“Tracie, I’m frustrated. At meetings, I need to get agreement from my business partners, and it’s just not happening, or the process is lengthy and painful. How can I get better results from my meetings?”
This was one of the questions that was posed to me at the beginning of my Global Communication Competence workshop last week. Almost every workshop participant was nodding their head in unison as Mark asked the question.
It’s a common pain point: We spend so much time in meetings, discussing back and forth, often not really hearing what the other is saying. And as a result, no one actually gets ‘their’ desired outcome.
There is a host of things you can do before, during and after a meeting to support an outcome that suits all or most stakeholders. One of my favorites is making sure your communication playbook is updated and in order before the meeting. That way you can reference it during the meeting exactly when you need to.
What is a communication playbook?
An easy way to understand a communication playbook is to think about a sports playbook. If you’ve ever watched an NFL football game, you’ll be familiar with the concept.
A playbook is a collection of ‘plays’ or tactics that cover possible situations that the team wants to execute or react to on the football field. The plays in the book include common plays that are used quite often, and other plays that are used less frequently but are useful to get the football down the field in tricky situations.
Your communication playbook should include tactics and strategies for common communication interactions and challenging situations that might arise.
In Mark’s case, his communication playbook should include how to prepare for meetings where he has to get agreement with stakeholders, whether that agreement is on recommendations, audit findings, or next steps.
What should you include in your communication playbook?
Your personal communication playbook is just that: personal. You decide what to include and in how much detail. You decide if it is written in a notebook, on your computer, on the back of an envelope, or is only in your head.
At a minimum, I recommend addressing common communication interactions in your communication playbook, as in Mark’s case above.
To help Mark get started, I proposed he add the following aspects to each play in his communication playbook, and then add relevant questions for each aspect. I’ve given you a couple of examples to get started:
Who are the stakeholders in the meeting?
What do I know about each stakeholder? Include both personal and professional details.
What is my objective for the meeting?
What do I think their objective is?
What is my position?
What do I think their position is?
What might their objections be? List each objection.
How can I overcome each objection?
Who is on my team with me?
What role will each of us play?
How can you benefit most from your communication playbook?
Prepare for each situation by first looking at existing plays in your communication playbook to determine which would best apply. But don’t forget that every communication interaction is slightly different: different business partners, different topics, different goals, different conditions and different consequences.
It’s a good idea to consult your playbook and then reflect on this particular situation. Decide how you might use the identified differences to create a different strategy, and likely a better outcome, than if you apply the same strategy to every communication interaction.
Wishing you every success as you develop and use your communication playbook!
P.S: Start 2018 the RIGHT way! Mark your calendar: My open webinar How to Write a Persuasive Audit Report will take place on January 9, 2018, at 18:00 CET. You’ll learn strategies and techniques that I’ve shared with thousands of audit professionals around the world. So save the date in your calendar TODAY. A registration link will follow in my next Up Your Impact newsletter.
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