Listen to your commander talk to their boss.
Do they speak in generalities? Make guesses? Struggle to find words, or constantly contradict themself?
Of course not. Your commander speaks with authority. He or she knows what they need to achieve, and have mastered the information they must convey in order to do so. They know what their commander is likely going to want to know, and also know better than to waste time or credibility with guesses or inaccuracies. For the information they don’t know, your commander doesn’t take uninformed shots in the dark: they either promise to follow-up, or pull in a staff member with the answer (the S2 for intel specifics, the S4 on the logistics flow, the PAO for the messaging plan).
Just like our commanders, we can and should speak with authority. We’re in the business of facts, truth and confidence. This applies when you’re talking to a reporter on the record or on background; briefing your commander on what’s in the media; or updating senior PAOs on an emerging situation. These engagements (and others) require your focus and authority.
- Speak with authority. Say the things you know to be true. Say them once, and clearly.
- Don’t drop down into additional details or stories just because you have more information rattling around in your head. Stay hyper-focused on what the listener needs to hear, then get off the X. As Elmore Leonard said, leave out the parts that people tend to skip.
- Speak in headlines: combine fact and assessment for maximum effect. “One of our convoys was struck by an IED; the fourth this month along this route. All forces and equipment are returned to base.” … or … “The plane with our equipment is delayed due to weather; if it’s delayed another 24 hours we’ll publish an updated training calendar.”
- Only promise timelines you can control.
- Share the information you have verified and can cite.
- It’s not about knowing all of the information out there; it’s about knowing where to find information you don’t have. Systems and relationships help, here.
- When you’re in brainstorming or question mode, advertise it clearly. If the setting is appropriate for open discussion, be candid about your lack of familiarity with the topic. More importantly, flag and define your known unknowns, and the effects you plan to achieve when those known unknowns become known knowns.
Communicate with authority, in order to communicate for action.
(Photo by Master Sgt. Horace Murray, DVIDS)
