromtimetotime.
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APPEARANCECheckanddoublecheckyourselfinamirror.
Isyouruniformcorrect?Isyourappearanceprofessional?
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GoodAdvice(underlinedwordsarethings‘usArmyfolks’don’tdowell)
1. Beyourself.2. Becomfortableandconfident.
3. Behonest.4. Bebrief.5.Usehumorwhenappropriate.
6. Bepersonal.7. Concentrate.8. Showenergy.9. Bepositive.10.Showsincerityandconcern.
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IFYOUREMEMBERNOTHINGELSE...Ø TellItAll(withinOPSEC andprivacylimits)Ø TellItFast(speedcounts)Ø TellItFirst(maximumdisclosure,minimumtime)
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TimelessCrisisCommunicationAdvice
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SevenCardinalRulesofCrisisCommunication(corporate;fromCovello andAllen)
1.Acceptandinvolvethepublicasapartner
• Yourgoalisaninformedpublic,notsimplydefusetheirconcerns
2.Plancarefullyfordifferentaudiences
• Eachdifferentaudiencewillrequiredifferentadifferentgoalandprobablydifferentaction
3.Listentothepublic’sconcerns
• Peoplecaremoreaboutempathy,fairness,competencyandcredibilitythanstatsanddetails
4.Behonest,frank,andopen
• Losetrust,losecredibilityandthereisnorecovery
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5.Ifmorethanoneorganizationisinvolvedinthecrisis,work with
othercredible sources
• Disagreementamongorganizationskillspublicconfidence
6.Meettheneedsofthemedia 7.Speakclearly
• …inunderstandabletermsandwithcompassion
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ForReference
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TipforFocusingEffort:Makingthe“SphereofInfluence”Operational
(PLEASENOTE,THEDATAINTHISEXAMPLEISDATED;MERELYUSEDASANEXAMPLE)
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WhoandHowOftentoCommunicate?FocusingtheEffortTherearemanywaystogroupyouraudiences…hereareafewoptions…pickwhatworksforyou:◦ a)type,b)frequencyofcontact,c)linesofeffort,d)geographiclocation,e)similarityofpurpose,f)basedonyourunit’sobjectives,…thereareno“perfect”groupings– justdoit!
Questions:Howcrucialisengagementwiththeindividual/group/audiencetothegettingourmissiondone?–Doestheengagementrisetothecommander’slevel(requireshim/herpersonally)?
“AWay”:createfour“Tiers”;Critical,VeryImportant,Important,SlightlyImportant◦ I =Critical– warrantsCommander’sengagementonaregularbasis◦ II =VeryImportant– regular/continualengagementatthenextlevelcommanderlevel◦ III =Important– engagementasamatterofdoingbusiness◦ IV =SlightlyImportant– periodicengagementforsituationalawareness,maintainsupport
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TierI Office/POC USAWCEL PurposeforEngagement
CSA CSAStrategicStudiesGroup(DrDavidJohnson) SSI– ProfTreyBraun
CSA SIGChief(COLJimAdams) ACOMOutreach– COLSalvetti Bi-weeklyMeeting
CSA Director,SLD(COLFuller-Friel) USAWCG1(LTCRainey)SSCPersonnelPolicy(Students&Faculty;Follow-onAssignments;48&59Proponency)
VCSA Vice’sInitiativesGroup(COLCherylHarris) ACOMOutreach– COLMcConnell VCSAStrategicSeminar
HQDA- DAS AdminAssttoSA(Ms.JoyceMorrow),SecA’s StudyGroup AHEC– COLDawson
ArmyStaff(DCS, G3/5/7) LTGCampbell’sOffice COLTowery (viaChrisRizzo)
ArmyStaff(G3/5/7)– DAMO-SS MGSnow/ COL(P)Field ACOMOutreach– COLSalvetti Proponency(48,59,SO)
ArmyStaff(G3/7)– DAMO-TR BGToddMcCaffrey Provost– COLNye MELI&JPME
ArmyStaff(G1/OPMD) DirectorOPMD(COLDoerer) USAWCG1(LTCRainey) SlatingFutureSSCSelectees
ArmyStaff(G1’sCIG) SIGChief(COLMikeMiller)/CoC USAWCG1(LTCRainey) PersonnelPolicy
ArmyStaff(ASAM&RA) SSL(DCLM) Education/IntellectualEngagement
ArmyStaff(G8) QDROffice SSI Inform/HostQDRDevelopment
ArmyOCPA BGGaryVolesky /COLHutton PA/LL– MsCarolKerr Routinecoordination;mediarpts
JointStaff(J5) Strategy&Policy SSI Supportto“EvergreenGroup”
JointStaff(J7) JointEducationDirectorate(JPME;Accreditation) Provost– COLNye MELI&JPME
JointStaff(J7) Jt Warfighting Center(JWFC)&JntCtr forOperational Analysis(JCOA) CSLD
HQs TRADOC GENCone’sOffice,CIG, CofS CoS orDCO
TRADOC(PAO) COLKubik PA/LL– MsCarolKerr Weeklycoordination;mediarpts
Audiences&USAWCELs– TierI(1of2)
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TierI:EngagementLeads;MeetingRollCall
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ACOM - OutreachVCSA
ArmyStaff(G3DAMO-SS)
CSA(SIG)
AHECHQDA- DAS
CSLD
JointStaff(J3/5)
JointStaff(J7)
ARCIC
ASCCs:USARPAC,USARAF&ARNORTH
GCCs:PACOM,AFRICOM &NORTHCOM,
DHS
CAC/CADD
PA/LL
CongressandOCLL
TRADOC (PAO)
ArmyOCPA
PKSOICAC (Doctrine)
OSD-P
DOS(InternationalOrgs)
USAID
SSI
CSA(SSG)
ArmyStaff(G8-QDR)
JointStaff(J5)
SSL
ArmyStaff(ASA M&RA)
DOS(Pol-Mil)
FCC– SOCOM
ProvostArmyStaff(G3DAMO-TR)
JointStaff(J7-JPME)
CAC (LD&E)
BoardofVisitorsUSAWC G1
CSA(SLD)
ArmyStaff(G1OPMD)
ArmyStaff(G1’sSIG)
DCOMArmyStaff(DCS, G3/5/7)
DAA
Chief
Garrison
USAWC G3
USAWC G9
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EarnedMediaExamples
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Handing out soccer balls to local children…
Meeting local leaders in a mosque…
And patrolling the open desert in tanks.
All done by the same unit on the same day.
Visit our official website: http://www.stewart.army.mil/tfm/homepage/default.asp
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One Soldier diagnosed with a stroke,
Life-saving medical treatment 75 miles away,
A blinding dust storm in between,
Two amazing pilots. . . one great story.
To watch the video, go to: http://www.dvidshub.net/?script=video/video_show.php&id=77327
For something on the lighter side of life, check out “Good Luck Chuck” and other TF Marne videos on YouTube: http://www.youtube.com/user/TFMarnePAO
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Operating in a wide variety of climates and conditions. . .
For other great photos:http://www.flickr.com/photos/tfmarne/
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your Soldiers do their duty faithfully and well. . .
For other great photos:http://www.flickr.com/photos/tfmarne/
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…as they help to build a better life for others…
For other great photos and quick news, we are also on Facebook: http://www.facebook.com/pages/Tikrit-Iraq/Task-Force-Marne/156320704002
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For more Heroes of the North see the Task Marne Websitehttp://www.stewart.army.mil/tfm/hon/home.aspJune2017 75
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For more Heroes of the North see the Task Marne Websitehttp://www.stewart.army.mil/tfm/hon/home.aspJune2017 76
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We work hard, but get a chance to relax with theOccasional USO show.
For stories on events such as the concert tour of the female AC/DC Tribute Band “Thund Her Struck” and Superbowl Sunday in Iraq with the Houston Texans’ Cheerleaders see the Task Force Marne North Star.
http://www.stewart.army.mil/tfm/homepage/default.asp
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We look forward to returning home, but until then follow Task Force Marne at:
Official Website: http://www.stewart.army.mil/tfm/homepage/default.asp
Facebook: http://www.facebook.com/pages/Tikrit-Iraq/Task-Force-Marne/156320704002
Flickr: http://www.flickr.com/photos/tfmarne/
You Tube: http://www.youtube.com/user/TFMarnePAO
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ReinforcingPointsonImagery(COACHINGPOINT:YOUMAYHAVETOBEINVOLVEDINSELECTIONOFIMAGERYTOPROPERLYMEETINTENT).
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EndExample