This article is for the CEO, but it may help someone to head with substantially more staff.

Glenn, owners of small and medium-sized enterprises of professional services, explains his situation: “Everybody in January, I give an address of the company to which the troops. The usual thing: As last year, where we are this year how / optimistic / I’m cautious about the future, and so on. And for the next 12 months each year, officers and employees ask me where we are, as we do, etc.

“What can I do? I tell them what you want to know, but nobody seems to visit.”

What’s on

This example shows why effective communication is so difficult. Do you think these points.

Nobody – and I think person – has the same perspective that the Director General. The ECO provides, as countless pieces coming together. He or she is really alone in this position.

Manager has been said, this is happening, but they are human rights have their own concerns. They each have their own turf or silo to the spirit and cause.

In the general safety of employees know what they are doing on a daily 8-get, from 5:30 happiness, calls, dealing with this project, do a good job. But they lose sight of the company’s strategic objectives and future plans.

What must be done so that you can

Begin by asking you some questions analyzes public criticism. What do they (your executives, employees and / or shareholders). . .
- Did you know?
- Do you know?
- Do not know?
- What do you know?
- No need to know?

If the President speaks, it is understood that the booming voice of the wizard in “The Wizard of Oz.” Everyone is cautious, especially in a strong economy. Thus, the CEO of thinking on the prospects for everyone in the audience and discover, for the message. This applies regardless of whether a small business or a multi-state companies with hundreds of people.

Nobody can read the mind. Free communication of the CEO is absolutely necessary for a company to be successful.

Challenges

When it is a large diverse group of people, you have several needs.

1. Some listeners / readers want a story, like us, where we are. It is a preferred approach for many types of left-brained. So you say that your history from a chronological point of view. “In 2006 we were here … In 2007, we …”

2. As a result of the consultation, that other people feel: “Here we are again. Same old, same old.” And they intend to stop. These are probably people who want the big picture: “Where are we in 2008? What new markets, we are looking what are the exciting new opportunities and we expect to find?” You are the future and new opportunities.

3. They also have the group, listen, the logic behind these plans. This group can meet the challenge as CEO and his thinking. Your challenges can be micro-management or as if she believes that the ECO are not fully in his thoughts. For this group, the President must inform the thinking behind your decisions.

4. Then there are people who want to learn more about human impact.

What is the general manager to do?

Sit back and think about your target and your message. Start with what you want the results of your speech or presentation. Some call this reverse engineering, and I think the way from the end and works in the rear.

To begin your message, which is part of what you drive, to speak. For example: “I would like to thank the next 20 minutes to the store, where we already have, where we are going this year and what we expect few years on the road.” I am not very loose in my wording. It would be particularly regarding the “few years”.

Make sure the tone of the message. “Last year was a mediocre years. We expect similar results for this year. But we things, to ensure that society develops in the coming years.” Keep it simple. As accurately as possible. But this is not the place for your offer of P & L.

Then they tell the story.

A. Because you have a framework for your comments, that others in the No. 2, satisfied, you can from No. 1 and describe the history and finance.

B. speak now about the future and expectations. Remember the logic of your decisions, for those in No. 3 above bay.

C. focus on the impact on your staff, point No. 4 above. What are the chances of you? What new studies or training can use?

D. ve you from ‘course, there is: Tell them what you told them. Summarize, where most of the points you want, do not forget. Listeners and readers still think the point is, before not to forget everything else, you said. If you want to minimize information, put it in the middle of your speech.

The Chief stories

The Director General shall be the Chief Storyteller. Take your time to a history of vehicles that your message in a form that employees can understand.