Continued from page 1
And, there's often a kaleidescope effect before a vision emerges. All sorts of information tumbles around in mind, over and over, like clothes in a dryer, until eventually a new and promising pattern reveals itself.
For example, suppose Vice President of Human Resources has just been promoted to Chief Executive Officer, and board made it clear it expects him to put his own, unique stamp on 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 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 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 organization. Eventually, some sort of consensus will likely emerge about most promising vision.
Those are just a couple of examples from work of CEOs, but you can see why I'm skeptical about 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 organization.
Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at: http://www.communication-newsletter.com