Advertisement
| communicating with upper management: Communicating Effectively with Senior Executives Sorin Dumitrascu, 2017-05-05 Communicating with a senior executive is probably not something you do every day, and you're probably glad about that. Whether by phone, e-mail, or in person, communicating with a senior executive can be a daunting and stressful challenge. But it can also be an incredible opportunity to get your point across, influence decisions, and establish yourself as someone with value to contribute. It's an opportunity you'll want to make the most of.Given what's at stake, it's critical that you prepare this communication properly and professionally. Doing this will not only impress the senior executive, it will maximize your chances of successfully achieving the goal of the communication.Proper preparation begins with considering the characteristics and drivers that influence a senior executive's decision-making. You also need to be clear about the parameters of your communication. What is it you want to communicate? What are you trying to achieve?If your communication is going to succeed, you also need to follow certain other principles. For example, your message must be to the point and relevant. It must correspond to the executive's personality and decision-making style. And you need to be on top of the financial and customer implications of what you're saying.This course will help you shape and clarify your communications with senior executives. It will outline the principles to follow and present some very important tips on building credibility with senior executives. These principles and tips are all crucial to ensure that you're taken seriously.Finally, this course will provide detailed guidance on how best to approach and plan your meetings with senior executives. Overall, the course will help you make your communications with senior executives more productive and beneficial to all concerned.Does the idea of communicating with senior executives in your company make your heart race, give you chills of terror, or make your mind go completely blank? Communication isn't everybody's strength, but in business, having the skills to effectively communicate your ideas to senior executives will make you a better manager.You probably know there's a big difference between a meeting and chatting with a senior executive in the parking lot. Or between presenting a new idea to senior executives and reporting on how your project is progressing.You must be prepared to communicate with senior executives in both formal and informal settings. You'll also explore different communication platforms like presentations, e-mail, phone calls, and elevator pitches, and learn about the advantages and disadvantages of each. Then you'll be able to use what you've learned to choose the most appropriate platform to deliver your message.You'll also learn how to adapt your approach for different purposes depending on what you're trying to achieve with your communication. The purpose of your communication may be to report, propose, or make a request. But whatever your purpose, this course will teach you appropriate principles and guidelines to follow so you get your message across effectively. |
| communicating with upper management: Succeeding with Senior Management G. Campbell, 2017-08-10 This all-inclusive communication guide explains how the project manager can bridge the gap and engage the upper ranks. Senior managers speak the language of strategy. Project managers use the language of tasks and activities. These significantly different communication styles can lead to breakdowns and setbacks at project sites that are difficult to overcome, especially for the project manager. The key to working through this is communication--specifically communicating up. By establishing relationships early on, understanding executives, and keeping them involved, project managers can win the support they need--which will be especially critical when problems arise. Succeeding with Senior Management that covers a wide range of industries explains how project managers can: Navigate the company’s political waters Link the project to the business Provide options and recommendations for major decisions Use the right listening style Involve the sponsor in resolving cross-functional problems Learn how to keep senior management involved with your project, motivated to push obstacles aside, and focused on a successful conclusion. When troubles arise--and they will--you’ll be glad you kept them in the loop. |
| communicating with upper management: Executive Presence Sylvia Ann Hewlett, 2014-06-03 Are you “leadership material?” More importantly, do others perceive you to be? Sylvia Ann Hewlett, a noted expert on workplace power and influence, shows you how to identify and embody the Executive Presence (EP) that you need to succeed. You can have the experience and qualifications of a leader, but without executive presence, you won't advance. EP is an amalgam of qualities that true leaders exude, a presence that telegraphs you're in charge or deserve to be. Articulating those qualities isn't easy, however. Based on a nationwide survey of college graduates working across a range of sectors and occupations, Sylvia Hewlett and the Center for Talent Innovation discovered that EP is a dynamic, cohesive mix of appearance, communication, and gravitas. While these elements are not equal, to have true EP, you must know how to use all of them to your advantage. Filled with eye-opening insights, analysis, and practical advice for both men and women, mixed with illustrative examples from executives learning to use the EP, Executive Presence will help you make the leap from working like an executive to feeling like an executive. |
| communicating with upper management: Transforming Communication in Leadership and Teamwork Renate Motschnig, David Ryback, 2016-11-07 This accessible, highly interactive book presents a transformative approach to communication in leadership to meet workplace challenges at both local and global levels. Informed by neuroscience, psychology, as well as leadership science, it explains how integrating and properly balancing two key focal points of management—the tasks at hand and the concerns of others and self—can facilitate decision-making, partnering with diverse colleagues, and handling of crises and conflicts. Case examples, a self-test, friendly calls for reflection, and practical exercises provide readers with varied opportunities to assess, support, and evoke their readiness to apply these real-world concepts to their own style and preferences. Together, these chapters demonstrate the best outcomes of collaborative communication: greater effectiveness, deeper empathy with improved emotional fulfillment, and lasting positive change. Included in the coverage: · As a manager, can I be human? Using the two-agenda approach for more effective—and humane—management. · Being and becoming a person-centered leader and manager in a crisis environment. · Methods for transforming communication: dialogue. · Open Case: A new setting for problem-solving in teams. · Integrating the two agendas in agile management. · Tasks and people: what neuroscience reveals about managing both more effectively. · Transforming communication in multicultural contexts for better understanding across cultures. As a skill-building resource, Transforming Communication in Leadership and Teamwork offers particular value: · to diverse business professionals, including managers, leaders, and team members seeking to become more effective · business consultants and coaches working with people in executive positions and/or teams · leaders and members of multi-national teams · executives, decision makers and organizational developers · instructors and students of courses on effective communication, social and professional skills, human resources, communication and digital media, leadership, teamwork, and related subjects. |
| communicating with upper management: Communicating More Effectively Anne Warfield, 2001-10 |
| communicating with upper management: Communicating for Managerial Effectiveness Phillip G. Clampitt, 2016-10-28 Appreciated by thousands of thoughtful students, successful managers, and aspiring senior leaders around the world Communicating for Managerial Effectiveness skillfully integrates theory, research, and real-world case studies into models designed to guide thoughtful responses to complex communication issues. The highly anticipated Sixth Edition builds on the strategic principles and related tactics highlighted in previous editions to show readers how to add value to their organizations by communicating more effectively. Author Phillip G. Clampitt (Blair Endowed Chair of Communication at the University of Wisconsin–Green Bay) addresses common communication problems experienced in organizations, including: Communicating about major changes spanning organizational boundaries Selecting the proper communication technologies Transforming data into knowledge Addressing ethical dilemmas Providing useful performance feedback Structuring and using robust decision-making practices Cultivating the innovative spirit Building a world-class communication system |
| communicating with upper management: No Bullsh!t Leadership Martin G. Moore, 2021-09-28 What makes a truly exceptional leader? Discover the practical, fail-proof tools that will help you to fine-tune your leadership skills, solidify respect among your workforce, and ensure your company’s lasting success. When Martin G. Moore was asked to rescue a leading energy corporation from ever-increasing debt and a lack of executive accountability, he faced an uphill battle. Not only had he never before stepped into the role of CEO; he also had no experience in the rapidly evolving energy sector. Relying on the practical leadership principles he had honed throughout his thirty-three-year career, he overhauled the company’s culture, redefined its leadership capability, and increased earnings by a compound annual growth rate of 125 percent. In No Bullsh!t Leadership, Moore outlines these proven leadership principles in a clear, direct way. He sweeps away the mystical fog surrounding leadership today and lays out the essential steps for success. Moore combines this tangible advice with honest, real-world examples from his own career to provide a no-nonsense look at the skills a true leader possesses. Moore’s principles for no bullshit leadership focus on: Creating value by focusing only on the things that matter most Facing conflict, adversity, and ambiguity with decisiveness and confidence Setting uncompromising standards for behavior and performance Selecting and developing great people Making those people accountable, and empowering them to do their best Setting simple, value-driven goals and communicating them relentlessly Though the steps aren’t easy, they are guaranteed, if implemented, to lift your leadership–and your organization–to a higher level. Wherever you are in your career, No Bullsh!t Leadership will help you develop the skills and form the habits needed to become a no bullshit leader. |
| communicating with upper management: Who the Hell Wants to Work for You? Tim Eisenhauer, 2018-04 Who the Hell Wants to Work for You? explains and unifies the groundbreaking employee engagement practices of America's most admired companies. It shows the role of individuals, managers, and executives in building a new kind of workplace. It uses the collective experience of hundreds of employers to help you transform your mind, team, and business |
| communicating with upper management: Ask a Manager Alison Green, 2018-05-01 'I'm a HUGE fan of Alison Green's Ask a Manager column. This book is even better' Robert Sutton, author of The No Asshole Rule and The Asshole Survival Guide 'Ask A Manager is the book I wish I'd had in my desk drawer when I was starting out (or even, let's be honest, fifteen years in)' - Sarah Knight, New York Times bestselling author of The Life-Changing Magic of Not Giving a F*ck A witty, practical guide to navigating 200 difficult professional conversations Ten years as a workplace advice columnist has taught Alison Green that people avoid awkward conversations in the office because they don't know what to say. Thankfully, Alison does. In this incredibly helpful book, she takes on the tough discussions you may need to have during your career. You'll learn what to say when: · colleagues push their work on you - then take credit for it · you accidentally trash-talk someone in an email and hit 'reply all' · you're being micromanaged - or not being managed at all · your boss seems unhappy with your work · you got too drunk at the Christmas party With sharp, sage advice and candid letters from real-life readers, Ask a Manager will help you successfully navigate the stormy seas of office life. |
| communicating with upper management: The Pyramid Principle Barbara Minto, 2009 Do you need to produce clear reports, papers, analyses, presentations and memos? If so, you need The Pyramid Principle. Communicating your ideas concisely and articulately to clients, colleagues or to the management board is a key factor in determining your personal business success. To gain the maximum effect you need to make maximum impact with your ideas upfront. Applying the Pyramid Principle means you will save valuable time in writing and waste no time in getting your message across to your audience, making sure they grasp your meaning at once.--BOOK JACKET. |
| communicating with upper management: Winning Em' Over Jay A. Conger, 2001-10-15 A historic shift is occurring in the nature of management. Until recently, bosses could simply use the power of their positions to direct and order their subordinates. However, in today's workplace, which is significantly different from the remarkably homogenous and traditional business environment of just two decades ago, the approach of command authority no longer works effectively. Winning 'em Over chronicles a revolution. We are witnessing an ancient model of managing built around command and hierarchy give way to a new model built around persuasion and teamwork. Jay Conger demonstrates to managers on all levels how to thrive in the wake of this momentous transformation. Today we work in an environment where people don't just ask What should I do? but Why should I do it? To successfully answer this why question is to persuade. Yet many businesspeople misunderstand and still more make little use of persuasion. The problem? Persuasion is widely perceived as a skill reserved for selling products and closing deals. But in reality, good managers are persuading all day long. As Conger explains with insight and conviction, today's most effective managers are influencing others through constructive forms of persuasion -- and their employees give them levels of commitment and motivation that the managers of the last generation could only dream of. Conger illustrates how three important forces -- new generations of managers and executives, cross-functional teams, and unprecedented access to information that was once the privilege of the most senior levels of management -- are undermining the old Age of Command and ushering in the new Age of Persuasion. He exposes the most commonly held myths about the art of persuasion and shows how to influence others productively, without manipulation. Most important, he outlines the four crucial components of effective managing by persuasion: building one's credibility, finding common ground so that others have a stake in one's ideas, finding compelling positions and evidence, and emotionally connecting with coworkers so that solutions resonate with them on a personal level. In Winning 'em Over, Conger explains how to implement a management style that will succeed in what is becoming a fundamentally and radically different business environment, and he provides readers with all of the new tools they will need to become effective, constructive persuaders. |
| communicating with upper management: The Resume Coloring Book Lea McLeod, 2013-12-03 The Resume Coloring Book is a DIY formula for a successful, professional resume template. This template has gotten my clients interviews faster and more successfully than when they were writing a résumé on their own and not getting any results! And it's simple! Using a color-based, easy to follow method, you will create your DIY resume that looks like it was created by a professional, has a 60% better chance of being read, and greatly increases your chances of getting more interviews! The Resume Coloring Book will teach you how to identify and take credit for the skills you have, and, how to turn them into powerful credentials for your resume that will attract the employers you want to work for! |
| communicating with upper management: Effective Internal Communication Lyn Smith, Pamela Mounter, 2008 Previously overlooked in the workplace, this book explores how internal communication is conducted across the different sectors and in organisations of differing sizes and complexity. |
| communicating with upper management: Leadership Communication Deborah Barrett, 2013-12-16 Guides potential leaders in developing the communication capabilities needed to be transformational leaders. This book brings together managerial communication and concepts of emotional intelligence to create a new model of communication skills and strategies for corporate leaders. |
| communicating with upper management: Communication in Management Owen Hargie, David Dickson, Dennis Tourish, 1999 In this book, the authors look in turn at each of the key management tasks, from meetings to negotiation, from writing reports to using the telephone, and they provide practical guidance for increased effectiveness. Other chapters cover non-verbal communication and 'doing things right and doing the right thing'. The text is presented in a lively way but also with academic rigour, and is supported throughout by exercises, checklists and ready-to-use formats. |
| communicating with upper management: Communication Carrie Alexander Colella, 2014-10-21 Communication in the workplace is generally viewed as directives from management to the workforce. However, the flow of information from the workforce to management should be viewed as equally important. According to Webster (2012), communication is defined as “to make known or to express oneself effectively.” |
| communicating with upper management: Essentials of Corporate Communication Cees B.M. Van Riel, Charles J. Fombrun, 2007-08-07 This lively and engaging new book addresses a topical and important area of study. Helping readers not only to understand, but also to apply, the most important theoretical notions on identity, identification, reputation and corporate branding, it illustrates how communicating with a company’s key audience depends upon all of the company’s internal and external communication. The authors, leading experts in this field, provide students of corporate communication with a research-based tool box to be used for effective corporate communications and creating a positive reputation. Essentials of Corporate Communication features original examples and vignettes, drawn from a variety of US, European and Asian companies with a proven record of successful corporate communication, thus offering readers best practice examples. Illustrations are drawn from such global companies as Virgin, IKEA, INVE and Lego. Presenting the most up-to-date content available it is a must-read for all those studying and working in this field. |
| communicating with upper management: HBR Guide to Thinking Strategically (HBR Guide Series) Harvard Business Review, 2018-12-18 Bring strategy into your daily work. It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands? The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list. You'll learn how to: Understand your organization's strategy Align your team around key objectives Focus on the priorities that matter most Spot trends in your company and in your industry Consider future outcomes when making decisions Manage trade-offs Embrace a leadership mindset |
| communicating with upper management: How to Say it for Executives Phyllis Mindell, 2005-01-04 How to Say It® for Executives offers everything current and future leaders need to know to get their ideas across powerfully, efficiently, and humanely. Full of practical tips, words, outlines, and models, this guide shows how to: Prepare and deliver effective speeches and talk to large and small audiences Reinforce a message with effective use of nonverbal languageAvoid words and phrases that undermine authority Foster participation during meetings Handle difficult or hostile people with grace Write briefly and clearly |
| communicating with upper management: Conversational Style Deborah Tannen, 2005-07-21 This revised edition of Deborah Tannen's first discourse analysis book, Conversational Style--first published in 1984--presents an approach to analyzing conversation that later became the hallmark and foundation of her extensive body of work in discourse analysis, including the monograph Talking Voices, as well as her well-known popular books You Just Don't Understand, That's Not What I Meant!, and Talking from 9 to 5, among others. Carefully examining the discourse of six speakers over the course of a two-and-a-half hour Thanksgiving dinner conversation, Tannen analyzes the features that make up the speakers' conversational styles, and in particular how aspects of what she calls a 'high-involvement style' have a positive effect when used with others who share the style, but a negative effect with those whose styles differ. This revised edition includes a new preface and an afterword in which Tannen discusses the book's place in the evolution of her work. Conversational Style is written in an accessible and non-technical style that should appeal to scholars and students of discourse analysis (in fields like linguistics, anthropology, communication, sociology, and psychology) as well as general readers fascinated by Tannen's popular work. This book is an ideal text for use in introductory classes in linguistics and discourse analysis. |
| communicating with upper management: How To Conduct Organizational Surveys Jack E. Edwards, 1997 Provides practical hints on how to conduct organizational attitude surveys with real-life examples. |
| communicating with upper management: Leading Leaders Jeswald W. Salacuse, 2005-11-03 Expert Help for the Special Challenges of Managing Other Leaders Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are: 1. Direction How do you negotiate a vision for the organization that other leaders will buy into? 2. Integration How do you make stars a team? 3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward? 4. Education How do you educate people who think they are already educated? 5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization? 6. Representation How do you lead your organization’s outside constituents while still leading leaders inside? 7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on? Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders. |
| communicating with upper management: HBR's 10 Must Reads on Communication (with featured article "The Necessary Art of Persuasion," by Jay A. Conger) Harvard Business Review, Robert B. Cialdini, Nick Morgan, Deborah Tannen, 2013-03-12 The best leaders know how to communicate clearly and persuasively. How do you stack up?If you read nothing else on communicating effectively, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you express your ideas with clarity and impact—no matter what the situation. Leading experts such as Deborah Tannen, Jay Conger, and Nick Morgan provide the insights and advice you need to: Pitch your brilliant idea—successfully Connect with your audience Establish credibility Inspire others to carry out your vision Adapt to stakeholders’ decision-making style Frame goals around common interests Build consensus and win support |
| communicating with upper management: Motivating Language Theory Jacqueline Mayfield, Milton Mayfield, 2017-09-07 This book presents the findings, applications, and theoretical underpinnings of a unique leadership communication model: motivating language theory. Drawing from management, social science, and communication theories, motivating language theory demonstrates how leader-to-follower speech improves employee and organizational well-being and drives positive workplace outcomes (such as employee performance, retention, and job satisfaction) in a wide array of settings. It presents an integrated model based on empirical findings and theoretical developments from the past three decades to explore the three dimensions of motivating language: direction giving language, empathetic language, and meaning-making language. It will be a comprehensive source for its empirical relationships, generalizability, theoretical basis, and future directions for research and practice. |
| communicating with upper management: Organizations Howard P. Greenwald, 2008 Providing a comprehensive understanding of the functions of formal organizations and the challenges they face, this text emphasizes the importance of forces that organizations or their leaders cannot fully control as a key distinctive theme. It covers basic features of organizations such as roles, structure, reward systems, power and authority, and culture and introduces important theoretical perspectives related to these features. |
| communicating with upper management: Communicating Strategy Phil Jones, 2017-03-02 'If you don't communicate your strategy in a way that your people understand and find compelling, how can you expect them to help you succeed with it? Research suggests only 5% of the people in an organization understand its strategy. If that is true for your organization, whose strategy are the other 95% implementing? Not yours, that is for sure.' Phil Jones' Communicating Strategy is designed to help you communicate your strategy in a compelling and effective way, and dramatically improve implementation and the resulting outcomes. It provides a clear framework for building a communication plan as well as practical information, techniques, tools, tips and exercises that can be applied to explain and deliver a complete and coherent message. With guidance on how to create change champions, the book is vital reading for senior managers globally. |
| communicating with upper management: Laziness Does Not Exist Devon Price, 2021-01-05 From social psychologist Dr. Devon Price, a fascinating and thorough examination of what they call the “laziness lie”—which falsely tells us we are not working or learning hard enough—filled with practical and accessible advice for overcoming society’s pressure to “do more.” Extra-curricular activities. Honors classes. 60-hour work weeks. Side hustles. Like many Americans, Dr. Devon Price believed that productivity was the best way to measure self-worth. Price was an overachiever from the start, graduating from both college and graduate school early, but that success came at a cost. After Price was diagnosed with a severe case of anemia and heart complications from overexertion, they were forced to examine the darker side of all this productivity. Laziness Does Not Exist explores the psychological underpinnings of the “laziness lie,” including its origins from the Puritans and how it has continued to proliferate as digital work tools have blurred the boundaries between work and life. Using in-depth research, Price explains that people today do far more work than nearly any other humans in history yet most of us often still feel we are not doing enough. Dr. Price offers science-based reassurances that productivity does not determine a person’s worth and suggests that the solution to problems of overwork and stress lie in resisting the pressure to do more and instead learn to embrace doing enough. Featuring interviews with researchers, consultants, and experiences from real people drowning in too much work, Laziness Does Not Exist encourages us to let go of guilt and become more attuned to our own limitations and needs and resist the pressure to meet outdated societal expectations. |
| communicating with upper management: Sleeping with Your Smartphone Leslie A. Perlow, 2012-05-01 Does it have to be this way? Can’t resist checking your smartphone or mobile device? Sure, all this connectivity keeps you in touch with your team and the office—but at what cost? In Sleeping with Your Smartphone, Harvard Business School professor Leslie Perlow reveals how you can disconnect and become more productive in the process. In fact, she shows that you can devote more time to your personal life and accomplish more at work. The good news is that this doesn’t require a grand organizational makeover or buy-in from the CEO. All it takes is collaboration between you and your team—working together and making small, doable changes. What started as an experiment with a six-person team at The Boston Consulting Group—one of the world’s elite management consulting firms—triggered a global initiative that eventually spanned more than nine hundred BCG teams in thirty countries across five continents. These teams confronted their nonstop workweeks and changed the way they worked, becoming more efficient and effective. The result? Employees were more satisfied with their work-life balance and with their work in general. And the firm was better able to recruit and retain employees. Clients also benefited—often in unexpected ways. In this engaging book, Perlow takes you inside BCG to witness the challenges and benefits of disconnecting. She provides a step-by-step guide to introducing change on your team—by establishing a collective goal, encouraging open dialogue, ensuring leadership support—and then spreading change to the rest of your firm. If you and your colleagues are grappling with the “always on” problem, it’s time to disconnect—and start reading. |
| communicating with upper management: Communicating Construction Liz Male, Penny Norton, 2021-03-01 This book is a wide-ranging exploration of PR and communication in the construction industry, with a strong emphasis on communications theory, strategy and technique. The editors begin with an introduction to the UK construction industry and its supply chains, as well as various elements of PR in relation to the construction process. Subsequent chapters provide a strategic overview, practical examples, success stories, case studies and personal perspectives on PR for different parts of the built environment and reputational issues in construction. Chapters include expert advice on communications for architecture, planning, building consultancy, building products and manufacturers, general and specialist contractors, construction technology, infrastructure and communicating sustainability in the built environment. The conclusion looks at the current and upcoming reputational priorities for communicators in construction, as well as the top ten priorities for implementing PR as a strategic management discipline in the industry. This book is essential reading for all construction PR teams, students studying both for built environment and PR/marketing degrees and CPD courses, and anyone working in the built environment sector who needs to consider PR and marketing as part of their role. |
| communicating with upper management: Communicating at Work Ronald B. Adler, Ronald Brian Adler, Jeanne Marquardt Elmhorst, Kristen Lucas, 2012-10 The 11th edition of Communicating at Work enhances the strategic approach, real-world practicality, and reader-friendly voice that have made this text the market leader for three decades. On every page, students learn how to communicate in ways that enhance their own career success and help their organization operate effectively. This edition retains the hallmark features that have been praised by faculty and students--a strong emphasis on ethical communication and cultural diversity, discussions of evolving communication technologies, and self-assessment tools--while incorporating important updates and ground-breaking digital teaching and learning tools to help students better connect to the course material and apply it to real world business situations. |
| communicating with upper management: Coronavirus: Leadership and Recovery: The Insights You Need from Harvard Business Review Harvard Business Review, Martin Reeves, Nancy Koehn, Tsedal Neeley, Scott Berinato, 2020-07-28 Lead through the crisis and prepare for recovery. As the Covid-19 pandemic is exacting its toll on the global economy, forward-looking organizations are moving past crisis management and positioning themselves to leap ahead when the worst is over. What should you and your organization be doing now to address today's unprecedented challenges while laying the foundation needed to emerge stronger? Coronavirus: Leadership and Recovery provides you with essential thinking about managing your company through the pandemic, keeping your employees (and yourself) healthy and productive, and spurring your business to continue innovating and reinventing itself ahead of the recovery. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future. |
| communicating with upper management: Communicating Change: Winning Employee Support for New Business Goals T. J. Larkin, Sandar Larkin, 1994-01-22 Offers prescriptions for effecting successful change centered around three guiding principles: conveying the message through supervisors; communicating face-to-face; and, making the changes relevant to each work area |
| communicating with upper management: Managing for Engagement -- Communication, Connection, and Courage Anne Marrelli, 2010 Focuses on how leaders can drive employee engagement and increase high performance mgmt.; i.e., the actions leaders from first-line supervisors to exec. can take to facilitate the motivation and commitment of their employees. The effort leaders invest in managing their workforce pays off in substantially higher levels of employee engagement and performance. The recommendations it offers for increasing both engagement and performance can be characterized in three words: communication, connection, and courage. These are the foundation of performance mgmt. -- communicating openly and honestly with employees, connecting with them as people to build good working relationships, and demonstrating the courage to address and resolve problems. Illus. |
| communicating with upper management: Closing the Communication Gap H. James Harrington, Robert Lewis, 2017-08-21 Improved communication in business means higher profits. Improved communication in government means happier citizens. Improved communication in healthcare means quicker recoveries, fewer lawsuits, and happier nurses and patients.Closing the Communication Gap can help readers improve communication by closing the gap between what the communicator mea |
| communicating with upper management: Leadership Communication E. Bruce Harrison, Judith Mühlberg, 2014-09-05 My graduate students like this book’s real-world focus on public relations as a strategic role in the C-suite. —Ron Culp, professional director, Public Relations & Advertising graduate program, DePaul University; former Senior Vice President, Chief Communication Officer, Sears Leadership in Communication is a cogent, bright, easily readable definition of what corporate communicators do. More than that, it’s an uncommonly careful look at how strategic communication defines, drives, and creates value for a commercial enterprise—its employees, its owners, and those whom they serve. —James S. O’Rourke, IV, PhD, Professor of Management, Mendoza College of Business, University of Notre Dame The quality of leadership in any organization—business, social, military, and government—is enhanced or limited by the quality of its leadership communication. The authors assert that leadership is given force by strategic communication that produces results required in competitive conditions. For the professional in enterprise communication, this brings into focus two questions: What is the relevance of communication in the leadership process of reaching best achievable outcomes (BAOs)? And, how does the primary communication professional attain expert in uence and success in a leadership position? This book provides insights and guidance on functioning at the highest levels of the corpo rate communications profession. |
| communicating with upper management: Communicating in Risk, Crisis, and High Stress Situations: Evidence-Based Strategies and Practice Vincent T. Covello, 2021-12-29 COMMUNICATING IN R!SK, CRISIS, AND HIGH STRESS SITUATIONS LEARN THE UNIFYING PRINCIPLES BEHIND RISK, CRISIS, AND HIGH STRESS COMMUNICATION WITH THIS STATE-OF-THE-ART REFERENCE WRITTEN BY A MAJOR LEADER IN THE FIELD Communicating in Risk, Crisis, and High Stress Situations: Evidence-Based Strategies and Practice is about communicating with people in the most challenging circumstances: high stress situations characterized by high risks and high stakes. The ability to communicate effectively in a high stress situation is an essential communication competency for managers, engineers, scientists, and professionals in every field who can be thrust into demanding situations complicated by stress. Whether you are confronting an external crisis, an internal emergency, or leading organizational change, this book was written for you. Communicating in Risk, Crisis, and High Stress Situations brings together in one resource proven scientific research with practical, hands-on guidance from a world leader in the field. The book covers such critical topics as trust, stakeholder engagement, misinformation, messaging, and audience perceptions in the context of stress. This book is uniquely readable, thorough, and useful, thanks to features that include: Evidence-based theories and concepts that underlie and guide practice Tools and guidelines for practical and effective planning and application Experience-based advice for facing challenges posed by mainstream and social media Provocative case studies that bring home the key principles and strategies Illuminating case diaries that use the author’s breadth and depth of experience to create extraordinary learning opportunities The book is a necessity for managers, engineers, scientists, and others who must communicate difficult technical concepts to a concerned public. It also belongs on the bookshelves of leaders and communicators in public and private sector organizations looking for a one-stop reference and evidence-based practical guide for communicating effectively in emotionally charged situations. Written by a highly successful academic, consultant, and trainer, the book is also designed as a resource for training and education. |
| communicating with upper management: Manage IT as a Business Bennet Lientz, Lee Larssen, 2012-06-14 Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things. The techniques in this book have been implemented in over 60 organizations around the world and in over 20 different industries, and the authors include several examples in each chapter to illustrate their points. Follow these proven recommendations to manage IT as a business that adds value to the company. |
| communicating with upper management: Communicating in Organizations Gerald Lee Pepper, 1995 This text is designed for advanced courses in organizational communication, exploring provocative issues in depth, from ethical dilemmas. |
| communicating with upper management: 6 Habits of Highly Effective Bosses Stephen E O'Connell, 2008-08-21 Following the theme we espouse in this book, that we can all develop skills that apply both at work and in our personal lives we would like to dedicate this book to the clients from whom we learn so much, and to our families, who inspire us every day about the value of human relationships in a meaningful life.... |
| communicating with upper management: Communicating Ethically William W. Neher, Paul Sandin, 2017-02-03 Communicating Ethically provides a broad introduction to the ethical nature of communication. Now in its second edition, the text has been revised to further address current issues, such as: evolving social media and digital platforms, growing cultural communication and discussion of diversity, and the ethics of public discourse. This book combines coverage of the major systems of ethical reasoning with applications, including case studies in each chapter, to investigate ethics within many fields in the communication discipline. Incorporating a simple framework for ethical reasoning allows the reader to develop their own understanding of the various criteria for making ethical judgments. |
Communicating with Upper Management: The Problems with …
In this paper we will address the problem of identifying detrimental upper management behavior, determining what should be put into a course on the subject, and then how to present …
CME: AMA PRA Category 1 Credit on page 7. Who’s the Boss?
Likewise, when frontline staff learn that they can access upper management directly, it is critical that upper manage-ment refer employees back to their immediate supervisor to resolve …
Effective Project Communication Management
Set up an Escalation Procedure for rapid communication with upper management when a project begins to run over cost or schedule, or rapid decisions need to be made in response to internal …
Making the Transition to Management
• Blaming upper management for unpopular decisions. Managers are often asked to announce and explain new company policies to their employees. Some new managers try to distance …
Management Concepts and Terms
Upper (or Top Level) Managers: Spend most of their time planning and leading because they make decisions about the organization’s overall performance and direction. Therefore, they …
Communicating Effectively with Upper Management
Relating to Upper Management Skill 11 • Relate to top management on their terms • Focus on solutions to problems they face • One critical skill: analyzing issues from their perspective, not …
Communicating to Senior Management and Key Stakeholders …
This programme helps you frame your ideas and issues in strategic business language, to help you speak and understand the language of senior managers and get more chances to sell …
COMMUNICATING WITH MANAGEMENT - linguahouse.com
TEACHER MATERIALS · UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT Key 1. Warm up 5 mins. This opens the lesson …
THE ULTIMATE GUIDE FOR MANUFACTURING INTERNAL …
communicating important information to employees. Traditional methods of com-munication such as email, meetings, and bulletin boards can be time-consuming and ineffective, leading to …
Communicating Financial Information to Nonfinancial People
Know your audience: Will information be presented to upper management, program staff, volunteers, donors or board members? Understand how the users of the financial reports/data …
UNDERSTANDING EMPLOYEE MOTIVATION THROUGH …
It is through the manager understanding and communicating to their subordinates the mission and goals of the organization along with understanding the organizational culture that managers …
Effective Management Communication Strategies - Walden …
I focused my interview questions on management awareness of effective communication. The proposed interview questions followed (see Appendix D). 1. What strategies have you used for …
PERCEPTION OF GEMBA KAIZEN’S UPPER MANAGEMENT …
ce. There was a significant linear relationship between the Kaizen Principle of upper management commitment and employees’ understanding the contribution of their role in performance of the …
Simple Guide to Change Management Models - Change …
Change Management Methodology is a linear methodology describing 3 stages for approaching an organizational change with activities within each stage. Unfreeze 1. Determine what needs …
COMMUNICATING WITH MANAGEMENT - Linguahouse
UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT 5 Speaking - Part 1 In pairs, take turns to ask each other the …
Unit1 Discussion Post D. Formal Communication Flow.
occupation, people spend a staggering amount of time communicating on the job.” (Adler, Elmhorst, & Lucas, pg. 5). Not only is verbal communication important, but nonverbal …
American Management Association's Communicating Up, …
American Management Association's Communicating Up, Down, and Across the Organization Learning Objectives Exhibit a Strong Sense of Self-Confidence with Your Peers, Direct …
COMMUNICATING WITH MANAGEMENT - Linguahouse
UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT 4 Writing - Part 2 You are the manager of a bar and restaurant for a …
COMMUNICATING WITH MANAGEMENT - Linguahouse
%PDF-1.7 %Çì ¢ %%Invocation: gs ? ? -dSubsetFonts=true -dColorImageResolution=300 -dDownsampleColorImages=true -sDEVICE=pdfwrite ? 6 0 obj > stream xœ}m“eIqÞ d$5 Ù– …
Communicating with Upper Management: The Problems …
In this paper we will address the problem of identifying detrimental upper management behavior, determining what should be put into a course on the subject, and then how to present …
CME: AMA PRA Category 1 Credit on page 7. Who’s the Boss?
Likewise, when frontline staff learn that they can access upper management directly, it is critical that upper manage-ment refer employees back to their immediate supervisor to resolve …
Effective Project Communication Management
Set up an Escalation Procedure for rapid communication with upper management when a project begins to run over cost or schedule, or rapid decisions need to be made in response to internal …
Making the Transition to Management
• Blaming upper management for unpopular decisions. Managers are often asked to announce and explain new company policies to their employees. Some new managers try to distance …
Management Concepts and Terms
Upper (or Top Level) Managers: Spend most of their time planning and leading because they make decisions about the organization’s overall performance and direction. Therefore, they are …
Communicating Effectively with Upper Management
Relating to Upper Management Skill 11 • Relate to top management on their terms • Focus on solutions to problems they face • One critical skill: analyzing issues from their perspective, not …
Communicating to Senior Management and Key …
This programme helps you frame your ideas and issues in strategic business language, to help you speak and understand the language of senior managers and get more chances to sell your …
COMMUNICATING WITH MANAGEMENT - linguahouse.com
TEACHER MATERIALS · UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT Key 1. Warm up 5 mins. This opens the lesson with …
THE ULTIMATE GUIDE FOR MANUFACTURING INTERNAL …
communicating important information to employees. Traditional methods of com-munication such as email, meetings, and bulletin boards can be time-consuming and ineffective, leading to …
Communicating Financial Information to Nonfinancial People …
Know your audience: Will information be presented to upper management, program staff, volunteers, donors or board members? Understand how the users of the financial reports/data …
UNDERSTANDING EMPLOYEE MOTIVATION THROUGH …
It is through the manager understanding and communicating to their subordinates the mission and goals of the organization along with understanding the organizational culture that managers …
Effective Management Communication Strategies - Walden …
I focused my interview questions on management awareness of effective communication. The proposed interview questions followed (see Appendix D). 1. What strategies have you used for …
PERCEPTION OF GEMBA KAIZEN’S UPPER MANAGEMENT …
ce. There was a significant linear relationship between the Kaizen Principle of upper management commitment and employees’ understanding the contribution of their role in performance of the …
Simple Guide to Change Management Models - Change …
Change Management Methodology is a linear methodology describing 3 stages for approaching an organizational change with activities within each stage. Unfreeze 1. Determine what needs …
COMMUNICATING WITH MANAGEMENT - Linguahouse
UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT 5 Speaking - Part 1 In pairs, take turns to ask each other the …
Unit1 Discussion Post D. Formal Communication Flow.
occupation, people spend a staggering amount of time communicating on the job.” (Adler, Elmhorst, & Lucas, pg. 5). Not only is verbal communication important, but nonverbal …
American Management Association's Communicating Up, …
American Management Association's Communicating Up, Down, and Across the Organization Learning Objectives Exhibit a Strong Sense of Self-Confidence with Your Peers, Direct …
COMMUNICATING WITH MANAGEMENT - Linguahouse
UPPER-INTERMEDIATE (B2-C1) COMMUNICATING WITH MANAGEMENT HEAAADERLOGORIGHT 4 Writing - Part 2 You are the manager of a bar and restaurant for a …
COMMUNICATING WITH MANAGEMENT - Linguahouse
%PDF-1.7 %Çì ¢ %%Invocation: gs ? ? -dSubsetFonts=true -dColorImageResolution=300 -dDownsampleColorImages=true -sDEVICE=pdfwrite ? 6 0 obj > stream xœ}m“eIqÞ d$5 Ù– …
