Why Bosses Don't Get All the News

Written by Robert F. Abbott


Not long ago, a friend who works in television complained thatrepparttar industry has no interest in real business stories. And, I had to agree with him, since we don't see much coverage that doesn't involve stock prices or some sort of scandal.

But, there has been one important exception. A few years ago,repparttar 104486 British Broadcasting Corporation (BBC) began airing a business show that became as popular as some of its regular prime-time fare (American and Canadian television networks followed up with their own versions ofrepparttar 104487 program).

Fast Company magazine told us aboutrepparttar 104488 BBC program, which sees CEOs leaving their corner offices for a stint onrepparttar 104489 front lines. And, as they work onrepparttar 104490 front lines,repparttar 104491 cameras are rolling.

For many, if not all CEOs who participated,repparttar 104492 experience was a great eye-opener. According torepparttar 104493 magazine, "Almost without exception, CEOs learn a lesson in communication. 'We find people atrepparttar 104494 heart of every organization who know exactly what's right and what's wrong with it,' says [Robert] Thirkell [who producesrepparttar 104495 show]. 'But between them andrepparttar 104496 bosses is a layer of people -- those whose careers depend on sanitizing that information. Bosses are always surprised at how much knowledge exists further downrepparttar 104497 ladder.'"

With that in mind, let's spend a minute or two thinking aboutrepparttar 104498 barriers to good upward communication. But, rather than blame middle management, which seems to be one ofrepparttar 104499 themes ofrepparttar 104500 program, we'll look at structural issues.

First, upward communication involvesrepparttar 104501 aggregation of information or data. For example, a supervisor reports onrepparttar 104502 collective efforts of five front-line staff, a manager aggregatesrepparttar 104503 data of five supervisors, and a vice-president aggregatesrepparttar 104504 information provided by five managers.

Speak With E's Part 1

Written by Sandra Schrift


“Educate, Energize, Entertain, and provide an experience for your

audience”

1. The most important objective of any speaker is to appear

credible and knowledgeable aboutrepparttar subject.

2. Embrace your audience. Remember, it is about them, not you.

Are you going to challenge them to think or behave differently,

or perhaps confirm or explain something they already feel?

3. Speak to your audience as if you were having a conversation

with them. Don’t lecturerepparttar 104485 audience. Be inclusive. Say “us,”

not “you”.

4. People learn by three means;repparttar 104486 visual (what they can see),

the auditory (what they can hear), andrepparttar 104487 kinesthetic (what they

can touch and feel). Try to include all three in your speech.

5. Be competent. Concentrate on your audience and customize your

remarks to show that you know what is important to them.

6. Haverepparttar 104488 right amount of information. The talk should have

substance and show your knowledge ofrepparttar 104489 client’s business.

People pay attention to what impacts them directly.

7. Develop rapport withrepparttar 104490 audience. Do your research to find

out what really interests them. Interview a few ofrepparttar 104491 attendees

several weeks before your speech.

8. Be sensitive torepparttar 104492 audience. Do not use ethnic stories or

Cont'd on page 2 ==>
 
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