Executive Communications: Lessons from the White House
By Sarah Woods, Senior Communications Consultant
Before even taking the oath of office, The New York Times reported on the intense visibility President Obama maintained in the run-up to the Inauguration. He seemed to be everywhere - taking every opportunity to talk to and with the American public - telling it straight, and offering hope.
According to the article, President Obama's aides reported that he "had studied the way Franklin D. Roosevelt approached the first 100 days of his presidency, and in particular had seized on the notion of Roosevelt having a 'conversation with the American public' to try to prepare it for a difficult time. He has, aides said, even looked at the words Roosevelt used and the tone he struck."
Why? What was it about FDR's way of communicating three quarters of a century ago that so impacted this President? And what impact did it have on Americans during a time of great economic depression, and a complete loss of public hope?
To understand the answers to these questions is to understand the impact leadership communications has on any type of organization. In FDR's case, he used every modern medium available to him to spread a message of hope, and to reach his audience. Prior to his presidency, radio had only been used for entertainment and news reports. When he took office, Roosevelt took advantage of the "Golden Age of Radio" to launch a series of now famous radio addresses known as the "fireside chats." Running for 30 evenings between 1933 and 1944, these speeches attracted more listeners than even the most popular radio shows, stabilizing a nation in despair and galvanizing the public around a common vision for the future.
Sometimes opening with "Good evening, friends", Roosevelt used radio to develop an intimacy with his listeners, delivering a message of reassurance that helped build confidence in his leadership. First broadcasting on March 12, 1933, he urged his listeners to have faith in the banks and asked for their support, concluding with "together we cannot fail." From the dustbowls of the Midwest to the impoverished streets of the inner-city, hope was restored in America.
During The Great Depression, Roosevelt's persistent, relentless, multi-medium communication lifted a nation out of the grips of fear and despondency.
As many organizations deal with the fears of their own employees who are facing layoffs, budget cuts, and uncertainty; executives and leaders should take a lesson from Roosevelt and engage in conversational, persistent communications with their employees.
What is your message as a leader? How will you reach your organization? How will you "have a conversation" with those who rely on your leadership? Imagine the impact a Roosevelt-inspired communications strategy could have on your organization.
Here are 5 steps to start "having a conversation" with your employees:
- Make use of every medium - Learn how your employees communicate, then work with your communications team to create a comprehensive strategy that leverages every medium available - in today's world of globally distributed teams, email and town-hall meetings aren't enough. You'll need to follow what's been labeled the "Obama 2.0" strategy and "get wired".
- Be visible - take a page from FDR's playbook: despite his physical handicap caused by polio, Roosevelt never shied away from a public appearance. Your instincts may be to stay behind doors until you have good news to share, but the risks of this strategy are tremendous. Walk the floor; get on a plane; visit staff, customers, investors, partners. Be seen, be available and answer questions.
- Be truthful - Set clear expectations and build trust through open and honest communications. You don't need to protect anyone from the truth. It's often what you don't say that will hurt you. You've heard that nature abhors a vacuum? Organizations will fill the void with their own interpretation of "the truth" if you're not doing it for them.
- Remember your audience - consider every listener…how are they feeling about the company? What do they know? What are their concerns? Every audience listens from a unique perspective. Deliver the truth, but deliver it with your audience in mind.
- Be consistent - you can't OVER communicate during difficult times. Build a small army of people delivering the same message by involving everyone in a leadership role in your firm. Offer them a clear message to carry forward to their organizations, and watch the momentum build.