CONTENTS INTRODUCTION p1 CHAPTER 4 p6 CHAPTER 1 p2 CHAPTER 5 p8 CHAPTER 2 p3 CHAPTER 6 p9 CHAPTER 7 p 11 ABOUT STACEY HANKE, INC. p 13 Your Company s
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1 5 Ways Ineffective Communication Hurts Strong Businesses WANT EMPLOYEES WHO HAVE INFLUENCE TO SUSTAIN CUSTOMERS? START BY CONNECTING AND ENGAGING 2016 Stacey Hanke, Inc.
2 CONTENTS INTRODUCTION p1 CHAPTER 4 p6 CHAPTER 1 p2 CHAPTER 5 p8 CHAPTER 2 p3 CHAPTER 6 p9 CHAPTER 7 p 11 ABOUT STACEY HANKE, INC. p 13 Your Company s Communications Skills Are Costing You It s a Matter of Perspective Problem #1: Employees Are Making It Up as They Go CHAPTER 3 Problem #3: Client Relationships Don t Last Problem #4: Employees Don t Trust Company Leadership Problem #5: Employees Are Unhappy Problem #2: Sales Presentations Don t Win Clients Trust p5 Turn a Problem Into an Opportunity About the Author Stacey Hanke is a keynote speaker and communications coach who has worked with executives and teams from leading brands across the United States and around the world. Her list of clients includes FedEx, General Mills, Coca-Cola, and U.S. Cellular.
3 INTRODUCTION Your Company s Communications Skills Are Costing You How long has your company been in business? If it s been more than a decade or two, there are probably individuals who remember a very different time a time when having the best product, the best service or the best price meant you got the best result. You made your pitch, and if you had the goods, you won the business. You have to connect with employees to get their engagement. Whether you re dealing with co-workers or clients, your business needs a culture of communication. According to one 2014 survey, the average business with 100 employees spends 17 hours of downtime every week just clarifying communications between team members. That s an annual cost of $528,443. If we can t communicate well, our businesses pay the price. All you have to do is lose a sale to a newer, less-experienced business to know that we don t live in that time anymore. Being good is just not good enough. You have to connect and build trust with customers to get the sale. Over the next few pages, we ll look at five areas where ineffective communications skills can have a negative impact on customer interactions, employee engagement or both. I ll outline some ways you can address the problem right away. In the final chapter, I ll outline steps you can take if you re looking for a more long-term improvement. Or maybe your problem isn t customers it s the people you lead and work with. Do your co-workers trust you? When you delegate a task, do your team members leave the room knowing exactly what they need to do or are they only half-hearing you? The last time you made a key presentation, did everyone in the room absorb the information and make use of it or were they sitting at the conference table with their heads bowed in the smartphone prayer? Building a culture of communication takes some effort but it pays. 1
4 CHAPTER 1 It s a Matter of Perspective Fold your arms in front of you. (If you re reading this e-book on a tablet or on paper, go ahead and put it down I ll wait.) We might think we re great communicators, when we re simply not. This is the starting point for improving every company s culture of communication. When I coach or lead team workshops, I record individuals and play back the recordings for them to see. Most are stunned at what they see and hear. Some immediately proclaim, That s not me! That s not how I sound! The camera doesn t lie. Look at which arm is on top. Then, shake your arms out and fold them again with the opposite arm on top. How does this feel? If you re like everyone else I ve asked to do this, you probably feel uncomfortable. I guarantee no one would know this but you. You look right. But you feel wrong. We can change how we communicate. Once we change our thinking and begin to see ourselves the way others see us, we can begin to practice small adjustments that, in time, bring big results. This incongruity between how you feel and how you appear to others is called disparity, and it explains why it s so difficult for most companies and individuals to improve habits of communication. We do what we re used to doing because that s what feels comfortable. The problem is, what we feel isn t the same as what our listeners see and hear. If you can help your whole team or your whole company to think this way, the results are bigger still. In the meantime, it could cost you. Here are five problems that poor communications cause for otherwise strong businesses. 2
5 CHAPTER 2 Problem #1: Employees Are Making It Up as They Go Remember that survey I mentioned in the introduction about how much miscommunication costs small businesses? That s from a study done by Siemens Enterprise Communications. Similar research from Linchpin Learning Manchester Companies paints an even more disturbing picture: Linchpin s claim is that miscommunication can cost an organization between 25 percent and 40 percent of its annual budget. what you want; they make up the rest as they go. If your messages aren t crystal clear, there s little doubt about it: Employees will be confused. They might not realize it today, but you ll realize it tomorrow when you re correcting misunderstandings and miscommunications on the company s dime. Leaders can do a few things to alleviate this problem right away: Here s how it happens: You send your team a message. Since most of us receive far more than a thousand written and interpersonal communications every single day, your own note disappears into a sea of noise. Do team members read it? Do they understand it? Do they act on it? Do they remember it a day later? A week later? Will your message still be influencing your team a month from now? Choose your method wisely. Before clicking send in your , ask, Is this the best way to communicate my message to influence action? You may find yourself setting aside the laptop more often and picking up the phone or making an effort to have a face-to-face conversation. You may also find that you save yourself time by having a live conversation rather than going back and forth via text or . Probably not. Your team has a vague sense of 3
6 Over-communicate. Never assume your message is heard, understood and acted upon after communicating it once. Make your message clear, concise and to the point so it s not easily lost. Then, be consistent and say it again just as clearly. Always follow through. Avoid being the person who shows up late or never shows up at all. Without an explanation of your behavior, you invite your teams to come up with their own conclusions, which are not positive. And leaders actions set the example for others to follow. 4
7 CHAPTER 3 Problem #2: Sales Presentations Don t Win Clients Trust benefit from is to focus on delivery. We often spend too much time crafting our pitch and preparing our deck, but not enough time rehearsing the way we ll share it. In today s world, we have become accustomed to spending less face-to-face time in all areas of life. Instead, people find themselves sending more s, texts, tweets and posts. Fewer faceto-face conversations mean fewer chances to influence people. Ask yourself these questions: How did I make my last client feel? When you are meeting face-to-face, you ve got to make the most of it. Did I walk into my last client s office as if I belonged there? Competition is fierce, and clients don t just buy your product or your service they buy you. You can have the best product or service in the world, along with the most in-depth knowledge in your industry, but if you cannot communicate any of this to your client, it becomes irrelevant. If the client does not like you, there are many other options, including finding someone new. It s easy to do. Once I earned a seat at the table, did I show why I deserved to stay there? If you don t know the answers to these questions, you ve found a focus for your next rehearsal. And I do mean rehearsal. If you want to make your presentation actually stick, you re going to need to practice. More on this later. There are a lot of aspects to focus on in a sales presentation. One area many salespeople can 5
8 CHAPTER 4 Problem #3: Client Relationships Don t Last You and your company take pride in having a solid reputation and strong relationships with your customers. You ve noticed that your customers don t call you anymore when they have a problem that your products and services could help them solve. Offer customers your solution, regardless of whether it actually addresses their pain points. None of these will work. To gain real influence with customers: 1. Stop talking and start listening. If you are not actively listening to your customers pain points, you risk offering the wrong solution, losing trust and jeopardizing the customer relationship. Be patient and avoid the temptation to hijack the conversation. An influential communicator understands the power of speaking less and listening more to discern what the customer really wants and needs. In the past, your products and services practically sold themselves. Times have changed. As competition has increased, so have customers buying options. They re looking around. Unless you work at it, a sale today doesn t mean a sale tomorrow. Your natural response to this situation might be to: 2. Ask influential questions. Over-sell, offering customers numerous options in the hopes that one will be the right fit; Focus on asking open-ended questions that identify your customers pain points. Openended questions will give you more information about what is important to your customer and their objectives. Take over control of sales conversations, creating customer frustration and confusion; and/or 6
9 3. Adapt your message on the fly. Be flexible and willing to allow your customers responses to drive the direction of your message. Merely reading these steps in an e-book may not be enough. If you really want to improve customer retention, you re going to have to practice. 7
10 CHAPTER 5 Problem #4: Employees Don t Trust Company Leadership It s hard to be successful if employees aren t engaged, on-board and ready to invest in you. Engaging employees will take more than good leadership. It will take trusted leadership. When leaders are consistent, they gain: More opportunities. Consistency predicts the conversations that others have about you behind your back. Even a small slip in consistency can change others perception of you, leading to a less-thanadequate reputation. I only know one way for leaders to build trust: Consistency. When you are consistent through your words and actions, your reputation builds and spreads. Others will want to follow your lead and take action. An influential communicator is consistent with how they deliver a message and the words they speak during ALL situations not just now and then, but from Monday to Monday. Greater relevance. You become relevant when your listeners receive a predictable flow of information. Stronger habits. Consistency breeds consistency! As you practice the way you carry and present yourself, you ll find it only gets easier and more natural over time. The goal is to never put on a face; be more authentically yourself. If you want to be perceived as authentic, the way you present yourself needs to be consistent every day, during all conversations. An employee stopping you in the office hallway should have the same experience with you as they do when you deliver a high-stakes presentation. You must consistently connect and engage with your listeners during a public talk, a team meeting, a face-to-face or virtual conversation. That s why practice is so important. Steve Jobs would rehearse for four hours before presenting to a live audience. Can your leaders afford to do less? 8
11 CHAPTER 6 Problem #5: Employees Are Unhappy Our level of happiness at work is dependent on how well we get along with our co-workers. If our communication with our co-workers lacks respect, trust and credibility, our communication with members will suffer. Not only what you say but how you behave determines your relationship with your co-workers. 1. Talking down to co-workers. I can t imagine anyone wants to be miserable at work because of difficulty getting along with their co-workers. When these relationships are strong: 2. Sharing too much personal information. We can do this in the way we communicate as well as the words we use. For example: Speaking with an aggressive tone, avoiding eye contact or giving a short response that leaves your co-worker guessing are all behaviors that will make your co-workers resent you. When co-workers spend a lot of time together, this can be tough to avoid. Sharing too much information can backfire, burdening co-workers or leading those who share to feel unsafe. Job performance is better; Individual satisfaction is higher; and 3. Taking credit for others work. It is hard to believe anyone would do this, yet we slip into this action before we even realize what we are doing. Your boss compliments Physical health is better, too. Here are five actions for employees to be wary of: 9
12 you for a job well done on a project and the co-workers who worked on the project with you suddenly slip your mind. Look out, because the next time you need help from a co-worker, you may suddenly slip their minds, too! 4. Letting others carry your weight. Don t get this action confused with delegation! When you begin to take short cuts around your roles and responsibilities as a team member, you quickly lose respect, trust and credibility from your co-workers. Not carrying your weight every day will quickly create a challenge for you and your relationships. 5. Showing a lack of respect. Having loud telephone conversations, not cleaning up in the staff kitchen, showing up late for meetings, complaining, or looking at a co-worker s computer screen over his or her shoulder can all be ways we disrespect others, often without realizing it. Respect takes time to earn, yet can take seconds to lose. It s important to communicate so we don t cause harm. 10
13 CHAPTER 7 Turn a Problem Into an Opportunity Imagine this: You receive a call from a VP of Marketing who couldn t afford your services three years ago. His budget has expanded over the years, and now he s ready to partner with you. Why? He still remembers the sales presentation you made. Your client leaves a company that purchases from you. Three months later, she contacts you from her new employer s site wanting to use your services in her new role. Why? She still remembers how great her relationship was with you. Three weeks from now, the team you led is using the facilitation techniques you gave them. Your meeting wasn t just a meeting; it brought lasting change to your company. Your ideas made a difference. Why? The people you lead trust you and remember what you said to them. experience good results such as these. That s because your problem is an opportunity to improve. Everyone has communication challenges; most don t take steps to grow and build a better culture. You can. How? It s going to take a two-pronged approach: 1. Shared values. If you truly want to change your company culture, that won t happen one salesperson at a time. You need to begin to build a culture of shared values, where clarity and effectiveness are targets that your teams are talking about and encouraging one another to shoot for. 2. Individual practice. It s one thing to value strong communication and another thing to do it. There s no replacement for practice but it s important not to practice purely on your own. Seeing yourself as others see you is what growing your influence is all about. If your company is experiencing any of the problems in this e-book, then you re also ripe to 11
14 Keynotes and workshops are a great way to begin to build a shared value of communications at your company. Coaching, mentoring, books and courses are great ways for individuals to practice. Often, a combination of approaches makes the biggest difference that s why at Stacey Hanke, Inc. we offer all of these approaches to the companies we work with. Whatever path you choose, consistency is key. That s why you may have noticed the phrase Monday to Monday throughout this e-book. One day a week won t solve our problems, and it won t grow our companies. For consistent, permanent results, we have to be all in, all the time. I wish you the best as you work to turn challenges into opportunities, Monday to Monday. 12
15 ABOUT STACEY HANKE, INC. Stacey Hanke, Inc. exists to equip leaders within organizations to communicate with confidence, credibility and authenticity Monday to Monday. Combined, our team of mentors and consultants has more than 100 years of training experience. We ve worked with executives, managers, technicians and sales leaders around the world. Our individual backgrounds are as diverse as news and entertainment, sales and marketing, recruitment, diversity and inclusion, organizational development and investor relations. Click this box to check out Stacey s new book, Influence Redefined: Be the Leader You Were Meant to Be Monday to Monday. Several of our team members are keynote speakers. Mentoring works best one-on-one, while workshops typically involve two members of the Stacey Hanke team, which allows for the greatest degree of personal contact. The goal is always the same: Not to change you, but to help you confidently and consistently communicate with influence Monday to Monday. 333 W. Hubbard St. Suite 506 Chicago, IL a 13 b j r d
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