Leading by example

Recently I was invited by Monika Stafford at LloydsTSB to interview Truett Tate, Group Executive Director for Wholesale and International Banking.  Truett had taken part in the research into 21st Century Leadership Communication carried out by Melcrum and the Company Agency, and I got to quiz him in front of the LloydsTSB internal comms network.

As I'm oblivious to the photographer and in post-interview hero-worship mode here, you won't be surprised to know that I found it a privilege to interview Truett.

I was reflecting as we were talking on what made him such a good communicator. I decided it was because he had obviously prepared for the session, he answered the questions thoughtfully, he meant every word he said and he was honest and human. Not rocket science, just integrity, thought and common courtesy. ( He took the time to come and meet me before the interview, had read my biog and was asking me about my business history within 2 minutes and the name of my cat within 5.)   

People often assume comms folk working with leaders who 'get it' like Truett have a honeyed existence involving hours of meaningful conversation about what should be in next year's business plan and pondering the nature of employee engagement. Not necessarily true. When Truett was asked how much time he spent with his IC people, he said 'not enough', and when I spoke to them afterwards it turns out that they get relatively little time with him, but, between him and them, they make things work very well.

I've been lucky enough to work with several leaders who well and truly 'got' communication as an in-houser.  At the top of my list is Stephen Carter, was MD at NTL, now CEO at Brunswick. Closely followed by Gary Hoffman, Group Vice Chairman at Barclays and Alison Rennison, ex Barclays, now an executive coach. All very different in style, but incredibly rewarding to work with. The rules I give myself about working with leaders are these:

• Watch and listen to them in action as much as possible to see how they think, how they speak, what matters to them and how they prefer to work.
• Reflect their preferred style back to them. If they like data, give them data. If they don't like to be challenged, find a more indirect way of giving an opposing opinion. If they like to get to the point, go in with a list and don't waffle.
• Make their life easier. I remember an IC person  telling me she'd been asked to make a cup of coffee by a senior leader. She said 'I will make your coffee, but please remember that I am here to advise you about internal communications'. Not only have I fetched coffees, I have sat in media interviews that were nothing to do with me (alongside media relations people that had a proper reason to be there) pouring tea, or driven leaders up to the odd meeting, just because they said they'd feel better if I was there. I was pleased to be asked, not offended.
• Put yourself in their shoes and don't take it personally if they yell (unless you deserve it).  I'd be abrupt sometimes if I had a multi-million pound business to run, things were going pearshaped, I'd had no sleep and I had 100 things to get through that day.
• Listen to what they want and ask questions. I've seen so many role plays when people think they have to go straight in and deliver a solution and hardly ask a single question. If you don't spend time understanding what they want, how can you deliver it?
• Deliver, deliver, deliver. Don't let them down. And don't make a song and dance about it. If everyone else is flapping around, be the one person who looks calm and in control, even if inside you're having a nervous breakdown.
• Respect their time and be flexible with yours, pick your battles if necessary, and watch for the signs that now is not a good time ...
• Get to know their PA or Executive Assistant. Be helpful to them, too. Make an enemy of them at your peril!

Anyone want to add any more?

Sue

Comments

[Fiona Gibson]

Nothing more to add except I try to make the last rule the golden one. And Sue, it's hard not to hero-worship Truett. He's very good at what he does, and while his IC may not get the time to spend with him, he gives them the mandate to work as they see fit (within reason, of course). He's a good example of having a useful ally within the leadership team too, when others may not be so naturally adept at communicating - he can champion the cause and be a real influence for change.

Fiona

[Nigel Ware]

Well, as one of Truett's IC team it's great to read what Sue has to say and have a chance to comment.

I believe the secret to good comms is the ability of the communicator (and in this I mean the comms team devising and writing the messages just as much as the Exec) to understand the business and see the comms from the recipients viewpoint. So, being in touch with the business areas, working with them, having their respect and have them constantly approach you with stories etc is key.

Yeah, having a leader like Truett, a firm beliver in communication is fantastic, but you have to find ways of making it work! The constant call for communications, articles and appearances at events do have to be managed and we become very protective of his 'brand' and guard against over exposure. It's the easiest thing in the world to get a motivational speaker like Truett to do the 'rallying call' but often the message really needs to come from, and be owned by, the next layer down.

As for quality time with these guys - yes it is hard, but attending events such as informal lunches, presentations and conferences does give you that insight into style and current thinking. Fiona is also bang-on in endorsing the role of EA's and PA's. I see them them very much as part of the extended comms team with 'readier' access to the Execs for thse all important two minute sign-offs

Nigel