Our class continues. We are arming you with the simple communication framework essential to our organizations’ success.
“Start with why.”
Anyone ever read that book? Yeah, me neither. But I do like the title, and I think I get the point. We engage others for purpose; to achieve an effect and make something happen.
We need to generate action or build understanding. We need a resource, authority, approval, or some operational support.
In this organization, we begin conversations by flagging the desired effect.
Have you ever sat through a conference call and wondered, “What are they even talking about?” That’s someone who didn’t start with why.
When our members engage, our audiences know exactly where the conversation is going. We can’t afford to lose time, understanding or credibility by hoping our audiences can figure it out for themselves.
Unlike a champion fighter, you want to telegraph each punch.
First impressions count, especially for our engagements. Listeners will decide, in the first few seconds, whether they want to pay attention and support your agenda. Clearly state the desired effect right away, to prevent confusion later.
Does it get redundant? Sometimes. That’s what being on-message is all about. People rely on organizations that consistently use and talk about their resources, authorities, approvals and operational support.
Let’s practice. Weather guy, why would you tell me if it’s raining? Probably because you know there’s an operation planned and the weather affects our aircraft plan. Lead with that.
Intel folks, what’s the deal with your new threat brief? You probably know the commander has to make a decision soon about our forces’ security posture, and this will shape the decision. Lead with that.
I’m a PAO, so I don’t just brief the news and let the commander figure out if or how he’d like to use the information. I start with why — maybe I know he’s meeting with someone soon who will want to discuss an item in the media; or a breaking story could draw resources away from our organization to address a different mission. Now, when I move into the news item’s details, he’s already considering how he’d apply the information to one of those situations.
Finally: if you are preparing for a discussion or engagement, and are having trouble defining your “why,” consider not communicating at all. Save this organization’s time and credibility for purposeful communication. People aren’t used to hearing from us if it’s not to achieve an effect.
(Photo by Staff Sgt. Andrew Carroll, DVIDS)
