It may be a first for a professor who holds a prestigious chair at the Harvard Business School, but for Rosabeth Moss Kanter, it was a logical step-to synthesize her message into a rap song. Kanter has been writing, teaching, and consulting on change for more than two decades. “Why not take this [rap music] and turn it to a positive social purpose-to reclaim this genre from the gutter and elevate it to something that can inspire?”[2]
Kanter sees parallels between hip-hop and the corporate world. “I began to realize that the messages about the culture of business were just as good reaching down into the community. Like the line [in the song] that says, ‘Don’t get trapped in old divisions on a patch of tiny turf.’ I had in mind both the turf battles that go on within bureaucracies and gangs on the street.’”[3]
Charting Change
Through her 15 books and more than 100 articles, Kanter has been charting bureaucratic machinations and internecine corporate wars since the 1970s, when American businesses were hierarchical and those at the top ruled with the mindset of “my way or the highway.” Today the landscape of American business is global, and the hierarchical systems that worked so well in a command-and-control economy are seen as dysfunctional. Organizations operating within this landscape need to evolve new models, new ways to adapt to change. And that’s where Kanter comes in. Read the rest of this entry »
May
13
As a leader-communicator, it is imperative that you live your message, i.e., that you walk the talk. What can happen when leaders fail to perform in accordance with their words can be disastrous. The sexual abuse scandal that has swept through the Roman Catholic Church is a sad example of what can happen when the values of the organization do not match the actions of its members. Although cases of priestly pedophilia had been well documented for decades, the Catholic hierarchy, chiefly the bishops, took no public action. Rather than turn the predatory priests over to the authorities, they simply transferred them from parish to parish, enabling these disturbed adults to continue their molestations. They extended this same veil of protection to homosexual priests who had abused teenage boys. The crisis came to a head in the Boston archdiocese in early 2002, when it became public knowledge that Cardinal Joseph Bernard Law had been a prime mover in protecting some of the most heinous of these pedophiles. Law’s actions demonstrated that the Church was more concerned with protecting its own than in ministering to its victims. Only after repeated badgering from the media did Law and other members of the Catholic hierarchy acknowledge how hurtful they had been to the victims of abuse. Law ultimately resigned under great pressure.
Similarly, we have witnessed another spectacular fall-that of the celebrity CEOs who placed their own well-being above the well-being of their employees and their shareholders. To be sure, the overwhelming majority of CEOs are decent and trustworthy, but the examples of John Rigas at Adelphia, Dennis Kozlowski at Tyco, and Bernie Ebbers at WorldCom cast a negative light on all business executives. Their excessive greed cost shareholders billions. Read the rest of this entry »
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May
9
How do you know when the message is getting through? It’s getting through when the intent of the message is fulfilled! Sometimes it’s pretty simple to tell this. For example, if you are the leader of a customer service department and your call to action specifies that people answer the phone by the second ring, you know that the message is getting through if people do this. If you are involved with an organizational transformation that involves behavioral change, that change will come slowly, possibly taking years.
As with all calls to action, however, the leader must ensure that people have the tools and resources they need in order to perform. If you are asking service technicians to fix a vehicle the first time it comes into the repair shop, but you do not provide the right tools, then you are not following through. Likewise, if an organizational transformation requires employees to take more responsibility or exert front-line leadership, and your organizational hierarchy prevents any sharing of authority, nothing will happen. Read the rest of this entry »
May
5
Transmit the Passion
Be passionate about your communications. Watching Oprah Winfrey, you get the sense that she cares very deeply about what she does. As a communicator on television and in her publication, Oprah finds lessons that she believes will help viewers and readers live more satisfied lives. Jack Welch was passionate about his companies, and in particular about the people in them. Passion is evident in the prose of Peter Drucker, who has been preaching insights into management for more than seven decades.
People need to see that you care about what you are doing and what you are communicating. You communicate passion through both the intensity of your delivery and the consistency of your effort. When people see you delivering a message over and over again, and doing it convincingly, they will get the idea that what you are saying is important and they’d better pay attention. Read the rest of this entry »
Keep the lines of communication open. You have spent a good deal of time preparing for your presentation. You should get something in return for your investment. Position yourself as an expert and strive to reappear periodically. This is a good tactic for sales presenters, but it is also useful for anyone who believes in what she or he does and wants to communicate a point of view. Shelly Lazarus has positioned herself as an eloquent spokesperson for the advertising industry as well as for the role of women in senior management. She speaks frequently to the media and to public audiences about her views, and as a result she has established herself as a credible source. In addition, she serves as a positive role model for the people in her organization as someone who lives by the values she espouses.
Mother Teresa collected some of her thinking into books of prayers. Colin Powell and Rudy Giuliani wrote books reflecting their leadership values. Harvey Penick collected his thoughts in a series of small books. Rosabeth Moss Kanter is a prolific author on the impact of change on management and culture. In their writings, as well as their television or video appearances, these leaders are extending their message, increasing the likelihood of its being understood.
Your presentation is composed of words and possibly images. Most important, it contains you. Your challenge is to leave a little bit of yourself behind as a means of furthering your message. Make a copy of your presentation and offer it to the audience. Or, if that is not possible, post your presentation on a web site so that others who did not hear it can access it.
Apr
29
Depending upon the situation, one, two, or all of these methods may be applicable. The most important check of all, however, lies with the leader. The leader must be willing to listen. And listening can be difficult, especially when the leader has heard the complaint or situation before. In addition, many leaders are busy; they have a million things on their to-do list. Listening to others is rarely an action item. But in the long run, it may be the most important action step of all.
There are additional things that leaders can do to ensure that their message echoes beyond their physical presence
Apr
27
The focus of this book has been on the active process of communicating-speaking, writing, delivering, and planning. However, while it is true that communications is an active process, it is also true that much of communications involves the leader’s pausing to check for understanding. Leadership communications is a two-way process, and leaders must listen to what their people are saying. It is not enough to deliver the message; it is also important to determine how people are receiving it. Furthermore, communications involves retaining the message, with the implication that something is done with the information received.
Two groups that have had some success in demonstrating how leaders can be more attentive are the military and the medical community. The U.S. Army has a tradition of the brief-back, asking a subordinate to put in his or her own words what the commander has just said. This is a simple method that has enormous implications. Asking the soldier to put the orders into his or her own words accomplishes two things: One, it confirms the soldier’s understanding of the original order, and two, it affirms what the soldier will do as a result of the order, specifically how he or she will execute the order. The brief-back can work in situations large and small. For example, a master sergeant who is responsible for maintenance on an Apache helicopter can give the orders of the day regarding what the crew is to do in the way of maintaining and repairing the chopper. To ensure that everyone understands, the master sergeant may ask one or two of the crew members to repeat what was said. Likewise, during a live-fire training exercise, a junior officer may be asked by the colonel to interpret the orders and say what the platoon will do. In both instances, the communications are critical; mistakes in helicopter maintenance or a live-fire exercise can be fatal. Both situations require absolute clarity, and it is up to the leaders, those giving the orders, to ensure that everyone understands her or his role.
Physicians, likewise, check their patient’s understanding when they do a patient history or begin a diagnosis. They ask questions of the patient to make certain they understand what the patient is experiencing, e.g., pain when, where, and for how long? Likewise, after they have made a diagnosis and prescribed either a therapy or a pharmaceutical or both, doctors explain the implications and lay out the course of action. Once upon a time doctors skimped on the explanation of the therapy because their options may have been limited and the nurse would always fill in the details. Today many physicians adopt a consultative approach, not only involving the patient in the decision making about available therapies, but also answering the patient’s questions. They also ensure that they or their nurses can follow up on the details when questions arise. Read the rest of this entry »
Apr
25
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