Page 53 - Great Communication Secrets of Great Leaders

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DEVELOPING THE LEADERSHIP MESSAGE
CHAPTER 3
That sentiment is the beginning of the message. It is not the message
itself; rather, it is the flavor of the message. Returning to our chocolate anal-
ogy, it is the difference between raspberry and orange fillings, or between
strawberry and vanilla. All of these fillings may be creamy, but the flavor
varies. As a rule of thumb, the more precise and concise you are about your
message, the more precise and concise your presentation will be.
CREATING THE LEADERSHIP MESSAGE 31
Now we’re getting to the filling. What do you want people to remember? Is it
fluffy and light? Chewy and rich? Nutty and scrumptious? You as the pre-
senter need to make certain that your message is clear and unambiguous.
Here are some examples of leadership messages.
Our company is going to be number one in its market by this time next
year.
We are a company that attributes its success to the contributions of its
employees, so every employee will receive a bonus this year.

This new process will reduce time, improve quality, and costs.
Our expenses are exceeding our costs, so each of us will need to submit
a revised budget reflecting a 10 percent decrease in expenditures by
next Friday.
Our customer is concerned with health and well-being, and the best
way we can accommodate these needs is to concentrate on making
products that are fresh and flavorful and that contribute to a sense of
well-being.
Each of these messages is short and to the point. There is no ambiguity.
The intent is clear. That is what you want to strive for when you create your
message. You can also regard such a statement as the thesis, or the why, of the
message. It contains why you are speaking and what you will say. The greater
the clarity of your message, the greater the chance that it will be remembered.
How can you create your message? The methods are as varied as the shades of
color in a rainbow.

Think first. You may wish to sit and think. Start with the obvious: What

is it that I want to say, and what is it that I want the audience to remem-
ber when I leave the stage?
Ask somebody. Talk to a trusted colleague. Tell that colleague what you
want to accomplish and begin a dialogue to exchange ideas.