Getting the C right in the C-suite: Why it’s always personal
Written by Natalia Smalyuk
Before a National Post reporter asked his first question in an interview I hosted with a D.C.-based leader of a global company some time ago, my client launched right into it: “Let me tell you why this matters.”
A bit too aggressive for Canadian media, I thought, but there was no denying that this executive was keenly aware of his role as a sense-maker. He painted a picture for his Canadian clients, employees and partners that made his message meaningful to them.
That’s what leaders do. They are Chief Interpretation Officers. Interview by interview, conversation by conversation, presentation by presentation, they answer the questions:
Why should I work for this company?
Why should I buy from this company?
Why should I invest in this company?
As much as we hear “nothing personal” in our work lives, the reality is, it’s always personal – or we don’t care. For many, that personal connection has to be bigger than a paycheque, corporate strategy or double-digit growth. One of the most powerful motivators in the world is: changing the world. Remember “We choose to go to the Moon”? These words from President Kennedy rallied the nation.
While company goals are not always as lofty as those set by world leaders, corporate executives can interpret them to make sense to us and get our hearts racing a bit faster. May be it’s not just about a paycheque – but being part of a superb team. Not just a new strategy – but beating the competition. Not only double-digit growth – but amazing customer service.
Here are some ways leaders can build a deep connection with their audience:
Break out of the CEO bubble
When asked what the worst part was about being the chairman at General Electric, Jack Welch said: “Being the last to know.” Even the best are not immune from feeling lonely at the top. What’s going on? What keeps your stakeholders up at night? What gets them out of bed in the morning? To know this, leaders need to seek out diverse voices. They can empower the team to raise issues, and manage their ego involvement when the feedback is not positive. “Tell the CEO” webpages or HSBC Exchange meetings are examples of avenues where employees speak up and managers listen. Pulse surveys and compilations of verbatim customer comments are tactics to take the temperature. CEO’s can also learn a lot simply by walking around the office and talking with people (not necessarily about work).
Know when to step aside
Chinese philosopher Confucius said: “Tell me and I’ll forget, show me and I may remember, involve me and I’ll understand.” That’s a formula for engaging the team in something that has personal meaning. If you are a know-it-all who tells them what to do, they will come to you for fully baked answers, without learning the wisdom behind them. If you show them the big picture, ask what they think and work with them through solutions, they will go the extra mile. It takes a diverse team to go to the Moon, whatever that means in your business – including your employees, your customers and your partners.
Manage your visibility
In 1994, I was among the group of students greeting President Clinton on his visit to Minsk. When Clinton shook my hand, I felt like the only person on earth who mattered. While not everyone has that kind of charisma, being visible and approachable is expected in a senior role. According to The Environics Communications CanTrust Index, we value leaders who are open. Whether you are an extrovert who craves the spotlight or an introvert most comfortable in front of the computer, don’t spend your days locked away in the corner office and leave your visibility to chance. Get out and about. Remember: how you talk, smile and walk around sends strong signals across the organization.
Design your executive communication style
Communication doesn’t have to be uncomfortable. Being mindful of your strengths and weaknesses, you can build an authentic style that keeps you connected to your audience. Consider an annual cycle of communications around key milestones, such as quarterly results, survey releases, report publications, planning meetings or even holidays. You can choose the what, how, where and when. If big gatherings work for you, discuss challenges and gauge employee feelings in company-wide town halls. If you do better in smaller settings or controlled environments, arrange local tours, pre-taped videos or blog posts written in advance of important events. While focusing on your image, don’t shy away from showing your human side. It’s okay to mingle with your team – eat, drink, laugh and savour the moments that bring you together as people.
The C in the C-Suite could just as easily stand for Connection. Getting it right is about finding your way to stay true to your audience.