| I see a PR firm has done a survey on the amount of | | | | the outcome of reflective thinking combined with |
| time Canadian CEOs spend on communication, and | | | | information, knowledge, and insight. All of which come |
| found they spend almost half of their time on | | | | from communicating. |
| communication. | | | | And, there's often a kaleidescope effect before a |
| I think we're supposed to be impressed that CEOs | | | | vision emerges. All sorts of information tumbles around |
| spend that much time on communication. But, quite | | | | in the mind, over and over, like clothes in a dryer, until |
| frankly, what else does a CEO do? And, if you | | | | eventually a new and promising pattern reveals itself. |
| consider both direct and indirect communication, | | | | For example, suppose the Vice President of Human |
| wouldn't that be more like 90%? | | | | Resources has just been promoted to Chief |
| So, what do CEOs do, and how much of that involves | | | | Executive Officer, and the board made it clear it |
| communication of one kind or another? | | | | expects him to put his own, unique stamp on the |
| Well, they make decisions. But before they make | | | | company. |
| them, good CEOs get information from specialists in | | | | He might retire to his office and spend a lot of time |
| their organization. They also may check other options | | | | inside trying to think of a new direction. But, it's far |
| by reading newspapers and magazines, attending | | | | more likely he'll reach out, rather than withdraw. He'll |
| conferences, and talking to their peers. All of which | | | | talk to staff on the front lines as well as managers. |
| involve communication. | | | | He'll read everything relevant he can find in books and |
| For example, let's say a CEO must decide whether or | | | | magazines. |
| not to launch an important new product line. Before | | | | As that information pours into his mind -- as the |
| she makes that decision, our CEO will have had | | | | communication process enriches his imagination and |
| discussions with, and reports from, senior members of | | | | knowledge -- he'll start to envision possibilities. Some |
| the sales department. She will also consider the | | | | will be more promising than others, and he'll talk about |
| country's economic outlook in the coming months and | | | | them with others in the organization. Eventually, some |
| years, talk to others about what competitors might do, | | | | sort of consensus will likely emerge about the most |
| and review the financial implications with the VP of | | | | promising vision. |
| corporate finance. | | | | Those are just a couple of examples from the work |
| It's all about gathering, distilling, and transmitting | | | | of CEOs, but you can see why I'm skeptical about the |
| information: what we call communication. | | | | 50% figure: There's not much about a CEO's job that |
| Turning to another CEO function, what about | | | | does not involve communication of some kind. |
| envisioning a new future for the organization and | | | | In summary, CEOs may do more than communicate, |
| developing a strategy based on it? Again, | | | | but almost everything they do will be driven or |
| communication can't be taken out of the mix. | | | | influenced by communication processes inside and |
| After all, you can't just pick a vision out of the air. It's | | | | outside the organization. |