It's that time of year – when folks are making New Year's resolutions and organizations are looking forward to the successes they want to achieve in the next 12 months.  There isn't a self-improvement resolution, business strategy, or potential success story that won't benefit from outstanding communication.  And, great leaders know it.  Here are five communication habits that successful leaders use…and you should too! 

1. Focus 100%:  When you're listening to someone, be all in.  Don't surf your news feed on your phone, check your email, or even let your mind drift.  Give the person you're speaking with all your attention.   We all know this to be true but few of us really do it.  Here's a true story on why it matters so much: 

Years ago, I was working on a complex international policy issue and had been trying to get some time with a congressman who sat on the Tom Lantos Human Rights Commission.  I finally got some time — walking him to another meeting.  He said to me, "you've got 5 minutes, what do you need me to know."  It was only 5 minutes but he was laser focused. He gave me his undivided attention, and asked great questions.  A week later one of his aides contacted me to work on a policy statement.

Success didn't come for months — that's how the wheels of government work.  But it came because I got this congressman's whole participation even if the conversation was only 5 minutes.

2. Build relationships: I've worked in African for decades, where it is customary to start a business meeting first talking about health or family for a moment.  But in the U.S., we tend to dive right in to talking shop.  Take a breath, slow down, and take a few moments to ask about the person you're talking to — start to develop a relationship.  Not only is it just a nice thing to do, it's a smart thing to do.  Trust and true partnerships grow from relationships.  Relationships grow from engaging on a more personal level.

3. Listen!  Many of us do what I call "reactive listening."  Yes we're listening, but we're listening to respond.  We're thinking about how to counter a comment or add a relevant antidote.  Stop.  Just listen.  Don't be so worried about what you're going to say.  Instead, stop simply hearing people and work on listening and understanding. 

A great exercise to get better at listening is to tell yourself that you're going to tell someone about the conversation later.  It will cue your mind to focus on the person and what is being said.

4. Be open:  The Dalai Lama once said, "When you talk, you are only repeating what you already know.  But if you listen, you may learn something new."  This is great advice and successful leaders do listen to learn.  But they also take it a step further, they listen with an open mind.  Great leaders actively learn through their conversations, and are confident enough to have their opinions and world view challenged.

And, most importantly, leaders don't shut down when challenged.  They lean in.  They are engaged in the conversation and ask questions, and are open to new information that may change their mind.

5. Provide honest feedback: This one is hard, and it's why so many of us will skate past a difficult conversation, or worse, tell a white lie rather than the truth.  We are in an environment lately that suffers from "untruths" as a norm and it needs to stop.  We can be part of the solution if we commit to having truthful, authentic conversations.

Practice giving tough feedback with small issues and work up to bigger ones.  Be clear and kind, but most importantly, be honest.  Address things immediately – if allowed to linger, the problems will only get worse. Don't make it personal.  And sandwich your criticism with positive (but true) statements.  

I know, I know – some of you are going to think how’s the M*A*S*H star going to help me be a better communicator?  Well, for those of you who don’t know, Alan Alda has a long history in  communication.  He was the host of PBS’ American Scientific Frontiers and went on to help found the Center for Communicating Science at Stony Brook University. Mr. Alda is an extremely knowledgeable communicator and his book is a great read for those of us in the field.

If I Understood You, Would I Have This Look on My Face? is a charming and fun read.  It is full of great reminders and new ways of looking at communication based on Mr. Alda’s impressive career working both as an actor and a communicator.  For me, there were three big takeaways, all revolving around a core concept: communication is really about listening.

1. Communication is about listening and learning.

Professional communicators spend a lot of time on key messages and talking points.  Yes, it’s important for us to clearly and concisely get our message across.  But it’s just as important, if not more important, to hear what our audience has to say.  The first chapter of Mr. Alda book is about relating.  I’m sure that was no accident.  Mr. Alda writes about responsive and contagious listening and being willing to be changed by listening.  This concept really struck me.  In health communication, we talk about participatory communication – making sure our audience has a voice.  But someone having a voice isn’t the same as being heard.  

Takeaway 1: Treat your participatory communication as a listening exercise. We need to start thinking about participatory communication both making sure our audience has a chance to speak up, and making sure we listen.  And perhaps more importantly, that  we are willing to be influenced by what we hear.

2. A great communicator needs IQ and EQ.   

An empathetic listener understands the experiences of her audience.  Often times, particularly when communicating about science, we stick solely to the facts.  Unfortunately, we often do it a way that, while accurate, is totally uninteresting and unclear to our audiences. It’s no wonder we are having a “facts backlash” today. People don’t understand what we’re saying and may feel like language is being used to divide the “more learned” from the “less learned”.

Communication should be a bridge, not a divider.  Mr. Alda writes about understanding the person you are speaking with, including emotionally.  We should understand how a person feels about an issue and why does it matters (or not) to them.

Takeaway 2:  Don’t be afraid to inject emotion into communication.  Most people understand and make their decisions about how they feel, not about the facts presented.  While facts are very important, what those facts mean to someone is far more important.

3. Communication is about more than words.  

Mr. Alda spends time in the book on improvisation acting techniques.  Improv is sort of a brilliant way of thinking about communication. It’s brilliant because communication is so much more than words.  Communication is also about body language, inflection, facial expressions.  Improv uses  these cues to help the actor understand the “scene”.   This way, an actor can do more than just react – he can be a part of the scene.  As communicators, we should be doing the same, working to be a part of a conversation rather than talking at each other.

Takeaway 3:  Make sure you communicate with all your senses.  We need to be aware and present when communicating.  By listening with our eyes and not just our ears we will hear much more.

This year has been tough, and communication has been turned upside down with alternative facts, fake news and the like.  This is a great book to end the year on – its entertaining, but also a great reminder of the importance of what we do, why it matters to do it well, and how to do it better.

#AlanAlda #communication #aldacenter

In his 2017 book, Hit Makers, Derek Thompson explores the science of what makes things popular.

Trying to understand how something became popular is not easy –  predicting whether something will be popular is even more challenging. Thompson tackles this challenge by delving into a range of “hits” from historic lullabies and myths to current music, books, and movies – which also provides insight into the changing landscape of communication and information consumption.

We no longer need to carefully trace the movement of people across the seas to understand the spread of ideas and art, we can now very easily track the growth of popularity through media monitoring. More importantly, the growth of social media has created an environment, according to Thompson, in which “rather than us consuming content, it consumes us”. As the norm becomes engagement and interaction through frequent social media, the content we see is more tailored because our actions, thoughts, and preferences can be monitored without the explicit awareness or feeling of being watched.

Thompson argues that this isn’t a good thing necessarily. Why not? Because people like things more when they don’t have to think. When something is familiar, they find it easier to process. This “fluency” leads to more “liking”, which then shapes the content that is presented. This preference is natural, but dangerous because it can potentially skew information, narrow perceptions, and reinforce biases.

Then how do people discover new ideas and art?

In researching some of the biggest hits in recent years, Thompson finds that people want something familiar, yet surprising. He presents the concept of MAYA: Most Advanced Yet Acceptable. Understanding how far to push beyond the familiar requires deep ethnographic understanding of consumers. Young people, who are less crystallized in their opinions and tastes, are more likely to be open to new ideas and perspectives. It is also easier for those who are already popular to push their fans to explore beyond the familiar.

That brings us back to the central question of the book: Is there a science to popularity?

Thompson finds that quality is necessary but insufficient for success. Though his examples are engaging and insightful, he is not able to uncover any formula. Rather, he concludes that the business of creativity is a game of chance – one which requires not only good ideas, creative execution, and strong marketing, but also perseverance. Popular ideas and successful cultural products are not the norm – they are the outliers.

So then how are there so many videos and memes that  seem to “go viral”?

Thompson argues that viral marketing is a myth. Ideas don’t actually spread virally; rather, they are diffused through large broadcasts (one or more big, influential sources reaching lots of people). No matter how “infectious” an idea or post, it will unlikely spread on it own. In fact, he cites a 2012 study which revealed that only about 1 percent of messages on Twitter were shared more than seven times. Thompson finds that the paradox of scale is that the biggest hits are often designed for a small, well-defined group of people who, it seems, would need to have the networks and influence to broadcast their tastes.

In addition to exploring the science of popularity, Thompson discusses deeper issues such as the impact of social media on interpersonal communication and the role of media in perpetuating biases and prejudice. While this book may not provide the clear formula or strategy for creating hits that some may be hoping for, it contains valuable insight on the complex and changing landscape of media and communications.  

Here are five key takeaways for those in the social sector:

1. Listen and watch. Take the the time to understand what the people you want to reach know, think, and feel about the issue or topic. Find out what media platforms they use, who they follow, how they share information, and what they talk about.  
2. Tailor and Target. Rather than trying to find that one message or idea that resonates for everyone, identify different segments of your audience. Determine how to capture each segment’s attention and support based on what they find engaging, who they follow, and how they communicate.
3. Push – but not too hard.  Trying to force change or completely new ideas rarely works. Remember MAYA – take what is already established or popular, and build on that so it’s familiar yet innovative.   
4. Tell stories. Most people process the world in stories, not statistics and facts. Use familiar storylines and  techniques like repetition and rhyme to make your stories memorable.  
5. Don’t stop. It’s not enough to create something and put it out there – or to share an idea once and hope it spreads. You have to monitor who it’s reaching, how it’s being shared, and what people think of it. Then, use that insight to repackage, repost, and come up with new ideas to keep pushing your agenda.

When developing programs and strategies it tends to be the same cast of characters at the table:  leadership, logisticians, budget wonks, operations experts and program officers to name a few.  Noticeably absent often times?  Communications.

The communication team members are often considered end-game players.  Once everything has been decided, the comms team is brought in to communicate it.  Or, when a program runs into trouble, the comms team is brought in to “spin” the issue.  But there is increasing evidence that programs are more successful when communications has a seat the table from the beginning.  

Here are 5 reasons why you’ll want to bring your comms team in early in the game.

 

• Communicators know what “plays.” We’ve all seen outstanding ideas that died on the vine because the vision and value wasn’t well articulated.  Any communications team worth its salt knows your organization’s stakeholders – probably better than anyone else sitting at the table.  Your comms team can help you nuance your message to call attention to what decision makers value.  They can, and should, help you think through communicating how your idea supports your organization’s mission and priorities.
  

• Communicators understand why and how to engage communities. Even the most well designed project doesn’t stand a chance if the community it is intended to help isn’t on board.  Community engagement is one of the key skills in a communicator’s portfolio.  Communicators can help design participatory processes that can be integrated into the project.  These efforts engender trust, allow communities to provide input and mitigate rumors that can undermine a project.  
  

• Communicators can identify potential missteps before you make them. Your communications team should have their finger on the pulse of the community, they understand the environment in which you’re working – both politically and culturally.  As a result, they can provide insights about potential pitfalls that others on your team may not be aware of – additionally, communicators are masters of turning problems into opportunities so it may benefit your project if the comms team is part of the brainstorming process.  
  

• Communicators are outstanding “translators.” Often times, social sector program development can be very technical – it can be steeped in a language many don’t speak, whether epidemiology, anthropology or micro economics.  Communicators specialize in bridging the gap, translating complex and technical issues into understandable interventions. Communications also plays a critical role in bridging that gap between developers of strategy and those that must execute it.
  

• Communicators think fast on their feet.   The world of communications is fast moving and dynamic.  Issues evolve quickly and as a result communicators are experts in thinking through contingencies and “Plan B’s”.  This ability to quickly see the details, the big picture, and potential future landscapes can be incredibly helpful in your planning.

Communication experts are often master strategists who can add valuable insights to your planning processes. Many communicators working in a social sector organization wear multiple hats so they bring a multidimensional outlook and diverse experience which will only make your planning efforts more successful. The depth and breadth of their knowledge of the players and the issues can be a plus when tackling difficult issues.  

So, the next time you gather the “A-team” be sure your comms team is part of it.  You can be sure what they bring to the table will strengthen your program and improve your outcomes.

So you’ve fallen down the rabbit hole where up is down and alternative truths trump facts.  It’s a challenging time – science and facts are under fire, a new lexicon is developing that normalizes “un-truths”, and people have a limited appetite for information that challenges their worldview.  How do you inform people about important issues and advocate in this environment?

“Spend the time honing your communication skills so your organization can not only effectively advocate, but emerge as trusted source of information in this confusing landscape.“

First things first, take a deep breath – you are not alone.  We’re all grappling with this strange time.  The cultural pendulum is constantly swinging, and eventually it will swing back to a more balanced space.  But until then, here are 10 practical strategies to make sure you are heard in this post-truth world.

1. Identify your audience:  You are unlikely to sway your polar opposite, but you may find allies in that middle gray area.  Know who your “gray audience” is – understand their priorities and how they like to get their information.  Make it your business to understand what makes them tick and what they value.
   
2. Understand what works:  Tailor your messages to answer the age-old question: what’s in it for me?  What’s the value for those you’re trying to engage?  Not what you think they should find important, but what they feel is important.  Here’s a reality check – no one cares what we think, they only care why what we do is important to them.
3. Build consensus:  Regardless of who you are communicating with, find a point of common ground.  Work backwards to more and more basic and universal “truths” until you find something that you can all agree on.  From there, it’s baby steps to gain agreement on more nuanced issues. Don’t try to take huge leaps – you’ll lose your audience. Pick your path carefully: slow and steady is the goal.
4. Galvanize your base:  Engage individuals with easy to implement calls to action and provide tools to help them participate in the process.  Build momentum and make folks feel valued and valuable to the cause.  A coordinated base can amplify your message far more than an ad campaign can.
5. Pick the right spokespeople: Studies have shown that in times of trouble the most important communication element is the messenger, not the message.  If people relate to and trust a person, they trust the message.  If they they feel like a spokesperson really “gets” them, they are more likely to seek that spokesperson out for information.
6. Be collaborative:  Have a conversation – a true conversation.  Don’t talk at but talk with.  Don’t focus on how you’re going to respond. Instead listen, invite dialogue, and be respectful of differences.  The point is to change the frame in which we communicate, not to “win the argument.”
7. Engage your allies:  Get on the same page on messaging with your partners and like-minded organizations and speak with one voice.  An organized coalition is far more powerful than a single voice.
8. Keep it real…but respectful:  Nowadays there is little interest in political correctness.  But there is a lot of middle ground between PC and PO’d.  Use a carefully developed but authentic voice. Never, ever sink to name calling, hyperbole or histrionics.  And when attacked…don’t escalate, don’t engage.
9. Keep it tight and memorable: People have limited attention spans, especially on issues they don’t necessarily embrace. Boil your message down to its most concise. Be consistent – people need to hear the same thing at least five times before they remember it.  Make your message memorable so it sticks.
10. Invest in your people:  Make sure everyone is on the same page.  Train everyone on interpersonal and strategic communications, even those who won’t be  in the public eye – all it takes is one cell phone set to record to make an informal remark a painfully public mistake. Remember, one misstep can very easily undo 20 perfect steps.

The bottom line is: PLAN, PLAN, PLAN. Build your strategy, plan for different scenarios so you can quickly respond and redirect. Success is not a happy accident – it’s the result of well thought out plans.  

These may be strange times, but strange times can also usher in opportunities. Not all organizations will be prepared to engage in this new world order. Spend the time honing your communication skills so your organization can not only effectively advocate, but emerge as trusted source of information in this confusing landscape. If you want to learn more about how Devi Partners can help position your organization to be a thought leader in a post-truth world, contact Amy at amy@devipartners.com.