Communicating CEOs
I see a PR firm has done a survey on the amount of time Canadian
CEOs spend on communication, and found they spend almost half of
their time on communication.
I think we're supposed to be impressed that CEOs spend that much
time on communication. But, quite frankly, what else does a CEO
do? And, if you consider both direct and indirect communication,
wouldn't that be more like 90%?
So, what do CEOs do, and how much of that involves communication
of one kind or another?
Well, they make decisions. But before they make them, good CEOs
get information from specialists in their organization. They
also may check other options by reading newspapers and
magazines, attending conferences, and talking to their peers.
All of which involve communication.
For example, let's say a CEO must decide whether or not to
launch an important new product line. Before she makes that
decision, our CEO will have had discussions with, and reports
from, senior members of the sales department. She will also
consider the country's economic outlook in the coming months and
years, talk to others about what competitors might do, and
review the financial implications with the VP of corporate
finance.
It's all about gathering, distilling, and transmitting
information: what we call communication.
Turning to another CEO function, what about envisioning a new
future for the organization and developing a strategy based on
it? Again, communication can't be taken out of the mix.
After all, you can't just pick a vision out of the air. It's the
outcome of reflective thinking combined with information,
knowledge, and insight. All of which come from communicating.
And, there's often a kaleidescope effect before a vision
emerges. All sorts of information tumbles around in the mind,
over and over, like clothes in a dryer, until eventually a new
and promising pattern reveals itself.
For example, suppose the Vice President of Human Resources has
just been promoted to Chief Executive Officer, and the board
made it clear it expects him to put his own, unique stamp on the
company.
He might retire to his office and spend a lot of time inside
trying to think of a new direction. But, it's far more likely
he'll reach out, rather than withdraw. He'll talk to staff on
the front lines as well as managers. He'll read everything
relevant he can find in books and magazines.
As that information pours into his mind -- as the communication
process enriches his imagination and knowledge -- he'll start to
envision possibilities. Some will be more promising than others,
and he'll talk about them with others in the organization.
Eventually, some sort of consensus will likely emerge about the
most promising vision.
Those are just a couple of examples from the work of CEOs, but
you can see why I'm skeptical about the 50% figure: There's not
much about a CEO's job that does not involve communication of
some kind.
In summary, CEOs may do more than communicate, but almost
everything they do will be driven or influenced by communication
processes inside and outside the organization.