PM - Great Communicators Are Great Explainers/하버드 비지니스 리뷰
누군가와 커뮤니케이션을 한다는 것이 얼마나 어려운 일인지는 더 이상 설명하지 않아도 될 일이죠.
주거니 받거니하는 커뮤니케이션도 힘든데 일방적으로 누군가에게 설명을 한다는 것은 더욱 힘든 일입니다.
최근 버락 오바마 대통령의 의사소통 방식이 바뀌었다는 소개와 함께 리더쉽, 커뮤니케이션, 설명의 중요성에 대하여 설명하고 있습니다.
프랭클린 루즈벨트 대통령의 사례도 여러번 언급이 되고 있군요.^^
PM도 MR들에게 늘 설명하고, 또 설명하고, 또 설명해야 합니다.
좋은 글이라는 생각이 들어 올려봅니다.
Great Communicators Are Great Explainers
11:37 AM Monday June 22, 2009
Tags:Communication, Leadership
In the months since Barack Obama has taken office, a curious thing has occurred in his communication style. He has toned down the rhetoric and geared up the details. As Don Baer who once worked for President Bill Clinton put it, Obama is now "the Great Explainer."
In doing so, Obama is following in the tradition of a previous president, Franklin Roosevelt. At his best, Roosevelt, either on radio or to the press, took on the role of a trusted friend explaining things in simple terms so that anyone could understand them. For example, Roosevelt compared the U.S. program of Lend Lease to Britain in 1941 to a neighbor lending a garden hose to a neighbor trying to put out a house fire.
Explanation is a key attribute of leadership communications. Leaders know to inject their communications with verve and enthusiasm as a means of persuasion, but they also need to include an explanation for the excitement. What does it mean and why are we doing it are critical questions that every leader must answer with straightforward explanations. Here are three ways to become an effective explainer.
Define what it is.
The purpose of an explanation is to describe the issue, the initiative, or the problem. For example, if you are pushing for cost reductions, explain why they are necessary and what they will entail. Put the cost reductions into the context of business operations. Be certain to explicate the benefits.
Define what it isn't.
Here is where the leader moves into the "never assume mode." Be clear to define the exclusions. For example, returning to our cost reduction issue, if you are asking for reductions in costs, not people, be explicit. Otherwise employees will assume they are being axed. Leave no room for assumptions. This is not simply true for potential layoffs but for any business issue.
Define what you want people to do.
This becomes an opportunity to issue the call for action. Establishing expectations is critical. Cost reductions mean employees will have to do more with less; explain what that will entail in clear and precise terms. Leaders can also use the expectations step as a challenge for people to think and do differently. Your explanation then takes on broader significance.
Good explainers need to be careful, however, not to overdo the details. In a town hall meeting format, the leader sketches the facts and supports them with data points. Dwelling too long on a single point, or points, risks not simply boring the audience but confusing them. Save detailed explanations, which are necessary, for written documentation or team meetings. The latter presents an opportunity for the next level of leaders to translate the communications into action steps.
As such, detailed explanations work well in face-to-face situations, or in team meetings. They become opportunities to elaborate on possibilities. More important, they also allow individuals to offer their feedback, something that typically cannot occur in large-scale town hall events. The explanation becomes an invitation for discussion, and skillful leaders use it to communicate not simply facts, but also to engage support for their ideas.
One final point. Explanations may include aspirations. On March 31, 1945, Franklin Roosevelt gave a briefing to Congress on his meeting with Churchill and Stalin at Yalta in which the future of post-War Europe was discussed.
During the course of his presentation to Congress, as H.W. Brands writes in a brilliant new biography of Roosevelt, Traitor to His Class, the President, only weeks from death, mused momentarily to talk about the need for enduring peace. "Twenty-five years ago, American fighting men [in reference to World War I] looked to the world to finish the work of peace for which they fought and suffered. We failed them then. We cannot fail them again."
FDR, like all good leaders, knew how to close a good explanation with an equally good challenge; it puts people on notice and gives them a reason for action.
'지식창고(펌글모음)' 카테고리의 다른 글
| PM - 질레트의 비젼과 끈기 (4) | 2009.12.21 |
|---|---|
| PM - 도광양회(韜光養晦), 겸허저조(謙虛低調), 유소작위(有所作爲) (0) | 2009.12.14 |
| PM - 재테크 성공의 길... 자신이 잘 아는 것에 집중한 버핏과 린치 (0) | 2009.12.07 |
| PM - 일을 사랑하라 (2) | 2009.12.02 |
| PM - 첫번째 펭귄이 된다는 것, 실패를 두려워하지 않는 도전정신 (0) | 2009.11.23 |
| PM - 멈출 수 없는 이유 / 유일하게 부레가 없는 물고기, 상어 (0) | 2009.10.28 |
| PM - 불만은 세상을 바꾼다. (0) | 2009.10.22 |
| PM - '신사 숙녀에게 봉사하는 신사 숙녀'... 리츠칼튼의 모토의 유래 (0) | 2009.10.12 |
| PM - 지나침보다 모자람이 낫다. (2) | 2009.10.07 |
| PM - 꿈의 크기가 인생의 크기를 결정한다. (2) | 2009.09.23 |
200910 Marketing Monthly Brief(September).hwp