The Language of Business

Do you speak the language of business?

If you’re in a corporate function, there’s an easy way to tell.

• As a finance manager, are you the last person included in discussions of an upcoming initiative?
• As a lawyer, do people get careful with details when you’re in a meeting?
• As a communications director, did you miss the strategy discussion and only felt looped in the week of the all-hands meeting?
• Or are you the marketing lead who is pulled in to launch a new product after decisions have already been made about the target audience?

Limited exposure happens every day inside of companies, and it’s often because the functional areas don’t speak the language of business. They have deep expertise in their areas, but they don’t easily translate that to business outcomes that are common across operational areas. And unintentionally, that can create an impression of being narrowly focused or missing the bigger picture that a leader needs to resolve.

The finance guy speaks budgets and numbers and forecasting and risks. The lawyer speaks regulations, compliance and contracts. And marketing speaks lead generation, website statistics and clicks and open rates.

In fact, for a subject matter expert, technical knowledge can be so entrenched as a language that others in an organization don’t think they can speak anything else. And that limits influence and visibility in an organization because peers and leaders won’t pull them into conversations until their functional expertise is needed. That means someone else is determining when the functional leader can add value.  And it’s almost always narrower than it could be and later than it should be. And that’s a disservice to the SME and the company.

I first saw the gap in the language of business through executive coaching. At the start of most engagements, I learn about teams and resources that add value to a leader. And as they talk about different resources, you can hear the difference in how they describe people who support them and people who partner with them. It’s a gap that many SMEs don’t understand, and most leaders don’t work around.

And it’s why we developed a program called Influencing Without Authority to shift the language of function areas to the broader language of business outcomes. And we coach to three specific things that can broaden perspectives and align to business language.

1. The Difference in Perspectives.

This is the most common blind spot in all the coaching we do. People communicate from their own perspective rather than aligning their thoughts to a listener’s perspective. If you’re a subject matter expert, you can assume that no one in the room understands what you understand. So, speaking in your language will always create distance with listeners.

We help all communicators consider a listener’s perspective and align it before they bring their own perspective into a conversation. And as we introduce a model for outlining conversations, it helps many communicators think beyond governing through their lens and get to a more common ground and suggested alternatives for leaders.

2. The Journey to Value.

In fact, more than just understanding a listener’s perspective, we coach SMEs to attach to what those listeners value. The expertise of many SMEs can be a narrow lane.  Too often, they listen with only that lens and focus more on what a leader shouldn’t do versus aligning to the priorities and outcomes the leader has to deliver.

We call it the journey to value, and we help groups go a step further in perspective to understand the goals and priorities beyond the current conversation. When a communicator can see that, they quickly understand how to fit their discussion into a broader picture.  It changes their input and shifts them to partnering with a leader on options.

When leaders hear a communicator who is trying to solve a challenge or create an opportunity, they hear insights beyond the area of expertise.  And they notice the skill of communicating with the broader business in mind. And the communicator shifts from a subject matter expert to a valued utility player.  That’s someone who has knowledge that can be leveraged in many different ways.

3. Activities and Outcomes.

Our third area of focus gets specific in helping any expert build messaging that aligns to business outcomes.  And it challenges every SME to think beyond their activities to broader business outcomes. That’s the final step to align to the language of business.  And it may be the hardest because it positions the functional efforts more as a means to an end or a part of a broader outcome.

Here are specific examples:

I’m a finance manager talking to a business unit leader about her budget. She’s requested three additional head count that don’t fit within budget guidelines. My role is to communicate that she can’t add those costs. In this instance, she’s focused on a means rather than an outcome.  And if I understand what she’s trying to accomplish, I can help her consider ways that she could get to an outcome without additional headcount.  If you delay your project launch by four months, you’ll have a better view of first quarter results and could adjust your spend to better align to the project needs.

I’m a lawyer talking to the senior leadership team about compliance training.  The legal team has been very focused on getting people through the training, and we’re pleased that we plan to have half of the organization trained by the end of the year. But that’s the legal team’s activity and not the value to the business.  So, the message to the leadership team should be:  By training half of our employees on compliance risks, we’ve updated awareness of new risks and built confidence in their ability to prevent those risks in the year ahead. 

I’m the marketing director, targeting a specific demographic for a new product. My efforts produced a 15% increase in leads from the targeted group. When I meet with the sales leader to report on that progress, I’m likely to mention the 15% increase in leads as the outcome.  But to the sales leader, it’s one step towards a broader outcome which is to generate product sales from the leads. To attach to the sales leader’s value, I’ll say that: By increasing leads by 15%, we should be able to generate an additional 10% in product sales to this demographic.

Speaking the language of business is a valued skill and a critical skill to help someone in a specialized area continue to gain visibility and advancement in an organization.  If you run a functional area and think your team could improve communication, we’d love to share more about Influencing Without Authority and how we’ve helped teams expand their influence across an organization.

Call us when you need us.

 

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

How Do You Learn to Manage People?

We’ve taken an interest in people managers since the beginning of the pandemic. Because as we supported different experiences across companies, we quickly saw the pressure point was people managers. And we wrote and coached about how to handle worry, loss, loneliness…. and inconsistencies in work. That order was the priority during the pandemic as managers were told to “look after people” first.

Then, we saw the “return to work” phase, as managers had to pivot to manage the work versus managing the people. Some stepped in and took it on themselves so they could look after people and look after work when the two were in conflict with each other.

And now with company plans firmly in place, people managers are expected to be firmer in managing people. In the last two years, people managers have come full circle with giving feedback, reviews and sometimes performance ratings that communicate less flexibility and more expectation. And through it all, new pain points for people managers have emerged.
Anecdotally, we set out to learn a few things from both perspectives: the managers themselves and the people being managed. And we came away with interesting insights.

When people managers were asked to rate themselves in terms of effectiveness, (scale of 1-5; 1=poor and 5=outstanding), the average was a 3.5. Some were threes and some were fours, but everyone we talked to considered themselves average or a little above.

But when we asked for the same rating of effectiveness from people who are managed, the swing was much greater. Some employees rated their manager a five, and some rated their manager a one. And the wide discrepancy led to another realization. The people managers who were rated the highest had been managing people for more than 10 years. And those who were rated very low started managing people during the last five years.

Our hypothesis became: your skill set at managing people has a lot to do with when you became a people manager.

People managers with a lot of experience under their belt now say the pandemic chaos was an anomaly. As their companies reset, they reset their management skills to conversation guidelines, feedback processes and team expectations that they learned to do a while ago. They have a toolkit that needs some refinement, but they find the fundamentals of managing people to be the same.

People managers who took on teams in the last five years see their role as inconsistent, and their experience has only been the frenetic shifts described above. Many say they aren’t confident being a people manager, and they don’t feel that they have much of a toolkit to guide them. They’ve been handed a new playbook every year and the guidance swings from “anything goes” to “enforce expectations” with smaller pivots in between.

If you ask the more experienced managers how they developed management skills, they all say their skills evolved over time and they learned by watching others and asking others for guidance.

That wasn’t a model that was sustainable during remote work and high-stress situations. So, it’s little wonder that newer managers feel they didn’t get the same guidance or support. And it’s why we’ve taken an interest in helping these younger managers feel more confident in the tools and their skills in managing people.

Work situations are different today, and both experienced and inexperienced managers told us that they find feedback conversations to be challenging.

Today, they’re managing a false sense of confidence from young employees, a stronger demand for personal preference and exceptions, and a concern that every conversation will be a negotiation. They brace for resistance and feel good when they can avoid conflict.

The seasoned managers have a better perspective on assessing behaviors and showing empathy without trading off work.

So while all managers feel they’re being tested by some of their employees, the more experienced managers have “seen things before” and feel more confident in their ability to work things out and get to resolution.

And interestingly, employees see the difference. When we asked those who rated a manager low what skills the manager needed, they say managers need to set clear goals and hold people accountable. They want constructive feedback, and they want to advance in their careers. But they admit they’re impatient about it and often feel the younger manager is in the way of their advancement rather than supporting their path.

The pain points were easy to identify with young managers and their teams. But as we’ve prioritized this development need, we’ve also talked to HR leaders to be sure we’re aligned on what the gap actually is.

And it has multiple components.

Guidelines for Hybrid Work – All managers need a reset on dealing with the blurred lines created by a new way of work. Every company has a return to work strategy, but in most cases, the strategy is different enough that managing people in a hybrid setting is still a development need.

Manager Network – Young managers can’t evolve over time as their predecessors did. In fact, many of their role models are no longer in the workforce to mentor them. The early retirement and remote work of seasoned managers has created a gap in companies. And managers need a structured network and sounding board to support each other.

Manager Toolkit & Tools – While they may have some tools, they want training that brings all the tools together. They don’t have time to find different pieces. They want the best practices for feedback and crucial conversations and guidance on applying them to their situations.

Brand & Confidence – Open dialogs have led to direct feedback from their teams. Sometimes charged with emotion, and sometimes just deflating. But demanding employees can erode a manager’s confidence, and they want to understand how their brand is perceived and how to hold their own in a tough conversation.

We’ve taken an interest in people managers because we know how critical they are in companies, and we hear the pain as we talk to them in workshops and coaching sessions. While it’s no one’s fault that the gap developed, it will be everyone’s problem if young managers don’t gain confidence in their ability to manage.

And that’s why we’ve developed a program that focuses on the components above. We’re talking to companies about how to leverage it and how to tailor it to the needs of their managers. And if you’re experiencing similar challenges, we’d welcome a chance to talk to you as well.

 

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

LIGHTS! CAMERA!…and LOW ENERGY?

Why is it that the best communicators fall flat when put in a studio to produce a video?

The seasoned communicators who’ve tried it will tell you it’s because it’s too scripted. They prefer a more informal and conversational approach. Or they say, it’s too constricted.  They believe their energy comes from movement, and they want to move around like they would on a stage.

And while both the tighter content and the limited movement are concepts that take adjustment, the biggest difference that communicators struggle with is the lack of an audience.

It’s ironic because when you ask communicators in other settings what makes them nervous or throws off their focus, the common issue is the audience. “The group was bigger than I expected, I didn’t know a senior leader would be there, or they weren’t as interested in my topic as I was told.” If you find the audience to be a challenge as a communicator, you’ll find the lack of one makes video production even harder.

Ask anyone who’s produced a lot of videos and they’ll tell you: the hardest part of video is understanding how to lead a one-sided conversation as if it were a two-sided one. And essentially, that’s what changes the most.

For years, we’ve guided our executive coaching clients to get comfortable with video as a medium. But we couldn’t have predicted how quickly it would take hold as different ways of work evolved, and leaders weren’t in front of employees as frequently. Today, more than 50% of internal communications is done via video. And by video, I don’t mean live communication that’s hosted on a virtual platform. I’m referring to taped communication that is produced for sound bites, promotion and engagement on topics.

And it’s not just leaders who are using it. Video has become an easy way to get information out in a short format. Companies are adding studios to their offices, and they’re creating pre-taped messages to support most internal initiatives. The only piece missing are communicators who are effective with the format.

That’s because it’s different enough that skills don’t easily adapt to it. Communicators need some help translating and adapting what they know about energy and engagement to the new format.

In fact, whether you’re the coach or the coachee working on a video format, it’s important to make sure the skill set of the communicator starts with an understanding of intent more than technique.

Too often, people who coach communicators give tips and techniques that mask poor habits rather than working through them.

And when a communicator tries to translate those techniques to a different setting, it seldom works because the old habit is still there.

Across all settings, our focus always begins by talking to a communicator about their toolkit. Every communicator has the same one: their body, their voice and the listener. The tools don’t change across settings; a communicator’s understanding of how to leverage them does.

So how do you coach a communicator to be impactful through video?

First, you talk about scripts. Some communicators have learned to use teleprompters for keynotes and large stage events. In this setting, they can use headlines and short-form bullets as an outline. But when producing video, the content has to be much tighter. Videos have 2-3 minutes to be compelling and succinct. It’s sound bites, it’s phrases – and it’s always scripted. The conversational tone most communicators want to convey comes through in style, not content. Coaching someone to read a script in a conversational way is step one.

Second, you focus on the body. Video requires a more settled presence. Movement is distracting. Some people like to stand to get involved in what they’re saying, but most people do their best seated on a stool. Either way, the goal is to get someone forward toward the camera. Coaching focuses on helping a communicator feel settled and involved at the same time.

The third coaching area is the voice. Video requires someone to be able to land a point and create energy through effort behind the voice. Foundational skills translate easily to video in terms of articulation and projection. The harder coaching concepts are landing a point and putting emotion behind words and phrases.

And that leads to the missing element: the audience. Communicators leverage energy and engagement back and forth with listeners in other settings and when it isn’t there, their own energy drops quickly. Unfortunately, it’s easy to spot. Someone who doesn’t know how to connect through video will look as if they’re staring. The eyes become hard, and it’s easy to see them reading the script.  That’s less about reading and more about keeping expression active in communication.

If you’ve worked with SW&A on presence and style, you know the answer. Connection is less about looking at someone and more about drawing response from someone. Again, it’s the intent of connecting with someone and less the technique of eye contact.

When we coach someone how to engage with a listener, we illustrate the two-way interaction of connection. And if you understand the essence of connection, you can translate it to video. It is the concept of leading a one-sided conversation as if it were a two-sided one. You have to work for emotion, you have to work for response – even though you won’t get it. What you will get is expression through the communicator’s eyes and face. And that’s what makes video feel as if a communicator is talking directly to a listener.

Video is a powerful medium when it’s done well. And it’s a frustrating one when seasoned communicators don’t know how to execute it.

We can help!

SW&A coaches communicators to connect through video in 1:1 coaching and group workshops. And we can ensure that when the lights and cameras come on, there will be great energy on your side of the lens.

As always, we’re here when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

The Art of Answering Questions

When we work with individuals or teams to prepare for important presentations, our debrief always includes interest in the questions asked throughout the presentation. And the response is varied. Some presenters say they received no questions, others share a few and some presenters can’t remember.

Sometimes, they brush it off and want to talk more about how they did than how the listeners reacted. And yet, questions are arguably the most important part of most communication.  The questions asked by listeners reveal how the information was received and how it’s likely to be used once the meeting wraps up.

When we coach big moments, we talk to presenters about how to impose questions on a group as a way to gauge what they heard and whether they’re aligned before the presentation ends. Questions are the clearest indicator a communicator gets on how well they transferred knowledge.

But answering questions is not a skill that most communicators learn or practice.

And that’s because questions aren’t considered to be critical or challenging early in your career.

In fact, as you begin to present to colleagues, questions may be easy to manage. You know the audience well, and when they ask questions, it’s easy to understand why they’re asking.  They want to know how a topic impacts their work or their role.  And chances are, the questions ask for more detail around something in the presentation.  So, you can go an inch deeper or restate a concept to offer more context.

There may also be a manager in the room who manages the scope of questions for you.  So, when someone asks for more detail or challenges a detail, you may get air cover to shut down a line of questioning or keep the topic in scope.

Early on, communicators rarely say they didn’t understand the reason a question was asked.

And yet, as opportunities expand and audiences become more diverse, that’s the most common complaint we hear from communicators. “I have no idea why they asked me that question.”

In the toolkit of communication skills, the inability to answer questions effectively will become a vulnerability for a communicator. And in fact, it will also become a determining factor of whether they continue to gain visibility to different groups.

As leaders interact with communicators, they always gauge how well someone shows up. Style and presence matters, clarity of messaging matters. But the ability to transfer knowledge through how questions are answered may matter the most. If confidence and clarity got you in a high-stakes meeting, it’s the ability to manage questions well that gets you back to the next one.

In fact, the ability to answer questions well is one of the most universal skills of communication because every manager and leader has to answer questions. Questions transcend across every setting from conference keynotes to media interviews, from investor days to board rooms, and from customer meetings to employee round tables. If you learn to manage questions well, you will leverage it in every step of your career.

It isn’t easy.

Questions are dynamic. They come from listeners, so you prepare for them the same way you prepare your storyline. You can anticipate about 60% of what will be asked if you consider the listeners’ perspective. But questions require real-time, in the moment content that means thinking on your feet and being as clear and focused as you were throughout the presentation.

As your career advances, questions become harder because audiences and listeners get more diverse. You don’t have the understanding that you did when you spoke to colleagues. You don’t always know why someone asks a question or how they’re trying to apply your response. It takes a new skill set and an intentional process to think on your feet and manage questions effectively.

We coach a three-step model for answering questions.

STEP ONE:  Adjust the Question.

On any given topic, presenters have a defined sweet spot. It’s the scope of what they know and the depth of what they can answer. And yet, they rush in to answer things that they may not understand. They stumble when they try to answer anything and everything.

With broader audiences and more senior leaders, questions aren’t as simple or as clear. Leaders ask questions to connect recommendations or challenges to their areas of a business. And often, the communicator won’t know their area or can’t easily transfer their knowledge to it. So, they have to listen to the question and adjust the questions to what they can answer. Confidence in answering questions begins with the ability to adjust the question to your sweet spot.

STEP TWO:  Answer in a Sentence.

Because the presenter often feels that the Q&A section is more informal, they shift from being “on point” to a more casual communication style. They think out loud and often ramble through an answer to get to a point. That makes it hard to follow a response, and it annoys the more seasoned listener. Learning to pause and organize a focused response is a discipline that comes with answering questions well. A one sentence answer signals a definitive response, whether it means a definitive answer or not.

STEP THREE: Illustrate a Response.

Once a listener reacts to a clear response, you can expand on an answer and offer more context or illustration of how your response applies to a function within the company. The more complex questions tend to evolve into a back and forth with a listener, and communicators need to be comfortable with managing questions that don’t have easy answers. They lead to more questions.

 

Questions with tougher audiences and more seasoned listeners are still a sign of transferring knowledge. But the application of concepts isn’t as clear, and questions often open up more discussion. Communicators become facilitators who can guide a diverse group to common takeaways.

If you’ve reached a point in your career where communication has shifted from informing groups to trying to influence decisions, then answering questions is now a critical skill. And because it’s a common gap and frequent request, we’ve pulled it out of our content programs and developed a workshop focused solely on the art of answering questions and thinking on your feet.

Check out Handling the Q&A as an upcoming Open Program or get a tailored one-day program for your team!

As always, we’re here when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!