Interaction
Tools for Effective Communication HBR blog series, February–Mar February–March ch 2011
What’s the best way to talk to reporters? How can you make your e-mails more “forwardable”? On these and other topics, experts tackled the complexities of communicating at work. In response, our readers offered their own suggestions for improving public-speaking skills, running meetings effectively, dealing with the media, and more. “Delivering the Speech of Your Life,” by Dan Pallotta “Memorize your speech.… [I]t stops being about getting the words right and starts being about getting the feeling right.” Memorization—don’t do it! It takes Memorization—don’t actors years of experience and lots of training to be able to memorize and sound present. Connie Miller, communication and speech coach, Pivotal Presentations
Memorize, but don’t be a slave to it. I have found that when I do memorize, I don’t actually stick to the script—I improvise here and there, depending on the audience’s reactions. When I don’t memorize, I’m constantly fumbling.
Meetings are an effective tool for inept people to look extremely busy. Faheem Mohammed, managing director, Professional Alliance Network (Caribbean)
“Media Mistakes and How to Avoid Them,” by Dorie Clark The three biggest mistakes executives make when dealing with journalists are “not understanding their motives,” “not preparing for the obvious,” and “not knowing the difference between ‘answering’ and ‘responding. ‘responding.’” ’” The mistake I’d add: Speaking from the head instead of the heart. What seems safe to many leaders often appears cold and unfeeling to viewers. Will Hurwitz, Harvard Business School, MBA class of 2010
Lisa Hansen, owner, Hansen Editing
“Hold Conversations, Not Meetings,” by Tony Golsby-Smith “A conversation is a creative process.…It is a journey that takes people through the full range of thinking, not just a problem at hand.”
“The Practical Art of Persuasion,” by William Ellet “[I]f you aren’t sure of what you’re trying to do, whom you’re trying to persuade, and how you can use the persuasive resources available in the situation, the media won’t matter.”
Experts Are More Persuasive When They’re Less Certain HBR Q&A with Zakary Tormala, March 2011
Do people actually mistrust confidence in experts? Professor Tormala’s studies show that people find experts more compelling when they are less sure of their opinions. People want honesty from their leaders, particularly in the current climate. The trouble is that many leaders are reluctant to appear uncertain. Simon Hayward, managing partner, Cirrus
Prolonged economic hardship and the uncertainties expressed by leaders have left us more willing to accept what is uncertain than what appears to be certain. We are consumed by doubt, and being doubtful is a simple way of safeguarding ourselves from future disappointments. Danglade St. Rose, manager and owner, DSR Enterprise
Will humility and CEOs’ subtle use of an unexpected level of uncertainty in their communications lead to a new era of greater influence and authenticity for executives? Maybe. One of the key ingredients for increasing CEO influence is to tone down the standard confident rhetoric and replace it with more humble assessments of where a business stands and how it hopes to grow. Transparency and honesty go a long way in building trust.
Many meeting leaders are not emotionally e motionally equipped to deal with a meandering conversation, because organizations overwhelmingly value control and linear thinking.
The treatment of persuasion as an end is outdated. If you want to get people to listen to you, your success will be determined by how you can help your audience accomplish their their goals—not goals—not yours.
Barbara Lond, director director,, BL Consultants
Clay Forsberg, collaborator collaborator,, The BleedingEdge
Conversations can be as dull and pointless as meetings. The missing link is good facilitation, which ensures everyone is heard, tough topics are pursued, and genuine outcomes are achieved.
Any effort that comes off as calculated or condescending will backfire. True willingness to see the target audience’s audience’s point of view and to find common ground is critical to effective persuasion.
Once you are established as an expert, people value your ability to examine the nuance in a situation. I can think of many times when I was a sell-side analyst and— and — once I had established credibility—investors didn’t want to hear just “buy” or “sell,” they wanted to know my thought process.
Paul McKey, managing consultant, IBM Australia—Strategy and Transformation
Jim Akin, principal, Strategic Storyteller
Whitney Johnson, founding partner, Rose Park Advisors
26 Harvard Business Review May 2011
Rosanna M. Fiske, chair and CEO, Public Relations Society of America
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