Why I wrote the book Communicating Strategy (Part 2)
This book started as a short e-book, but soon developed into this fuller book. Its working title was ‘Heads, hearts and hands’, which reflected the strategy being in the head, as a logically correct thing to do; being in the heart, as an emotional response and engagement; and being in the hands, so it is executed.
Part of the reason for the growth in the content was the need to explain the many practical ways in which the strategy is communicated. It is easy to say what should be done. It takes longer to explain how to do it, and I wanted the ‘how to do it’ in this book. I also wanted to provide people with options. There is no one way to communicate strategy well. This is a book of strategy communication tactics that people can pick from and choose as they see fit.
My work with clients has often involved coaching them in language and presentation techniques to help get the message across. Many of these techniques I have learnt in my training as a facilitator and presenter. Some
come from my training as a Neuro-Linguistic Programming (NLP) master practitioner. However, I rarely tell my clients that they are using NLP techniques, preferring just to show people great ways to do things. Of course
if they ask, I tell them (and I have had several side conversations that go, ‘You are using NLP techniques, aren’t you?’). You will recognize techniques from a variety of sources. No prior understanding of these techniques or approaches is required for this book.
I recently bumped into a chief executive I had worked with around three years earlier. She said that one of the biggest differences the work had made was to the middle managers, who were now engaged with the bigger picture. They were no longer working in silos, but making a much larger contribution to the organization. I like to think that this has not only helped the senior managers, but has made the working lives of those middle managers better, as well as those of the organization’s customers.
Phil Jones
Author Communicating Strategy
Part of the reason for the growth in the content was the need to explain the many practical ways in which the strategy is communicated. It is easy to say what should be done. It takes longer to explain how to do it, and I wanted the ‘how to do it’ in this book. I also wanted to provide people with options. There is no one way to communicate strategy well. This is a book of strategy communication tactics that people can pick from and choose as they see fit.
My work with clients has often involved coaching them in language and presentation techniques to help get the message across. Many of these techniques I have learnt in my training as a facilitator and presenter. Some
come from my training as a Neuro-Linguistic Programming (NLP) master practitioner. However, I rarely tell my clients that they are using NLP techniques, preferring just to show people great ways to do things. Of course
if they ask, I tell them (and I have had several side conversations that go, ‘You are using NLP techniques, aren’t you?’). You will recognize techniques from a variety of sources. No prior understanding of these techniques or approaches is required for this book.
I recently bumped into a chief executive I had worked with around three years earlier. She said that one of the biggest differences the work had made was to the middle managers, who were now engaged with the bigger picture. They were no longer working in silos, but making a much larger contribution to the organization. I like to think that this has not only helped the senior managers, but has made the working lives of those middle managers better, as well as those of the organization’s customers.
Phil Jones
Author Communicating Strategy
Labels: Communicating strategy, Communication skills for managers and directors, communication strategy, engaging employees, strategy communication
posted by Phil Jones at
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