Communicating CEOsLearn Management Articles on management-info.biz. Communicating CEOs article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
I think we're supposed to be impressed that CEOs spend that much time on communication. But, quite frankly, what else does a CEO do? And, if you consider both direct and indirect communication, wouldn't that be more like 90%? So, what do CEOs do, and how much of that involves communication of one kind or another? Well, they make decisions. But before they make them, good CEOs get information from specialists in their organization. They also may check other options by reading newspapers and magazines, attending conferences, and talking to their peers. All of which involve communication. For example, let's say a CEO must decide whether or not to launch an important new product line. Before she makes that decision, our CEO will have had discussions with, and reports from, senior members of the sales department. She will also consider the country's economic outlook in the coming months and years, talk to others about what competitors might do, and review the financial implications with the VP of corporate finance. It's all about gathering, distilling, and transmitting information: what we call communication. Turning to another CEO function, what about envisioning a new future for the organization and developing a strategy based on it? Again, communication can't be taken out of the mix. After all, you can't just pick a vision out of the air. It's the outcome of reflective thinking combined with information, knowledge, and insight. All of which come from communicating. And, there's often a kaleidescope effect before a vision emerges. All sorts of information tumbles around in the mind, over and over, like clothes in a dryer, until eventually a new and promising pattern reveals itself. For example, suppose the Vice President of Human Resources has just been promoted to Chief Executive Officer, and the board made it clear it expects him to put his own, unique stamp on the company. He might retire to his office and spend a lot of time inside trying to think of a new direction. But, it's far more likely he'll reach out, rather than withdraw. He'll talk to staff on the front lines as well as managers. He'll read everything relevant he can find in books and magazines. As that information pours into his mind -- as the communication process enriches his imagination and knowledge -- he'll start to envision possibilities. Some will be more promising than others, and he'll talk about them with others in the organization. Eventually, some sort of consensus will likely emerge about the most promising vision. Those are just a couple of examples from the work of CEOs, but you can see why I'm skeptical about the 50% figure: There's not much about a CEO's job that does not involve communication of some kind. In summary, CEOs may do more than communicate, but almost everything they do will be driven or influenced by communication processes inside and outside the organization. Communication Magic. - The Amazing Formula for Communicating straight from the Heart in your relationships. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Performance Appraisal - Ten Stupid Things Managers Do To Screw It Up By Robert Bacal Performance appraisals aren't fun. But a lot of the time they are agonizing because managers do really dumb things, ending up destroying a process that is important to everyone (or should be). Appraisals are always going to be a little bit stressful for everyone, but these errors guarantee that the point of appraisals -- improving performance, is lost in the shuffle.Stupid Thing #1: Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.Perf… 2. Discover the Astonishing Power of Words Today! By Gerard McLoughlin Picture all the people you know who are dynamic, successful and self-confident. The ones who are the stars of every gathering. The people who are witty, intelligent and entertaining. The scintillating personalities who can be relied upon to light up every occasion.These super confident people are never tongue-tied, never shy, never afraid to express an opinion.You will never see them cowering in their seats too shy to express their views or sitting quietly in a corner while others are making a… 3. Leadership - Connect to Engage! It's been said many times that true leadership is measured by ones ability to motivate and influence others. Leaders must work hard at motivating people to take action necessary to drive change and to ultimately increase results. Even though most people would agree with the definition of leadership as the ability to motivate and influence others, most people still have trouble translating the definition of leadership into actionable and measurable steps. The biggest obstacle faced by many leader… 4. Know Your Client - The First Rule of Business Coaching By Martin Haworth Whilst the very best coaches have undertaken independently accredited training and or have years of experience with clients, new self-assessment questionnaires are coming available which is evolving coaching into a far more focused activity. And that is to the benefit of coach/client relationships for the following reasons:- Key Areas Results from assessments enable the coach and client to understand key areas for development and the client can then choose which will be most beneficial.Focus A… |
||||
