In today's rapidly changing business landscape, effectively engaging leaders and gaining their support for investments in budgets and technology is crucial. In our webinar on Working with the C-Suite, valuable insights and strategies were shared by Thomas Grøndorf, Head of Internal, Strategy and Financial Communication, COWI and Aleka Bhutiani, Director of Strategic Communications, Golub Capital, two experts in communication and leadership.
They shed light on the smartest approaches that can be employed to engage with leaders and make a compelling business case for the necessary investments.
1. Focus on Measurable KPIs and Outcomes:
Thomas emphasizes the importance of bringing communication down to a business case. To gain the attention and support of leaders, it is essential to present measurable Key Performance Indicators (KPIs) that go beyond mere output and encompass desired outcomes. Understanding the organizational objectives allows for a more informed dialogue with the C-suite. Whether it is increased engagement, improved understanding, or better alignment with the new strategy, clearly articulating the desired outcomes enables effective communication with leaders.
“Internal communications need to recognize what the bottom line is. What goal do you want to achieve? What are the most effective KPIs and tools that will demonstrate that you're meeting that goal?” - Aleka Bhutiani, Director of Strategic Communications, Golub Capital
2. Leverage Influencers and Key Colleagues:
Thomas highlights the value of identifying influential colleagues within the organization. Utilizing an influencer survey, leaders can gain insights into driving change, implementing strategies, and understanding the hot topics. Engaging with influencers can lead to improved productivity and retention, which are critical considerations in the current competitive talent landscape.
By leveraging influencers and seeking their input, communicators can initiate different conversations with the C-suite, focused on strengthening retention and increasing productivity.
3. Adapting Messaging to External Dynamics:
Aleka highlights the need to recognize shifts in external dynamics that exert pressures on organizations. Adapting conversations and messaging accordingly becomes crucial in navigating these changes. While technology plays a role, it is not always the sole solution. Aleka suggests that qualitative feedback from surveys can often provide a better understanding of sentiment and employee engagement than mere quantitative metrics. By understanding the importance of qualitative feedback and sentiment analysis, communicators can gauge how well employees align with the organization's brand and journey.
4. Avoid Overreliance on Multiple Technologies:
Communicators often fall into the trap of relying too heavily on various technologies, leading to unnecessary noise and confusion. Aleka advises against introducing multiple platforms and tools that may provide a fragmented and confusing picture. Instead, it is important to identify the most effective KPIs and tools that align with the organization's goals and allow for a clear demonstration of success. By focusing on one platform that maximizes value, communicators can provide a more coherent and meaningful analysis of the outcomes achieved.
5. Understanding Personal Interests and Preferences:
Thomas emphasizes that leaders are not just driven by business outcomes; they also have personal interests and passions. By understanding what resonates with them individually, communicators can incorporate elements that align with their preferences. This could involve highlighting innovative gadgets, highlighting unique initiatives such as a TV studio, or presenting ideas that align with their personal passions. Including such elements in the business proposal can enhance its appeal and increase the likelihood of garnering support.
Engaging leaders and making a compelling business case for investments requires a thoughtful approach. By focusing on measurable KPIs and outcomes, leveraging influencers, adapting messaging to external dynamics, avoiding overreliance on multiple technologies, and understanding leaders' personal interests, communicators can effectively engage with the C-suite.
Aligning communication strategies with the goals and preferences of leaders enhances the chances of success and fosters a collaborative environment where investments are seen as essential for driving organizational growth and success.
“You have to bring communication down to a business case. You need to have KPIs that are measurable. It’s not just about output but also outcome. Outcome is what the C-suite is most interested in.” - Thomas Grøndorf, Head of Internal, Strategy and Financial Communication, COWI
For more valuable insights from Thomas, and Aleka, watch the recorded online seminar: Working with the C-Suite
What’s Next?
