A decade ago, on my first day as a Chief Executive Officer I received a phone call from a board member. Thought for sure that it was a congratulatory message encouraging me forward in setting a new vision and leading the organization to ongoing success. I couldn’t have been more wrong.
Instead, it was a stern message offered in supportive optimism that is so important for CEOs to her whether it is day 1 or day 10,000.
He began, “You know you aren’t really the CEO.” It was striking to hear. I had a signed contract, new office, and freshly printed business cards. It’s a message that really makes an impression.
It was meant to achieve two things. First, to get my attention. It did! Second, to identify the enormous breadth of responsibilities of a CEO or other executive leaders. He continued encouragingly:
“You need to be the Chief Communications Officer too. People cannot follow a leader who doesn’t say where they’re going.”
It’s a lesson shared years later by then recently retired Speaker of the U.S. House of Representatives John Boehner during his Jay Leno appearance, something like ‘a leader without followers is just a guy out walking around.’
As I work with more and more executive leaders – CEO and beyond – it’s apparent that their role as Chief Communications Officer is often underdeveloped. It’s an opportunity not fully embraced, a chance not fully accepted, an opening not fully taken. And, it can be a miss, a big miss.
As our employees are expecting more and more out of us and the workplace, the role of communications is key to our ongoing success. Effective communication from the CEO plays a key role in setting the vision, establishing trust, aligning employees, and fostering a healthy company culture. Successful communication includes:
Audience. The CEO must recognize and understand the diverse audiences within and outside their organization, including employees at various levels, consumers, donors, government officials, board members, volunteers, and other stakeholders. Each audience has unique interests and concerns needing tailored communications without changing the key messages to ensure that messages are effective and resonate.
Mode. Choosing the right mode for communication is essential. Emails and memos still have their place, but newer opportunities like video calls, company-wide chat apps, and internal social media channels offer interactive and accessible ways to connect with employees. Most importantly, the oldie-but-goodie, in-person meetings are critical to successful communication.
Messages: Clear and consistent messaging provides direction and reinforce the organization’s mission and values. CEOs should strive to communicate transparently and authentically, even when delivering difficult news. Messages should not only convey important information but also inspire and motivate employees. Make sure you are communicating the big news and the smaller things of great interest to your audience.
Frequency: Regular communication builds trust and keeps employees informed and engaged. A consistent cadence of updates sets an expectation and helps maintain a connection between the CEO or leader and their many audiences. Consistency reassures people that they are part of a larger conversation and that their leader is accessible and invested in their well-being.
Messenger: The CEO’s as a messenger are significant. Their words carry weight and set the tone for the entire organization. Being approachable and relatable helps establish trust and credibility. And a CEO cannot do it all. Make sure your leadership team is taking on the role of communicating also – it magnifies your success, uplifts your leaders, and helps build shared leadership responsibilities.
That’s the outgoing communication from the CEO or leader.
We know that effective communication is a two-way street, and listening is just as important as or more so than speaking. I often remark that it’s the most underappreciated leadership skill of a CEO. Be open to closing your mouth, putting down your pen, stepping away from the microphone, and moving away from the keyboard. Just listen. Be open to feedback, questions, and concerns from all directions. This openness fosters a culture of transparency and collaboration. By actively listening, CEOs can identify potential issues early, understand employee perspectives, and make informed decisions that align with the team’s needs.
I have developed effective communication strategies, calendars, and approaches for CEOs and other leaders to adopt and adapt to their organization. Please reach out – happy to provide them to you! Email me at mike@mikegiffordconsulting.com.Top of Form
So yes, you are the CEO or the Division President or the Program Director, but the challenge is what else are you?
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