Jeff Olson’s Post

As I progress in my career, I have come to realize that active listening is a crucial skill to master. It requires more than simply hearing words; it also involves paying attention to both verbal and non-verbal cues such as tone, body language, and facial expressions. I have been putting in a lot of effort to develop this skill, and though it has not been easy, I recognize that it is essential in building strong relationships with my colleagues and clients. I understand that this is a continuous learning process, but I am determined to hone this. #ActiveListening #VerbalCues #NonVerbalCues #BodyLanguage #FacialExpressions #RelationshipBuilding #ContinuousLearning

Today's #WeLeadComms spotlight falls on Minnesota-based communication leader and "solopreneur" Kris Jennings. In her words: " My love for books started early, with Curious George a childhood favorite. In my teens, I escaped into stories reading way past my bedtime. I still read a book a week (usually nonfiction now).      I honed my craft in journalism school, before heading into a corporate communications career. At work, I realized the power of words:     * Crafting brand-building speeches for CEOs  * Inspiring employees by painting a picture of the shared vision  * Influencing behavior, whether it be to buy a product, introduce a program or adopt new technology I’ve worked in-house, at an agency, and on my own during my 28-year career. I believe communications drives:   1. Clarity. The devil’s in the details, both the macro message and the meeting room. It’s the communicator who makes sure it’s easy to understand, and it’s right. 2. Connection. The stories stick by sharing real lessons from real people who have real emotions. Communicators source those moments out and convey the feelings that connect humans to each other. 3. Confidence. Are we heading in the right direction? Am I doing this right? Communications is at the heart of supporting perpetual change. It’s through words that people believe in the vision and build confidence as they learn new behaviors. The communicator is often the curious and courageous one in the room willing to ask the tough question. Not to help oneself, but for the benefit of others.    I love playing with words. (Thanks George!)   DM me if you want to connect RE being a solopreneur, I’m always happy to share what I've learned. " ++++ Improving management communication is a hot topic at the moment. The Centre for Strategic Communication Excellence can shift that conversation to reality. For more about CSCE’s Leadership Communication for Managers program - and the CSCE's range of in-company training programs, visit https://lnkd.in/eqMY8J4U

Are you an intuitive sponge? One of the biggest compliments I received in my career: “You’re very intuitive with me.” This came from a CEO of a public company. I didn’t have a goal to be intuitive. I’ve always had good relationships with CEO’s and C-suite, but never really could state exactly why. Those words were a bright light of clarity. They gave me new perspective on what it means to be a communications leader. Intuition. Unfortunately, intuition does not come overnight. - Two years of listening and watching every conference call, meeting, speech and earnings call. - Studying the strategic plan over and over. - Observing body language and reactions. - Paying attention to dynamics on the leadership team. - Asking a ton of questions – formally and informally – for communications I needed to deliver and just to learn. PLUS, listening across the organization, employee focus groups, engaging all functional leaders regularly, preparing for crisis scenarios, serving as spokesperson to deliver messages, and driving a cross-functional communications plan. By the time I received this compliment it seemed I could instinctively know where her line of thought was heading. I was able to understand without access to direct information or the reasoning process. Act and react in the moment. That's pretty valuable in a world of constant change. ---- A mentor once told me that communications leaders need to see around the corner before everyone else. How? The answer was something like: be a sponge and then squeeze out selective, relevant knowledge when the corner is nearing (seriously, I think that was it). Sponge: Listening to understand, observing and curiosity. Squeeze: Convening, connecting the dots and communicating. Hats off to all of my friends in communications - you are intuitive sponges. And that's the biggest compliment I can give you.

👉 Every action you take as a communication professional should aim to enhance organisational value. Your influence and expertise can shape the organisation’s success, making you an invaluable asset to the executive team. And while you may not always have the position or power within your organisation, you possess significant influence through your unique expertise, knowledge, access to information, and personal relationships. This influence is crucial in shaping perceptions, guiding decisions, and driving organisational success. ➡ Expertise: Your specialised skills and deep understanding of communication make you an invaluable asset. Whether it’s crisis management, media relations, or digital strategy, your expertise is unmatched. No one else in the organisation has your level of proficiency in these areas, which positions you as a go-to advisor. ➡ Knowledge: Your knowledge extends beyond communication techniques to understanding industry trends, audience behaviours, and best practices. This breadth of knowledge allows you to provide insightful recommendations and innovative solutions that others may not consider. Your ability to interpret data and apply it strategically enhances your credibility and influence. ➡ Access to information and research: You have access to valuable information and research that others may not. This includes benchmarking reports, industry research, and strategic insights. Your ability to gather, analyse, and disseminate this information empowers you to make informed decisions and provide evidence-based counsel to leadership. ➡ Personal relationships: Building and maintaining strong personal relationships within the organisation is a cornerstone of your influence. By fostering trust and rapport with colleagues, leaders, and stakeholders, you create a network of support and collaboration. These relationships enable you to advocate effectively for communication strategies and gain buy-in for your initiatives. So, embrace your role, leverage your unique strengths, and continue to elevate the impact of your communication efforts. Become a member of the Centre for Strategic Communication Excellence today and join a movement to create a better world through effective communication: https://thecsce.com/grow/ #communication #leadership #personaldevelopment

What I’ve Learned About Writing 500+ CVs for Senior Communication Leaders Over the Past Year Over the past year, I’ve delved deep into crafting CVs for senior communication leaders. Here are some valuable lessons I’ve learned: 1. Strategic Storytelling is Key It’s essential to frame your career as a compelling narrative. Highlight your journey, focusing on pivotal moments that showcase your leadership and impact. 2. Quantifiable Achievements Matter Numbers speak volumes. Use metrics to illustrate your successes, such as “Increased media coverage by 40%” or “Led a team that drove a 25% increase in audience engagement.” 3. Tailored Leadership Language Use language that reflects senior leadership. Terms like “strategic oversight,” “stakeholder engagement,” and “change management” resonate more with recruiters looking for high-level candidates. 4. Highlight Crisis Management Experience In today’s fast-paced environment, demonstrating your ability to navigate crises is critical. Include specific examples of how you’ve handled communication challenges effectively. 5. Focus on Cross-Functional Collaboration Showcase your experience working across departments to drive communication initiatives. This demonstrates your ability to lead and influence within an organization. 6. Emphasize Brand Advocacy As a senior leader, your role in advocating for the brand is paramount. Detail how you’ve positioned your organization as a thought leader in the industry. 7. Cultural Competence Illustrate your understanding of diverse audiences and how you’ve tailored communication strategies accordingly. This skill is increasingly vital in today’s global landscape. 8. Mentorship and Team Building Highlight your role in developing talent within your team. Successful leaders foster growth and inspire others, so showcase your mentoring experiences. 9. Continuous Learning and Adaptation The communication field is always evolving. Emphasize any recent training, certifications, or industry involvement that demonstrates your commitment to staying current. 10. Awards and Recognitions Don’t shy away from showcasing accolades. Recognition for your work adds credibility and reflects your standing in the profession. Crafting CVs for senior communication leaders is about more than just listing experiences; it’s about creating a powerful, strategic document that reflects your leadership, impact, and vision. As I continue to refine this process, I look forward to helping you position yourself effectively for the next step in your career. Email: victoriaeunice36@gmail.com

👉 Not all communication roles are created equal. While some professionals focus on task execution, the real game-changers step up as strategic business leaders – driving vision, shaping decisions, and influencing outcomes. Here's the truth: a run-of-the-mill communication professional operates on a reactive level, supporting requests, adhering to guidelines, and maintaining the day-to-day flow. They’re essential, but they’re focused on tasks rather than impact. Now, compare that to a communication business leader. This professional doesn’t just communicate; they counsel, strategise, and influence. They’re sitting at the decision-making table, aligning communication efforts with organisational strategy, shaping perspectives, and ensuring that every message serves a larger business purpose. They’re proactive, forward-thinking, and unapologetically invested in long-term outcomes. 🤩 As the saying goes, "Don’t just go where the path may lead – go where there is no path and leave a trail.” This isn’t a role for everyone. It demands vision, resilience, and the courage to step into the unknown and say, "Communication can do more." And it does, when we make the shift from support to strategy, from tasks to transformation. ⁉️ Are you ready to lead the conversation? Our Strategic Communication Management 3: Business Leader (SCM3) course is designed for communication professionals who currently occupy, or want to occupy senior leadership roles within organisations, and those who want to gain a better understanding of business strategy. This course builds on senior communication knowledge and skills, providing additional development for change management, negotiation and influencing skills, advanced strategy planning and coaching skills.    I’m running our next face-to-face session in Melbourne on Friday, 15 November. Join me and demonstrate your business acumen by ensuring your communication strategy delivers on the business strategy: https://lnkd.in/dgJ-x6-M If you’re ready to move beyond tasks and into transformation, this course is your next step. Step up, lead the conversation, and make communication the strategic force that drives your organisation forward. ❤️

💣 Trigger warning: if you're a status quo champion in "Communications" then scroll on cause this one's not for you. I've spent close to 2 years speaking with top executives from many companies of all sizes and practically everyone agrees: a) Communication is the most critical component in business b) It's not being nearly capitalized on This is having major negative impact on our businesses in ways that nobody is paying attention to. I think the deepest root problem is actually with our corporate definition of "Communication" and I think it's way past time to redefine (properly define) what "Communications" is and bring it much more in line with reality and WHAT YOUR COMPANY NEEDS IT TO MEAN. Please read my latest blog post and let me know if you agree or disagree. #EverythingIsCommunication #CommunicationIsEVERYTHING

A few tips on how to be a more powerful and effective communicator!

Everything you know about leadership is wrong. You clicked to see more, didn’t you? 🤓 Here’s why… Journalists and marketers have known forever that there’s power in hooking people into the messages we’re communicating. Strong hooks, like the provocative statement in the image, capture our attention, peak our curiosity, and compel us to act. But powerful hooks, appeals to curiosity, and compelling stories, shouldn’t be left to just journalists and marketers. Here are three ways leaders can leverage these skills to become a more successful communicator, draw people in, and compel them to act: 1️⃣ SHARE THE WHY Whether communicating a change, upcoming goals, or the vision for a new product, it’s essential to share the ‘why,’ if we want people to understand. Research shows that when we share the reason behind a request, people are far more likely to commit to the request. Notice the difference between: “Hey can we talk about the project?” vs “Hey can we take ten minutes to align on this week’s deliverables. The reason I’m asking is that I want to make sure we’re on track to hit Friday’s deadline.” ✔️ So, before communicating a message, ask yourself “Why am I sharing this?” Then, share it! 2️⃣ BUTTON UP It’s difficult to take action when we’re unclear on what’s being said. It’s essential to make sure our message, especially if it’s a difficult one, is specific. At NextArrow, we differentiate between ‘shirt-y’ and ‘button-y’ feedback. Button-y information is specific and behavior focused, while shirt-y is general and vague. It’s the difference between, “Keep up the good work!” and “You’ve been anticipating challenges, communicating in advance of meetings, and sharing your perspective. Keep that up!” ✔️ By sharing button-y messages, people know what they’re supposed to do next! 3️⃣ TELL A STORY Stories are one of the most powerful communication tools we have. Effective stories can release oxytocin and increase engagement. Stories can even result in neural coupling, a phenomenon where the listener’s neurons fire in the same pattern as the storyteller’s! By telling a compelling story, we capture attention and imagination. One of our favorite examples is from Ochsner Health, where leaders open every executive team meeting by talking about a patient impacted by their work to remind the team of their purpose. ✔️ Your team is brimming with stories, too. Find and tell them! Everything you know about leadership certainly is not wrong. We just wanted you to read this! But, if you feel your communication could use a boost, we’d love to help! https://lnkd.in/dMB3dNN4 And tune in next time to learn why everything you think about the world is inaccurate. (Too far?) 😜

"The first idea is expanded. CEOs must think about themselves as a bridge to the outside world. They must recognize that they’re kind of public in all their comments at all moments. That’s a different mentality than thinking about yourself as a personal leader inside of a company, where your words won’t travel as far. The second idea is distinctive, by which we mean do only what the CEO can do or try to think about those things that can’t be delegated. There are many things that you can have other people do on your behalf, but some of the communication needs to be from the CEO seat itself. The third idea is growth oriented. Some of the best communicators and stakeholder balancers think a lot about growth in their communications. It’s something that’s ever present in the way that they interact with the outside world. It’s part of how they emphasize the upside of their companies, their contribution to the world. The fourth and final idea is engagement. This means going beyond influencing stakeholders to try to truly inhabit the mindsets that they have, meet them on their own terms, and work from there. This is one way to think about four important best practices that we think of in the context of communications with different constituent groups and to adapt to them."