A sustained professional development program for your C-suite and other spokespeople is a must. How do you get there? That's covered in Chapter Six of my book A+ Strategies for C-Suite Communications: Turning Today's Leaders into Tomorrow's Influencers.
I'll focus on some of the highlights here. Strategy is all well and good, but leaving it on a piece of paper (or a series of bits and bytes) won't get the job done. Putting that strategy into practice separates the thinkers from the doers. As you shape your communications strategy, consider these questions (along with some potential solutions) to help you sustain your company's influence over the long run.
- What arguments can you use to persuade your C-suite to follow through and become stellar communicators? Gain an understanding of what types of persuasion they best respond to. For instance, some may view financial issues as paramount. Others might respond to emotional appeals. Perhaps a particular department holds "pet" status in their eyes. The more you know their tendencies, the better you can attune the professional development program to their preferences, making the medicine go down easier for them.
- What steps can you take to establish stronger relationships with the C-suite's executive assistants? How can you enlist them to schedule practice time on your leaders' calendars? Gatekeepers can make your life easy or excruciating. I'm not suggesting you buy candy or flowers for their assistant every day. The goal is to become a professional resource for them. They may not fully grasp just what it is you do as a communications or public affairs professional. So engage in some chitchat every now and then to help illuminate matters. And if you can help them out of a scheduling jam every now and then, do it, as long as it won't negatively and permanently damage your communications goals. An important note: Be genuine. Fail to do so and you'll be viewed as an obsequious gladhander; expect that door to be slammed in your face every time.
- How does a continuous professional development regimen accrue to your company's bottom line? Too many executives (and communicators, for that matter) examine only the numbers. Big mistake since not every facet is easily (or accurately) measured. Finances are important, no question. Just remember to study more than the money. Items like your company's reputation and public policy bottom lines also come into play. Impress upon them the value of reputation and their role in enhancing and preserving it. Lose it once and your business will have a devil of a time regaining it. With regard to public policy, cite examples of how wins in the legislative and regulatory arenas beef up your business while also leading to future successes.
- Given the hectic calendars your C-suite maintains, what types of learning opportunities can you devise that fit into their schedules? Not every learning encounter needs to soak up hours of time. Find those small gaps in their calendar that allow for some spontaneous Q&A rehearsal, for example. Or solicit their thoughts on how your company might best execute an upcoming campaign. Bonus tip: Once you've made an ally of their executive assistant, determine when those schedule gaps might be and do your best to just happen to show up at the right moment.
- How can you become an advocate within your industry for ongoing professional development? Get involved with your industry association. Pitch in where appropriate. If they have a communications or public affairs council, join it. Share techniques with peers that you have found successful. In return, pick their brains for ideas you might be able to use. Inform your executives about these steps you have taken on behalf of your business. They may be more likely to accept your guidance once they learn of your efforts to garner additional viewpoints.
It's a good idea to discuss these issues with co-workers, professional colleagues, mentors, and in your own mind.
C-suite executives, what can you do with this information? Pass it along to your communications and government relations staffs, and give them some guidance as to how you'd like to see the above issues addressed.
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