Message Strategy
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Select appropriate labels, images and catchphrases when you are communicating on a regular basis about a particular issue. Aim for labels, images and catchphrases that are actionable, resonant, linkable and memorable. For example, the World War II slogan “Loose lips sink ships” successfully incorporated these attributes, but President Gerald Ford’s campaign to “Whip Inflation Now” came up short. The WIN campaign promoted a memorable catchphrase that resonated with many citizens and was linked to a variety of government initiatives. However, it was not actionable. After all, what could the average citizen do to whip inflation?
So What?
A label, image or catchphrase provides a mental focus that allows people to make sense of on-going events. It serves as a point of identity and motivation, and encourages employees to direct attention to issues that matter to business success.
​When you need to motivate people to not engage in risky behavior, use personal images rather than statistics or percentages. For example, one firm wanted to illustrate that if certain behaviors persisted, 10% of employees were likely to incur an injury. Instead of using the statistic, they used a bar chart with 10 people figures on a line. One of the ten figures was highlighted in a different color.
So What?
The way you talk about a risk has an enormous impact on the perception about that risk. Researchers have found that when the imagery is more vivid (as in using the people figures), people respond more emotionally and perceive a higher degree of risk. On the other hand, expressing data in percent leads to a less emotional response because people are less likely to be able to visualize the actual individuals involved in the risky behavior.
When you’re communicating on a regular basis about a particular issue, frame the communication around a theme that is memorable, motivational and actionable. For example, one organization used the theme Extreme Makeover for communication before, during and after a major renovation of its physical space. Items such as miniature hardhats and yellow barrier tape were strategically placed around the facility to reinforce the theme and to add an element of fun.
So What?
A theme provides a mental focus that allows people to make sense of on-going events. It serves as a point of identity and motivation and encourages employees to direct attention to issues that matter to business success.
​Use repetition to reinforce your message. One chancellor of a regional university repeats a favorite slogan, “Connecting learning to life” in every speech he gives. In fact, he often repeats it multiple times within each presentation. It enables him to provide a point of focus to justify initiatives at the university, while it helps the public to understand the rationale for new programs.
So What?
Although you might have repeated a message numerous times, repetition of a key point accomplishes several things: 1) it spreads your message to many audiences that may not have previously heard it, and 2) it reminds those who have heard it before about its importance and how serious you are about the issue.
Clarify potentially ambiguous comments by using the “blackout” tactic. For example, after make a statement, you might consider following it up with a series of, “I am not saying X; I am not saying Y.” More specifically, if you’re providing input on the direction of a project, you might follow up your thoughts with, “I’m not saying that we shouldn’t pursue the Alpha project or that we should disband our work on Beta; what I am saying it that we should devote our energies for the next quarter to Gamma.”
So What?
This tactic can be useful because it clarifies the precise meaning of the speaker. In essence, the speaker has blocked out certain probably interpretations or misinterpretations of the remarks. When the original remark is made, it is as if a stage manager turns on numerous spotlights to illuminate the stage. As the speaker says, “I do not mean…,” it is as if one stage light at a time is extinguished until the precise meaning remains.
Use a flip chart to list concerns that surface in a meeting. Write the issues exactly as the participants state them and don’t discuss, evaluate or defend them at this time. After all concerns are noted, the next step is to discuss, “Given this list, what issues are most important to address?”
So What?
Using a flip chart legitimizes a person’s contribution. It also depersonalizes and de-emotionalizes the process by focusing attention on the ideas rather than the person who voiced the concern.
​Clarify your objectives before going in to a contentious meeting. Sometimes managers make tough decisions that disappoint employees. In cases like this, the manager’s objectives should to be to: 1) develop an understanding of the position of those who are disappointed and 2) create an understanding of the reasons for the manager’s decision. The objective should not be to secure agreement.
So What?
People often erroneously assume that understanding = agreement. It is entirely possible to understand one another and disagree. However, creating understanding despite disagreement usually solidifies the relationship between the two parties.
Be aware of communicating “do-not-touch-the-paint” type of messages. One company felt compelled to address some unproductive and unprofessional responses they were receiving to a survey question. Employee-respondents were using this venue to make personal attacks on supervisors and coworkers. Instead of saying, “Please do not make personal attacks in phrasing your question to the executive team” they said “Thank you for focusing your questions on business-related issues.”
So What?
Oftentimes, “Do-not-touch-the-paint” type of messages invite the very type of behavior they are trying to prevent. It becomes too enticing to not “touch the paint” or in this case, make personal attacks.
​When you’re explaining your point to other people and they seem puzzled or unpersuaded, ask how they see it differently. For example, a common tendency is to ask for agreement, by asking, “Does this make sense?” or “Don’t you agree?” Instead try “That is how I see it; how do you see it?” or, more pointedly, “How do you see it differently?”
So What?
Asking for agreement is reassuring, but many people may be reluctant to share their reservations and uncertainties thinking that you don’t really want to hear them. By asking how they view the situation, you are more likely to discover their true reactions.
Make sure that your language doesn’t “date” you. For example, if your coworkers are significantly younger than you, watch for the tendency to express comments such as, “I was doing this before you were born” or “We tried this 15 years ago and it didn’t work”. Focus on language that coaches rather than parents; on language that is future-focused rather than language stuck in the past.
So What?
These types of comments create a parent-child type of relationship rather than an adult-adult relationship. The phrases instantly “age” you and create more of a divide between you and your younger cohorts.
Provide routine updates to coworkers and employees rather than rely on one, large-scale communication event. Even when there is nothing dramatic to report, providing routine updates helps build trusting relationships.
So What?
The frequency of communication sends powerful signals on the value you place on keeping people informed. If you only communicate when something “big” happens, you set up the expectation that communication occurs only when things are very good or very bad. Often those expectations overshadow the actual message you are trying to communicate. As a result, the reactions to your communication may be less than optimal.
​Pay careful attention to the words that a communicator frequently uses. These words often contain special meanings and unique connotations for the communicator. Probe for deeper meaning, as the words often represent a concept that’s important to the sender, but why they’re important may not be evident. For example, some executives are fond of using the terms “strategic” or “world-class”. What do these words actually mean to them? How do they determine that something actually is “world-class”?
So What?
Once you figure out the answers to these questions, you’ll know how to better exert influence and predict how others will respond. The result is an opportunity to foster stronger relationships.
Make use of the “rewind” button when you believe you message might be misunderstood. Typically we focus on what we want to say vs. how someone might misunderstand us. For example, rewind phrases might be statements such as “Let me say this another way”, or “Let me rephrase this…”
So What?
This expedites the process of understanding because you are not wasting the receiver’s time trying to decipher an idea. It announces to audience members that you’re aware that an idea can be expressed more clearly or succinctly. It may also indicate that you’ve paid attention to their non-verbal cues indicating that further explanation is needed.
When selecting a central theme for your communications, carefully consider the connotation of the words you choose. For example, one group debated between using the words “daily” and “every day” in their theme. The group settled on “every day” because it did not conjure up the sense of routine or tedium that they felt “daily” conveyed.
So What?
Different words that seem to represent similar concepts often resonate in very different ways with listeners. Consequently, people will respond to the “catch phrase” or message in ways that may not be consistent with the intention of the creators of the message.
Selectively use the “high priority” designation in your communication. For example, all of us have probably received messages from someone who flags every message with a “high importance” icon. Likewise, consider a senior leader who continually uses the term “high priority” for every new initiative.
So What?
​This is like the little boy who cried “Wolf”. After awhile, the high priority tag loses its impact and we end up ignoring it. If everything is considered “high priority”, then nothing is. This practice will eventually undermine the sender’s credibility when something really is high priority but is not acknowledged as high priority by the audience.
Selectively use the “high priority” designation in your communication. For example, all of us have probably received messages from someone who flags every message with a “high importance” icon. Likewise, consider a senior leader who continually uses the term “high priority” for every new initiative.
So What?
​This is like the little boy who cried “Wolf”. After awhile, the high priority tag loses its impact and we end up ignoring it. If everything is considered “high priority”, then nothing is. This practice will eventually undermine the sender’s credibility when something really is high priority but is not acknowledged as high priority by the audience.
Clarify your objectives before going in to a contentious meeting. Sometimes managers make tough decisions that disappoint employees. In cases like this, the manager’s objectives should to be to: 1) develop an understanding of the position of those who are disappointed and 2) create an understanding of the reasons for the manager’s decision. The objective should not be to secure agreement.
So What?
People often erroneously assume that understanding = agreement. It is entirely possible to understand one another and disagree. However, creating understanding despite disagreement usually solidifies the relationship between the two parties.
Be aware of secondary messages you may be conveying. Secondary messages are often the unintended meanings people may infer from your communication. They may be derived from your nonverbals, grammar as well as the pitch and tone of your voice.
So What?
Secondary messages are very powerful. In many cases, people react as much or more to the secondary messages as they do to the primary message..
Watch out for thought-terminating clichés in your communication. Thought-terminating clichés are those messages that immediately cease communication. For example, in a group meeting, if someone disagrees or expresses dissent, a thought-terminating cliché would be, “It sounds like you’re not being a team player.”
So What?
By closing off further discussion, you inhibit people from expressing their concerns and opinions. In addition to potentially adversely affecting the work climate, you may miss opportunities to work toward creative solutions to difficult situations. People may turn to the grapevine to express concerns and to undermine an initiative.
Recognize how your communication sets expectations. For example, if you promise a customer delivery on the 16th but the shipment arrives on the 18th, the customer is bound to be disappointed. On the other hand, a customer expecting delivery on the 18th but receiving it on the 16th will be delighted.
So What?
People respond more to the expectation they have to an event than to the actual event. The date is less important than the expectation about the date. This is why the maxim “under-promise, over-deliver” works so well.
Choose the right communicators to relay your message. For example, when you’re planning the communication to explain a new process, select a person who is especially skilled at presenting technical information in an organized manner. On the other hand, if your goal is to motivate a team, choose a communicator who is enthusiastic, engaging and energetic.
So What?
Identifying the special skills of communicators and strategically selecting them to relay messages will more effectively “link” to the needs and tendencies of your audience. The result is a greater likelihood that the communication will be effective.
When sharing information, consider a message strategy of “underscoring and exploring” rather than a strategy of “spraying and praying”. For example, instead of spraying coworkers and employees with all kinds of information, focus on communicating a few core messages and exploring the implications.
So What?
The “spray and pray” message strategy presumes that more information = better communication and that people will be able to sort out the significant from the insignificant. Both are dubious assumptions. On the other hand, the “underscore and explore” strategy assumes that communication is not complete until people can explore the implications of information in a disciplined way, actively dealing with potential misunderstandings and unrecognized obstacles.
Seize opportunities to not only talk about “what” will happen in the organization, but also “why” or the reasons it will happen. It’s far easier to talk about “what” than it is “why”, but the long-term payoff is greater for discussing the rationale. For example, instead of just sharing business or sales projections, discuss the factors and trends that influenced your projections.
So What?
​Sharing the rationale allows coworkers and employees to better understand how you make decisions; in effect your “thinking routine”. This helps others to better anticipate how you are likely to respond to future events.