Archive for Helen’s Blog

Achieve agreement: six words work wonders

Create clarity – use a helicopter view

In communication terms, clarity is everything. Most of the time, this means explaining the implications of something rather than the details. However, when you work with data, it’s easy to lose sight of the implications – and who doesn’t work with data these days?

If you can’t see the wood for the trees, so to speak, how can you explain the big picture? It’s impossible to achieve buy-in like this. Why would someone agree with your way of thinking, if your way of thinking is cloudy or unclear? These days, we have so much information flying at us from all angles that it’s naïve to assume people have the time or willingness to figure out what you actually mean. You need to hit them with it right up front.

Many senior executives fail to convey successful messages because they are stuck firmly at the level of grassroots information, rather than using a broad, “helicopter” view to assess the situation.

It can be extremely difficult to know if you’re stuck in the grass, however. While you may think you’re being perfectly clear and not overly detailed, your audience might see things differently. When this happens, it is very hard for your messages to land successfully. It often takes an outside expert to point out that you’re not exactly presenting a great argument. You can only work to strengthen your reasoning once you recognise what you’re missing.

The big picture promotes greater buy-in

The trick is to step outside the day-to-day details and analyse subjects and situations from a higher-level perspective. In other words, adopt that all-important helicopter view (also known as a 10,000 foot view, breadth of vision and/or clarity of purpose).

You will probably need to distance yourself from the subject or situation. Think of it as stepping back to admire an Impressionist painting. The individual brush strokes, while necessary, only make sense when viewed as part of the overall picture.

Be aware, however, that while stepping back is a simple concept, it is often very hard to achieve without training and lots of practice.

Brief stories make all the difference

The six word message is a great tool to help you to achieve a helicopter view. This principle is based on flash fiction: extraordinarily short ‘novels’ that hint at a more extensive back story.

The most-quoted example of the six word story genre is attributed to Ernest Hemingway, although there is no evidence to suggest he actually wrote it. It relates to a newspaper advert:

• “For sale: baby shoes, never worn.”

Those six words make you think, don’t they? Why were baby shoes for sale? Why were they unworn? Did the baby just have too many shoes, or is the story much deeper, veering into sadness? This six word story makes us think far beyond the few words supplied and leaves us to imagine our own version of the hidden back story. Importantly, it grips us and makes us want to hear more.

The six word story has become somewhat of a trend, and the internet abounds with six word stories. There is even a six word memoirs site, with ‘tales’ like these:

• “Business hours don’t apply right now”
• “The illusion of productivity is satisfying”
• “Writing is talking in sign language”
• “Fearlessness is the mother of invention”
• “Corporate language masks some rotten intent”

Condense your messages for successful outcomes

In today’s fast-paced world it is an absolute necessity to get to the point quickly, and the practice of miniaturising messages is increasingly popular. Modern audiences like short messages. In fact, today’s audiences need short messages as they sift through an incredible amount of information on an almost constant basis.

In her book, Impossible to Ignore, the cognitive neuroscientist, Carmen Simon, describes how “brevity is advantageous because it gets attention and sustains it since there is not much to absorb. It also creates a feeling of mastery and completion, which generates positive emotions”.

While a six word message can be powerful, it might not achieve agreement by itself. What it will do, however, is force you to take that vital helicopter view, enabling you to shape a brief key message that works. To continue the helicopter metaphor, a message that ‘lands’.

You should start every communication with your key message. This grabs attention immediately and makes stakeholders recognise the importance of what you are about to tell them.

You don’t have to state your aim in six words only, but if you use the six word message as an exercise to support key message creation, this will certainly help you communicate with brevity.

Achieve agreement through implications, not details

The six word message is equally applicable for written and spoken communications. Take this post as an example. The details involve why and how to take a helicopter view of a subject. Yet the title – the first thing you read – does not mention helicopters. Instead, it conveys the implications of the advice to step back and find the message. It hints that a mini-message can attain buy-in: “Achieve agreement: six words work wonders”.

If you’ve read this far, you’ll realise that you were originally drawn in by that six word title. Why? Because you’re on a ‘what’s in it for me’ wavelength, like every other human on the planet. As a senior executive, you know it’s important to achieve agreement from various stakeholders and the title suggests how you will benefit by reading the full post. In other words, those six words told you that ‘reading this will help you understand how to use a short message to get buy-in’.

If you take away just one (short) message today, let it be this: great things come in small packages. Think big, while keeping it brief.

Do reach out to learn more.

Sleep makes you more successful

Every now and again life-changing concepts seem to appear out of nowhere. For me, a scientific book, “Why We Sleep”, written for laypeople, has really opened my eyes to the personal and professional value of sleeping well.

Professionally, I’m fascinated by the very clear links between sleep and influence. These are supported by considerable amounts of peer-reviewed research.

Personally, the risks often related to lack of sleep – including cancer, dementia, heart attacks and stroke (all outlined in the book) – have caused me to change my sleeping habits and adopt a much healthier pattern of rest.

Sleep makes you more charismatic and compelling

The book’s author, neuroscientist and sleep specialist Matthew Walker, points out that CEOs who don’t get enough sleep are less charismatic and less inspiring. It seems that if you want to appear compelling, getting enough quality shut-eye is the order of the day (or night).

However, it’s not just your sleep that affects how others perceive you. How they sleep also has a significant influence on how they feel about you. Professor Walker warns that even if you’re the most well-rested CEO on the planet and you’re truly inspiring and charismatic, your employees won’t realise or appreciate this if they’re suffering from a lack of sleep. They’ll rate you as much less compelling than you really are.

There is also disturbing research available to demonstrate that whenever you sleep poorly, your employees (even those who sleep well) are likely to be less engaged and less productive throughout the day. All because you were tossing and turning all night. Worrying, isn’t it?

Sleep affects your company’s bottom line

“Why We Sleep” underlines the financial impact of sleep (or lack of it). It outlines research into the costs of lost sleep for four big US companies. Every year, employees’ lack of sleep and their resulting loss in productivity sets these companies back a cumulative $54 million USD. This breaks down to around $2,000 USD per employee per year, and escalates to more than $3,500 per person for those with the poorest sleep habits.

Extrapolating this to country level, Matthew Walker highlights an independent report which shows that “insufficient sleep robs most nations of more than 2 percent of their GDP”. It’s almost inconceivable – and very concerning – that such a huge amount of capital is lost purely because of a lack of sleep.

The book reveals that under-slept employees are “not only less productive, less motivated, less creative, less happy and lazier, but they are also more unethical”. They are more likely to commit fraud, blame others for their mistakes and try to claim other people’s successes as their own.

As well as leading to an uncomfortable working environment, this can also have serious financial consequences. When tired employees act against a company’s code of conduct and follow their own dubious ethics, there is a risk of damaging corporate reputation – arguably any company’s most significant asset.

Turning that around, if your business encourages a corporate culture that values sleep, you’re likely to profit. “Ounces of sleep offer pounds of business in return”, promises Professor Walker.

Giving a talk in the mid-afternoon? Think again…

We’ve all felt a yawning tiredness after lunch. You might think it’s related to the food you just ate, but, in fact, it’s an urge linked with your biological need to sleep twice in every 24 hour period.

“Why We Sleep” explains that humans are hardwired to snooze in the afternoon. Our level of alertness drops and, if we don’t fight the impulse, our chin drops to our chest too. It’s difficult to concentrate when all we can think about is a nap. Our circadian rhythms (our repeating cycle of sleep and wake) are dictated by evolution and not by the demands of business.

The lesson from this is that when you need to deliver a presentation that shows you at your best, avoid the mid-afternoon period. Your audience will also be at its least alert and receptive at that time. Sleep and influence are tightly interlinked, but they happen consecutively, not concurrently, and they definitely don’t make good bedfellows.

Presentation nerves and their effects on sleep and influence

I’ve met many CEOs who’ve suffered from sleepless nights in the run-up to an important presentation. Apart from making you feel awful, this lack of sleep damages your memory. Professor Walker points out that it’s important to sleep before you learn something new (in this case, before attempting to practise a presentation) and it’s vital to sleep again after learning, to reinforce those memories and help you avoid forgetting what you’ve learned.

Sleep operates in two distinct phases – one deeper than the other – which alternate throughout the night on an approximately 90-minute timeframe. We dream during periods of relatively light sleep with rapid eye movements (REM) behind our closed eyelids. We strengthen our memories during the deeper, non-rapid eye movement (NREM) part of the sleep cycle.

So if presentation nerves affect you to such an extent that your sleep suffers, you are stymieing your ability to remember your messages. ‘Going blank’ is a widespread fear among senior personnel, particularly when presenting a mission critical speech. I often hear, “What if I forget what I want to say?”

Take heart from the fact that it’s perfectly possible to get rid of those nerves – with the appropriate support. This will help you to restore healthy sleep and influence your audience in the right way.

Sleep makes you more creative

Not only are sleep and influence tightly connected, sleep and creativity are also related. At night, while disparate bits of information float around your sleeping mind, your brain cleverly works out how the information is connected and comes up with brilliant solutions. Sleeping on a problem really does work, thanks to REM sleep.

The chemist Mendeleev, who devised the periodic table – explaining how all the chemical elements relate to one another – is said to have done so in a dream. The Beatles’ songs ‘Yesterday’ and ‘Let it Be’ came to Paul McCartney while he slept, and the author Mary Shelley took inspiration from a dream to pen the (now classic) novel ‘Frankenstein’.

Inventor Thomas Edison, who devised the phonograph and made significant improvements to the lightbulb, was so enamoured of sleep’s creative potential that he often took regular naps sitting in a chair while holding a set of ball bearings. Once he nodded off, the bearings would fall to the floor and the noise immediately woke him up so he could write down the creative thoughts that had suddenly flooded his mind.

Now that I’ve become aware of it, I’ve started to notice the potential of sleep creativity myself. Earlier this week, as part of a dissertation I’m writing for my MSc in Corporate Communications, I’d been turning over some complex concepts – thinking, puzzling and failing to work out the links between them. Overnight, it came to me: a simple, elegant way to slot the ideas together with logical form and structure.

I now sleep with a notepad and pen next to my bed and jot down my creative thoughts on waking, before they escape me. Even this post is creatively sleep-enhanced.

A compelling advert for sleep?

Matthew Walker offers various tips for a good night’s sleep, and I’m following some of his advice to see how well it works. So far, I’m impressed with the results and I admit to feeling much perkier during the day.

I’ve reduced my caffeine consumption: I stop drinking tea and coffee after lunchtime to reduce the stimulant in my system. Time permitting, I have a bath in the evening to warm my hands and feet, cool my core body temperature and aid quality sleep. I no longer look at electronic devices before bed, as their blue LED light affects the release of melatonin – the hormone that promotes sleep. Now my phone and computer are off two hours before bedtime.

These changes have been really tough to get used to, but now I’ve taken the plunge, I can tell you that they’ve been well worthwhile. I’ve noticed a marked difference in the quality of my sleep and I’m now noticing a positive difference in my creative and functional abilities during the day as well as my energy levels. I can definitely recommend this thing they call sleep!

Here’s how Professor Matthew Walker imagines an advert for the miracle remedy of sleep.

“Amazing Breakthrough!”

“Scientists have discovered a revolutionary new treatment that makes you live longer. It enhances your memory and makes you more creative. It makes you look more attractive. It keeps you slim and lowers food cravings. It protects you from cancer and dementia. It wards off colds and the flu. It lowers your risk of heart attacks and stroke, not to mention diabetes. You’ll even feel happier, less depressed, and less anxious. Are you interested?”

I don’t know about you, but having read the book, I definitely buy into this marketing ploy. It’s eight hours a night for me from now on.

If you’d like to explore the relationship between sleep and influence or if you’re desperate to banish sleepless nights due to presentation nerves, drop me a line or connect with me on Linkedin, and let’s make your aspirations come true.

Sleep well… zzz…

Why CEO influence relies on a rich, healthy voice

The links between voice and impact are indisputable

Research shows that CEOs with deeper voices are more successful, and that the CEO’s voice affects how investors perceive the company. In fact, the voice of a CEO appears to have a major impact on all stakeholders.

For anyone leading a company, a healthy voice is de rigeur. When your voice deserts you, so does your ability to influence. This is true whether you are presenting a keynote speech, chairing a meeting or delivering a media interview. A CEO who uses his or her voice poorly risks it failing at a critical moment, with all the negative publicity that entails.

When the co-founder of Google, Larry Page, started pulling out of public events in 2012, there was speculation about his reclusive behaviour. Eventually, he admitted that he had a vocal problem, possibly caused by a virus that had paralysed his vocal cords. While this might not have been down to voice misuse, it certainly highlighted the importance of healthy voice for senior executives.

Do you unwittingly misuse your voice?

Your voice is a vital tool. You might take it for granted, but it is important to look after it to make sure it serves you well. Vocal cords are small and delicate and even professional voice users don’t always respect this. Sometimes the consequences are disastrous.

Take the singer Adele, for example. Last year, after two nights of pouring her heart out to a packed Wembley Stadium, with an audience of nearly 100,000 people each night, she was forced to cancel subsequent performances because she’d damaged her vocal cords.

According to a report in The Guardian newspaper, Adele is not alone in abandoning a tour to undergo a throat operation. The paper lists a raft of other performers who have faced the same issue, including Sam Smith, Lionel Richie, Bono, Cher, Michael Bublé, Meghan Trainor, Keith Urban and Céline Dion.

The healthy voice at work

Voice is just as fundamental in the corporate world as it is for performers. Successful businesses rely on people talking to one another. Despite this, like singers, many senior executives inadvertently mistreat their vocal cords, only becoming aware of their bad vocal habits when their voice disappears at a vital time and they are forced to seek medical advice or treatment.

Vocal issues (many of them avoidable) have a significant effect on business. One in three people suffers from a medical voice disorder at some point in their life; one in five people suffers from daily voice problems; a shocking seven percent of the working population is off sick for at least one day a year with voice problems.

The benefits of a healthy voice

A healthy voice is like a flashy sports car. When the constituent parts of a Ferrari work in harmony, they create an exhilarating ride in a vehicle that attracts envy and excitement. When the integral parts of the voice function as one, they create a rich, dynamic sound that also excites and inspires attention.

Like the engine of a sports car, however, you must look after your voice. If you never serviced your car, it would rust and fall to pieces. If you don’t care for your voice… I’m sure you see where I’m going with this. Unfortunately, unlike car parts, your vocal cords are not easy to replace or repair.

Throat surgery is not always successful. One of the UK’s best-loved singers, Julie Andrews, once had an enormous four-octave vocal range. However, after straining her voice while filming a musical, her range dropped to about one octave (in effect just eight notes). She underwent surgery on her vocal cords, but her singing voice never came back.

Even if an operation works, it doesn’t necessarily return a voice to its former glory. When Larry Page first spoke in public after his throat surgery, his voice was higher pitched than before. It is still noticeably softer today.

Vocal health check

Luckily, it’s not all doom and gloom. Now that you’re aware of the vocal risks to your leadership and your business, you can assess your personal level of risk and do something about it before it’s too late. You might want to start by answering some questions honestly…

When you don’t have a cold or bug:

  1. Is your throat ever sore, dry, scratchy, tickly or itchy?
  2. Do you cough or clear your throat regularly?
  3. Is your voice hoarse or croaky?
  4. Have you ever lost your voice entirely (e.g. after shouting at a football match)?

If you answered ‘yes’ to any of the above, read on. The next few minutes could be important for you.

If you answered ‘no’ and have never had throat or vocal issues, you are extremely lucky. The advice below is important to ensure you keep it that way.

Caring for your cords

You can take several precautions you to make sure your voice is healthy and happy and your vocal cords are ready to spring into action whenever you need them.

Hydration is key, yet it is easy to forget about this. You risk damaging your vocal cords and your voice by talking while dehydrated, so aim to drink plenty of fluids every day.

Use professional vocal projection techniques to speak easily without straining or forcing your voice. This is where most people go wrong and cause themselves problems (singers and CEOs alike) and this is often when they turn to me.

It sounds counterintuitive but avoid clearing your throat. This rubs your vocal cords together and while it might relieve discomfort temporarily, it can make things worse in the long term. It is much healthier to swallow hard or sip water instead.

Learn to rest your voice occasionally during the day. If you walked all day, the muscles in your legs would be sore by the evening. Your vocal cords are also muscles, so make sure you don’t over-use them.

Take time to relax, unwind and breathe. A healthy, less-stressed you is likely to result in a healthy, less-stressed voice.

When you have a sore throat

When your voice or your throat feels uncomfortable, it is important to rest your vocal cords as much as possible.

Instead of speaking (including telling others how much your throat hurts), drink lots of cool drinks, inhale steam, eat a spoonful of honey, suck pastilles/boiled sweets or chew gum to moisturise your delicate vocal cords.

Just as you wouldn’t run your car without oil (the engine would seize up and stop working) don’t force your voice to work for you without lubrication.

Live well, speak well

A healthy lifestyle leads to a healthier and more attractive-sounding voice. Drinking, smoking and eating too much doesn’t just affect your health. It also affects how you sound.

Drinking more than three units of alcohol a day can make your vocal cords swell, turning your voice husky, rough and low pitched.  This sultry, bedroom voice might have its use on occasion, but it is not great for your vocal cords.

Smoking dries out and irritates your throat and larynx (voice box). Regular smoking can make your vocal cords thicker, which makes your voice lower pitched and harsher.

Even eating can cause vocal problems. Certain foods increase the likelihood of stomach acid making its way up to your throat, irritating and potentially damaging your vocal cords. You may feel this ‘acid reflux’ as heartburn, but it is often painless: an invisible symptom that you won’t notice until your voice starts to change.

Acid reflux is more likely if you lie down within two hours of eating and if you eat or drink spicy foods, citrus fruits, tomatoes, fatty foods, chocolate, alcohol or caffeine.

An inspiring voice is a healthy voice

As I mentioned, effective voice is at the root of influence, and business leaders who create a great sound boost their chances of success.

The only way to know for sure that you use your voice optimally and healthily is to work with a voice professional. So, if you are serious about enhancing your voice and keeping it in tip top condition, connect with me on LinkedIn or drop me a line and let’s chat.

Are you a Senior Executive who’s missing the point?

You can’t influence without a strong key message. Yet leading executives often struggle to find a golden nugget of information to convey. My clients have a ‘light bulb moment’ when I show them how to frame their ideas differently to achieve buy-in.

As one CEO told me recently, “I’m amazed that our organisation has become so successful over the years, when we really don’t know how to communicate.”

Imagine how much more successful he could be, with exceptional communication skills to enhance his conversations, meetings and presentations.

The value of a strong key message

As a BBC journalist for many years, my job was to condense complex, often lengthy details into easy-to-understand descriptions. The first line of each report had to encompass the whole story, telling the audience everything they needed to know, in a bite-sized chunk. The aim was to grab and hold interest. Based on my ‘top line’, the audience would make up their minds whether to keep listening/watching, or switch off.

The process of devising a strong key message follows exactly the same principles. The message must encompass your whole argument. You can flesh out the details later, but if people hear the key message and then stop paying attention, at least they will grasp the main point.

How news delivers a strong key message

News stories are chosen for their novelty (change), relevance and impact to the audience. Stories with greater novelty, relevance and impact are considered to be the most important issues of the day. They make it into the headlines while others lag behind. The skateboarding duck, for example, is less relevant and has less impact, so will only ever appear at the end of a bulletin (unless the audience happens to be made up of ducks).

The same tenets hold true in the business world. If what you’re saying is new, you’ll have a chance of being heard. If your point is not new, there is no point in saying it, as it will only frustrate other people. Instead, find a different angle that makes it fresh. Or frame your message in a different way to stress the novelty.

A strong key message equates to pure gold

Gold miners dutifully sift through tons of rock, gravel and dirt to yield just a single ounce of gold. They know the treasure is in there somewhere, and examining massive amounts of debris is worth their efforts.

Creating a strong key message requires similar patience and dedication, as well as practice. Many of us work in information-rich jobs, where there is a danger of getting lost in the sand and gravel of the details. When you want to communicate some of those details, people need to hear the story behind them first. In other words, what do the details actually mean?

Putting information into context, and providing your readers/audience with a clear overview, will help them understand your message easily and recognise its importance.

Framing your message appropriately is fundamental. Get rid of the detail – at least for the moment – and focus on what really matters: the implications. These implications are the most critical elements of a strong key message.

Sift the details to find your nugget

Look at the information you’re planning to put across, and ask yourself, “So what?” (in other words, assess the impact) and “Who cares?” (in other words, assess the relevance).

Once you’ve answered these questions, challenge your own answers by asking yourself the questions again. And again. And again.

Dig down into your ‘information mine’ of details, scrutinise each possible point carefully and objectively, and sift out everything that is not new, relevant or impactful. This will help you avoid creating a potentially superficial or weak message that doesn’t benefit anyone. When you dig diligently, you will eventually reach the nugget that lies beneath the surface, and voilà! Your shiny, new, strong key message will surface.

If you’re uncertain how to create a strong key message, or if you want to sift information in the most effective and efficient way, drop me an email or connect with me and I’ll help you unearth the most valuable elements for achieving buy-in to your suggestions.

Fighting talk at the desk

I’ve noticed recently that seemingly innocent office jargon is evolving into a series of offensive metaphors. Workplace slang increasingly features horrific violence – the bloodier and gorier the better.

For example, it’s no longer good enough to work with a ‘cutting edge’ company. These days, ‘bleeding edge’ is de rigeur. We no longer cancel a failing project. Instead, we ‘kill’ it: sometimes by the ‘death-of-a-thousand cuts’ (loads of minor amendments making it unrecognisable and unworkable), and sometimes by ‘slash and burn’ tactics (acting indiscrimately and destructively).

How do we know these days if there’s conflict at work? We proudly announce that there’s ‘blood on the floor’, ‘blood on the stairs’ or blood on the walls’. And then there’s ‘guerilla marketing’.  When did aggressive, independent fighters become linked with promoting persuasive messages?

We often express positive information with the subtlety of a chainsaw massacre.  When a company does well, we describe it as ‘killing the competition’.  When it reaps significant profits, it is ‘making a killing’. 

It doesn’t seem to matter if the news is good or bad. Either way, we embrace the concept of violence.

Who wants to work in a vicious, belligerent environment?

In our corporate dealings, we often find ourselves in office environments where verbal aggression is the norm. Flippant comments about death and destruction run rampant through workplace argot. Despite our urge to be ‘PC’ (politically correct) in almost every other aspects of our lives, office jargon still actively promotes bullying and war. It’s unprofessional, to say the least.

News outlets have started to pick up on this. According to The Telegraph, the Plain English Campaign calls office jargon “downright dangerous” and warns it can create barriers to winning new business. The Guardian reports that while military-speak might make men come across as assertive, macho straight-talkers, women are more respected when they speak warmly. Despite this, female executives often feel obliged to talk in aggressive terms to fit in with their office culture. This uncomfortable clash of jargon against empathy prevents women from contributing fully, and in their own voice, to meetings and/or office discussions.

Hold your tongue, or the puppy gets it

Verbal violence is not only limited to fighting talk. It often spills out to attack our animal friends. Cute puppies bear the brunt of several disturbing office jargon expressions.

Ever heard an executive talk about ‘punching a puppy’? It means doing something despicable to create a beneficial result in the longer term.

The expression ‘kick the dog’ (or sometimes ‘kick the cat’) describes taking out aggression on someone more junior, who is then likely to repeat the pattern with his/her own subordinates.

Most disturbing, perhaps, is the phrase ‘shoot the puppy’, which means making ultra-macho decisions and doing the unthinkable to get ahead.

Poor, poor puppies. Someone call the RSPCA.

The destruction of sea creatures in office jargon

Dogs aren’t the only voiceless victims of office jargon. Ocean animals are also targets for death and destruction at the hands of modern-day management lingo.

If you ‘kick dead whales down the beach’, you are doing something unpleasant and seemingly endless, yet essential.

Have you carried out a thankless task recently? If so, you’ve been ‘boiling the ocean’. Just think how many animals you’ve killed off with that malicious activity.

Less horrific, but no less bizzare (hence its inclusion here), is when you have a great idea that fails to work. At the tipping point when the idea turns bad, you’re said to be ‘jumping the shark’. Apparently it’s a reference to the US TV series, Happy Days, which went downhill rapidly after its hero, Fonzie, the coolest guy in town, showed off his waterskiing prowess by jumping over a shark. Perhaps the cleverer sharks should turn tail and bite.

Cattle culling in the office

While we’re ticking through the list of animals in peril through the language choices of office workers, cattle also feature in distasteful office jargon. When considering who might lose out as a result of new plans, you might use a bullfighting analogy (bull against bull) with the question “whose ox gets gored?”  A descriptive and unpleasant thought.

The ox’s long-haired cousin, while not actually a victim of linguistic violence, still finds himself shivering in the cold as a result of ‘yak shaving’ – the execution of a series of seemingly endless tasks to stop a project becoming stagnant and allow it to progress. A weird phrase if ever I heard one.

Let’s eliminate violent office jargon

According to the Institute of Leadership and Management, nearly two thirds of offices around the UK rely on office jargon, but a quarter of Britain’s workforce is frustrated by the language used. Perhaps the puppy punchers, puppy kickers and puppy shooters should ‘eat their own dog food’ (have a taste of their own medicine) and imagine how it feels when the verbal violence is aimed at them.

Of course office jargon isn’t limited to animal cruelty. Animals pop up in other parts of management speech too, and in today’s busy workplace, no-one needs to spend time and effort wondering what it means to have a ‘salmon day’, or what on earth ‘the pig in the python’ is all about. We don’t need to ‘get all our ducks in a row’ or to talk to ‘cubicle monkeys’ if we can avoid it.

When everyone starts to speak plainly, sensibly and without jargon, offices around the world will see a significant improvement in efficiency and effectiveness. Simplicity and clarity are the golden rules and if we make these our aim, we will move towards a happy and productive working atmosphere. It makes such a difference when people understand one another and don’t have to spend time and effort working out what something means.

If you’d like to ‘take this offline’ and ‘square the circle’, connect with me on LinkedIn or drop me a line. I help ‘thought leaders’ and ‘gurus’ to ‘sing from the same hymn sheet’. However, as I only work with elite clients, it’s worth noting that I’m rather hesitant to ‘open my kimono’ to just anyone. (Between you and me, that means ‘share trade secrets’.)

What office lingo really ‘gets your goat’?  Do let me know!

CEO branding: how to win hearts and minds

Build your individual brand for corporate success 

In today’s world it is no longer enough for a CEO to deliver financial performance alone. As CEO, you are also judged on your ability to enhance intangible assets and create non-financial returns. This depends on the effectiveness of your CEO branding.

Influential and well-respected CEOs build personal brand value that creates trust. When stakeholders feel positive about the CEO, they tend to feel positive about the company. They are more likely to engage with the organisation as clients, consumers, potential and existing employees. Because of this, it is vital to get your CEO branding right. 

Enhance CEO reputation, increase market value 

Research shows that a strong CEO brand increases corporate performance, reputation and profitability. Your reputation as CEO affects the performance, prosperity and destiny of your organisation. While a positive reputation is personally gratifying, it is much, much more as well: it is a driving force in relation to corporate reputation.

Corporate reputation is widely believed to be a company’s most valuable asset. In listed companies it plays a significant role in market value. Studies reveal that the personal reputation of a CEO defines up to 64% of corporate reputation, and improving CEO reputation by 10% can increase market capitalisation by 24%.

What exactly is CEO branding?

You might like to think of a “brand” as a collection of features that differentiate, create relevance and impart meaning. Ultimately, a brand equals a promise in people’s minds. Branding means creating the power of that brand.

Your CEO brand involves your personality, passions, values, skills and ideas. It combines your image (the picture that springs to mind when your name is mentioned) with your personal reputation (your overall performance compared with other CEOs).

You can use various CEO branding techniques to enrich your personal attributes and characteristics, strengthen your image and increase your impact. In other words you can enhance your CEO brand to create a powerful brand promise that will win hearts and minds.

What’s involved in CEO branding?

Practically speaking, CEO branding activities can range from everything you do as CEO, to an exercise in pure communication.

Becoming known as an innovator, thought leader, or even a disruptor, involves creating a positive presence, usually both online and in-person. This often encompasses speaking engagements, media exposure and – increasingly valuable – effective social media positioning.

Positioning yourself effectively does not necessarily mean turning yourself into a celebrity though. While CEO celebrity status can be beneficial, it also creates corporate risks and can act against shareholder interests. Tread carefully and ensure that you only position yourself in a way that enhances your company’s reputation.

Branding tactics often involve networking with relevant stakeholders/potential stakeholders to make genuine connections; coaching and training to improve your presentation and media skills; image consultancy to enhance your appearance; and creating a visual brand image – putting your personal touch on everything from stationery to office décor.

The cornerstones of a powerful CEO brand

Personality is a critical element of a successful CEO brand. Research suggests that the best-respected CEOs have a common set of personality traits. They are confident yet humble, intelligent, passionate and astute. Do bear in mind, though, that if you start to be perceived as overconfident or arrogant, this can harm your company as well as your individual reputation. It is important to listen to your trusted advisers on this and be prepared to act differently if/when appropriate.

Authenticity is fundamental. Authentic leaders are better trusted and liked and people find it easier to remember their messages. Being authentic demonstrates clear personal brand values and suggests stability and a lack of tension in the company. It allows you to come across as human.

So how do you demonstrate authenticity? You focus on people’s needs and feelings. You use authentic body language to show warmth. You share personal and business experiences openly, and you develop an emotional connection with others.

Ironically, authenticity is a perception that can be created in people’s minds. You might be a perfectly authentic person, but if you can’t express that effectively, you won’t be seen as authentic. For many CEOs, creating the perception of authenticity takes practice and hard work, but it is certainly worth it in the long run.

Employ an effective CEO branding strategy for success

Far too many CEOs build their brands accidentally, without realising that their personal brand can boost their company’s PR or doom it to failure. However, as CEO you should work with an executive branding specialist to create a CEO branding strategy that aligns with your overall corporate strategy. If your brand grows organically, without strategic rationale, you risk damaging your personal and corporate reputation, and you significantly reduce your chances of corporate success.

How would you like to be seen as a leader? What gaps are there between your current status quo and your dream CEO brand? If you’d like practical support in getting there – particularly in terms of communicating with authenticity and impact – connect with me on LinkedIn or drop me a line and give yourself a head-start towards success.

Are people too polite to mention that your slides are awful?

Remember the tale of the Emperor’s New Clothes? Where a vain leader was sold an innovative new suit that was only visible to the smartest people? You’ll recall that those who couldn’t see it were either stupid or incompetent. Of course, the egotistical Emperor himself couldn’t see the suit, but being keen not to reveal this, he paraded (naked) through his Kingdom so all his subjects could appreciate and applaud his supposed new finery.

Not wishing to seem foolish, and out of duty, the subjects cheered the Emperor’s wonderful taste in clothes. We all know the ending. The embarrassed Emperor realised he’d been duped when an innocent child, who knew no better, piped up and shouted, “But he’s got no clothes on!”

To me, PowerPoint presentations are the business world’s equivalent of the Emperor’s New Clothes. When the Emperor believed that his subjects were impressed by his incredible new attire, he deceived himself. Likewise, if you think that your incredible slide deck turns an uninspiring talk into glitter and rainbows for your audience, you’re fooling yourself too. Most of the time your subjects won’t be cheering. They’ll just be thinking ‘death by PowerPoint’, watching the clock and waiting for you to end.

“He’s got no clothes on!”

It’s a brave person who will tell you that the value of your slides is an illusion, and that all your hard work creating them was in vain. Luckily, I’m a brave person, but my criticism and advice is always constructive.

As a leadership communication coach, I am on a mission to help people recognise that PowerPoint is usually about as much use as an invisible suit. If you want people to take you seriously, it’s time to get rid of those slide deck misconceptions and open your eyes to reality.

PowerPoint presentations rule the world

Your colleagues, clients and stakeholders are inevitably overloaded with PowerPoint presentations. We see them in virtually every meeting and they are usually downright dreary. Yet, bizarrely, most organisations around the globe use PowerPoint decks as standard meeting fodder and rarely seek alternatives to slides.

Whether you’re asked to present to clients or the Board, chances are they’ll expect a slide deck. Often they’ll even demand that you “send the presentation in advance”.

This is one of my big bugbears. You don’t send “the presentation”. You send “the slide deck”. A presentation is YOU, talking to the audience. A slide deck is a less important set of visual aids intended to support your talk. OK, so it’s also known as a PowerPoint presentation, but your slides are not your presentation.

Maybe this is just semantics, but it drives me nuts. The word ‘presentation’ is now warped in people’s minds and there is no longer a distinction between presentation as verbal delivery and presentation as slide deck.

PowerPoint presentations and the death of storytelling

Be honest with yourself: when you think about creating a presentation, is your first thought about what PowerPoint template to use?

Forget the visual aids for a moment. Think about focusing on your audience, your message and your aims instead. You can turn your thoughts into a great story, which is far more likely to capture your audience’s attention than a random piece of clip art or a tedious list of key points.

Consider this: if someone can interpret your entire narrative by viewing your slides beforehand and without context, there is little point in you turning up to talk. What can you add at that point? Your audience already knows exactly what you are going to say. Boring.

Bin the slides and use your own words

My advice is to speak with minimal support from PowerPoint (if any). I call this ‘naked presenting’. You aren’t trying to hide behind a useless, invisible suit of slides. You’re out there telling it as it really is – confidently and authentically. Your audience will thank you for it.

Why not create a magazine-style article to hand out afterwards, if people want a reminder of your talk? Most people like reading magazines, and it’s much easier to digest an article written in full sentences than a list of bullet points in a PowerPoint presentation. If you want to continue to engage your audience beyond the meeting room, an article will do the job far better than a set of slides.

Who are you really talking to?

How many times have you heard the phrase, “I’ll to talk to the slides”? This is another gripe of mine.

Please don’t talk to the slides. They won’t hear you and they certainly won’t buy into your concept. Moreover, if you do actually talk to the slides, you’ll be facing away from the audience and aiming your voice at the back of the room. The audience won’t hear you either.

Again, this may be partly semantics, but if your mindset is to talk to the slides, you will fail to talk to the people in the room and you will fail to build rapport.

Good presenters make eye contact with their audience nearly 100% of the time. People buy people, and you need relationship-building eye contact to appear credible and authentic. Authenticity encourages your audience to trust you, to take your messages on board and act on them. You can’t achieve this if you are talking to a set of slides.

None of this is rocket science, but the predominance of PowerPoint presentations has encouraged a generation of business leaders who do not make good eye contact (they’ve never been taught how) and who rely on slides rather than storytelling to get their message across. The term ‘Death by PowerPoint’ is now a common joke in business. This is a bad state of affairs.

Let’s define Death by PowerPoint

We have all suffered long and mind-numbing PowerPoint presentations with presenters droning on and on. Many use slides as aides memoire rather than visual aids, and this is where they go wrong.

According to the interactive audience participation tool, Poll Everywhere, half a billion people around the world use PowerPoint. There are over 35 million PowerPoint presentations being made every day. I dread to think of the time, resources and funds that have been wasted on this over the years.

The phrase ‘Death by PowerPoint’ is so common that it has now entered the dictionary. Well, to be fair, the Dictionary of Business Bullsh*t, where it is defined as:
• Interminable drivel given credence by near-universal software package
• A default setting for all bad presenters who, on being asked to write a presentation, rush to their work station and immediately open a PowerPoint file called “Presentation to X”, without any thought about the line of argument
• A deck of impenetrable charts offered up by fawning management consultancy to justify exorbitant fee
• A receptacle for juvenile clip art
• A vehicle for thunderously boring research debrief

It’s true, so very true…

Ditch the Emperor’s new clothes and present authentically instead

Creating a presentation based on bullet points, clip art, tables and charts does not make your performance beautiful, no matter how well you try to design those slides. If anything, it makes it worse. And when the projector decides not to work (we’ve all been there), you’re left completely vulnerable. It’s a nightmare for most executives.

I’m intrigued that, in a world of clever people, so many are brainwashed into believing that PowerPoint is king. Unless you have a side-line as a graphic designer, your slides are unlikely to dress up your verbal presentation with any real pizzazz, just as the Emperor’s new clothes couldn’t hide his very obvious nudity.

Often, PowerPoint presentations merely create a fantasy for the speaker that their words will be met with admiration. Isn’t it time to wake up and put on some real clothes?

Forget the slide deck. Present your topic authentically and passionately and tell a good story.

If you’d like to know how to minimise your PowerPoint presentations, take your speaking skills to the next level and impress your influential stakeholders, connect with me on LinkedIn or drop me a line.

Lack of emphasis on great communication

CEO communication is a significant consideration for most business leaders, with many Chief Executives placing heavy emphasis on interpersonal communication, both internally and externally. Most support the philosophy of software CEO, Sarah Nahm, who says: “I don’t think there’s anything a leader can invest in more than thinking about how you communicate”.

Financial Services leaders, however, tend to buck this trend. Research shows that communication doesn’t usually keep them awake at night. They are stressed by digital disruption, lack of key skills, regulatory issues, market disruption and trust, but seemingly not by their ability to convey issues appropriately to relevant stakeholders or to engage successfully in dialogue.

A CEO survey by PwC suggests that the primary agenda for Financial Services CEOs is digital and technological capabilities, with human capital a secondary focus. In this survey, Financial Services leaders barely mention communication, let alone CEO communication.

Exemplary CEO communication is linked to success

A recent survey of 200 CEOs showed that among the traits needed to succeed at the top are active communication and the ability to inspire others to take action.

To a large extent, the CEO’s role in execution is communication”, according to management consultants Bain and Company. “CEOs are the cheerleaders. They are the change agents. They are the glue and energy that keeps the organisation aligned and inspired to make things happen.”

Exacerbating the struggles of the financial sector

Management consultancy firm, Hay Group, warns that Financial Services executives overestimate their capabilities to influence, and that they tend to rely on a leadership style that is more coercive rather than collaborative. Hay Group calls for these executives to “make a conscious effort to examine the ways in which they leadThey should take a look in the mirror”.

This is especially relevant in the light of a recent EY summit, which revealed that financial regulators and supervisors place increasing importance on communication. These overlords of the banks and financial institutions want to “get to the whispers before they turn to screams”.

Respecting the importance of individual communication

While CEOs across all other sectors hone their personal and organisational communication skills to engage employees and strengthen customer focus, with a view to capitalising on new opportunities, PwC reveals that Financial Services leaders across the globe struggle to put customers first. Perhaps this is because they place relatively little emphasis on excellent CEO communication.

As a Financial Services CEO, if your raison d’être is strategy and share price, it is perhaps unsurprising that the details sometimes swamp the bigger picture. Yet it is often the bigger picture that needs communicating, whether you are speaking with regulators, investors, customers or staff.

Shining CEOs in the financial sector

Not every leader of Finance shies away from enhancing CEO communication. I’ve worked with several Financial Services leaders who see communication as fundamental to their role, and have become brilliant at it.

There are a few leaders in this sector who promote the importance of great communication. Robert Kaplan, for example, President of the Dallas Federal Reserve Bank, stresses that leadership is about asking the right questions and listening to the answers; being open to learning and self-improvement. He says that people who fail to achieve this fail to lead.

Communicating with expertise to engender trust

Excellent CEO communication isn’t just about standing up and giving a talk. It’s not merely about facing the media and winning a journalistic game of interview ping pong. It’s also about how you converse with your staff, your Board, your clients and your investors. It’s about how you brand yourself as a leader and how you want people to perceive you.

After the financial crisis of 2008, trust is one of the most important things you can achieve. You may be racing to keep up with digital and regulatory revolutions, but your actions alone will not engender trust. Trust is built through communicating those actions in one-to-one conversations, group meetings, interviews and presentations; in addition to emails, reports and other written materials.

How to achieve great CEO communication

Personal development in the form of appropriate communication coaching empowers leaders to achieve trust, and this, in turn, helps achieve wider business objectives. So if you are a CEO in Financial Services or any other sector, and if you have vaguely considered communication coaching but put it on the back burner, waiting for a less busy time, I urge you to think hard about your decision. That ‘less busy time’ may never come.

The regulators are breathing down your neck (or they will be soon). Your investors are clamouring for positive financial results. You are failing to attract or retain the talent you need.

Right now, the ‘soft skills’ of communication are just as important as industry know-how, and as the face of the company, investing in yourself today could raise the reputation of your business and create the difference between success and failure.

As CEO, if you are ready to invest in your communication skills to raise the reputation of your company, connect with me on LinkedIn and/or get in touch today.

Communication training – a dirty little secret?


I am the skeleton in the closet of several large clients – their dirty little secret. I am banned from sharing that I’ve worked with them. This has nothing to do with the quality of my communication training (other companies give me great testimonials). It seems this gagging order is down to extreme confidentiality brought about by fear.

Yet clients who are scared of revealing they’ve had training or coaching are missing a trick. We live in a new era of openness and transparency, diversity and inclusion. Our society has increasing respect for those who are willing to recognise their personal development requirements and take bold steps towards self-improvement.

There is good reason why ‘transparency’ and ‘authenticity’ are contemporary business buzzwords. Successful organisations create trust and build reputation through open, candid communication.

Unfortunately, in my experience, the higher the client profile, the more likely they are to include a non-naming clause in their non-disclosure agreement. This means that even if they start to appreciate the value of transparency and authenticity as a result of training or coaching, it is already set in stone that the intervention must stay under the radar.

This is counter-productive for those moving towards a new, beneficial style of authenticity-enhanced communications. It also prohibits me from connecting clients who would otherwise benefit one another.

It’s not just me

I’m not the only one facing sanctions if I mention that I’ve worked with a hush-hush client. I’ve just carried out a survey of other trainers and coaches, and this requirement for silence appears to be a common trend.

One colleague told me that fifty percent of her clients don’t want people to know she’s coaching them. “The higher up in the organisation or the more public their position,” she told me, “the more they prefer others not know. It’s perceived as a weakness, even though they know everyone gets coaching.”

Another colleague has a client who won’t even let him state where he’s travelled for the work, “in case people put two and two together”.

It seems that while some people are open about the benefits they’ve experienced from communication training, others are ashamed of the whole process before it even begins.

I’m not advocating total transparency, of course. I would never reveal personal or commercially sensitive details, and I’ll comply absolutely with any non-naming agreement thrown my way, but it does seem rather excessive.

Benefits of ‘outing’ your communication training

Communication training is an important element of personal development, which helps to make you the best you can be. It can be liberating and inspiring to share your investment in this, as well as helping fellow executives who are struggling. (You won’t know who they are because they don’t talk about it, but believe me, there are a lot of them out there.)

Recognising that everyone has the potential to improve, and raising your head above the parapet can have very positive effects. It can engender trust and respect from staff and stakeholders, help you become perceived as an employer of choice, and raise corporate reputation as a result.

Sharing your experience externally can also increase brand awareness in markets where you might not otherwise gain exposure, while increasing goodwill with suppliers and/or contractors (like me!) who can refer you to new contacts in untapped or previously inaccessible markets.

Stand up, speak out, be proud

My call to all clients – past, present and future – is to stand up and speak out about your communication training.

Be proud of your ability to influence. Be proud of your ability to lead a thriving business through successful communication. Be proud that you had the foresight to ask for expert guidance with these abilities. Be proud that this shrewd judgement allowed you to recognise new areas for personal development and achieve more than you ever thought possible.

Be proud to be part of a truly authentic organisation that leads the conversation about the importance of communication training for businesses and the economy. Be the best that you can be. And don’t be afraid to admit that you couldn’t have done it by yourself.

(And, of course, if you’d like to publicly thank the person who helped you get there, please feel free!)

Crisis communications: reducing reputational damage

When it hits the fan

Crises happen. Despite the best-laid plans, there is always an opportunity for something to fail: often systems, people and/or finances.

The big number in the news this week is 400,000.

400,000 Ryanair passengers are likely to have their flights cancelled after the Irish budget airline messed up its pilots’ holiday leave, forcing the airline to ground numerous flights.

400,000 is the number of British customers who might have had their personal details stolen from the credit monitoring company, Equifax, when its systems were hacked in July.

400,000 might sound a lot, but it seems that we Brits got off lightly in the Equifax crisis. Equifax has admitted that half the entire US population could be affected. That’s 143 million Americans, making this crisis mind-blowingly humungous.

What to say when everything goes horribly wrong

There are two main strategies for managing business communication in a crisis: communicating information (gathering and conveying facts) and communicating meaning (attempting to influence external perceptions of the crisis and/or the organisation). Crisis response strategies are mainly about managing what a crisis means to stakeholders.

Your main responsibility in a crisis is to protect your stakeholders: informing them how to protect themselves, reassuring them that they are safe and/or expressing concern for them. You can only start to repair your corporate reputation once you’ve conveyed this so-called ‘instructing’ information. It’s worth noting that reputational repair can take years, so it is vital to get your crisis communications correct from the start.

However, it’s not just a one way street. Stakeholders want real conversation and not just official statements. With social media an ideal platform for engaging actively in dialogue – listening and responding to the concerns of customers, clients and other interested parties – it is important to gauge your audience’s emotional tone to guide your crisis response and proactively support your stakeholders.

A swift and genuine apology can go a long way

Almost incredibly, it took six weeks for Equifax to reveal it had been hacked, during which time three leading executives sold huge numbers of shares in the company. Equifax’s CEO was forced to apologise to the public last week after being dragged before the US Senate Committee on Finance to explain.

In a hacking situation – an invisible crisis to begin with – it is important to go public before fraudsters start sending phishing emails to your stakeholders. Ideally that means informing the media and social media within an hour of the data breach becoming apparent.

In a visible crisis, the media is likely to find out what is happening before you contact them. With hundreds of passengers stranded, Ryanair had no option but to admit its mistake quickly. It took the correct course of action by apologising wholeheartedly to its customers.

A sincere apology is absolutely fundamental. However, you should only ever apologise if you really mean it. Coming across as insincere is likely to aggravate the crisis. It is also wise to avoid a pseudo-apology, which business leaders often use to reduce the impact of a crisis and to avoid taking full responsibility. Anything other than a heartfelt, genuine apology will come across as insincere and will hinder your cause.

Handled carefully (honestly and openly, recognising distress and anger and apologising sincerely), your crisis communications are likely to strengthen your brand loyalty.

When the password management company LastPass was hacked earlier this year, it communicated transparently with its users, explaining exactly what was going on and how it was working to resolve the situation. While LastPass was criticised by some for putting passwords at risk (fair comments bearing in mind the company remit), many others praised its response to the crisis and supported the company fully.

Who should take the rap?

The Ryanair crisis hit on Saturday 16th September, 2017. The man initially in charge of the response was Chief Marketing Officer, Kenny Jacobs. Strangely, Chief Executive, Michael O’Leary, was nowhere to be seen… until the share price slumped when the markets opened two days later.

Mr O’Leary is known to be very vocal and has a habit of aggravating and exasperating people, so perhaps Ryanair decided to keep him under wraps. Or perhaps he just didn’t realise the seriousness of the situation. Kenny Jacobs is not well known, so having him as spokesman made it feel like the CEO didn’t really care. That’s bad news for Ryanair’s reputation.

Michael O’Leary is a well-known figure, and passengers wanted  an apology from the boss. When he finally put his head above the parapet, he apologised profusely. He then spoilt this with the arrogant remark that passengers who vow to avoid Ryanair in future will break those promises because of the company’s cheap tickets: “our booking engine is full of passengers who have sworn they will never fly with us again”.

The buck always stops with the CEO, so he or she should willingly take the media spotlight in a crisis.

Let’s look at the telecoms company, TalkTalk. When it was hacked in 2015, with fears that 4 million people might have had their personal data stolen, CEO Dido Harding offered herself to the media. She was heavily criticised for the timing and content of her response, but she was also praised for taking ownership of the problem, expressing concern and advice for customers and showing commitment to solving the issue. Although her comments were uninformed, at least one PR practitioner described her honest and open communication style as refreshing and to be applauded.

Honesty, transparency and openness are always the best policies when it comes to crisis communications, and stakeholders expect this from the person at the top.

Crisis communications channels

If you are in a large organisation, you will have a crisis communications plan and a team to implement it. You will probably have message templates to help you respond swiftly, and trained spokespeople who know what to say and when.

Smaller companies should follow the same principles. It takes time and effort to create a solid crisis communications plan and run crisis practice sessions at least once a year, but it is always a worthwhile insurance policy: you just never know when crisis will hit. If you are unprepared, your business is at risk.

You will certainly need to pre-establish channels of communication in case your standard channels crash or if you have to take them offline. Not all companies have this foresight, however – even communications companies. When TalkTalk was hacked, for example, its website and webmail went down, making it tough for the organisation to communicate with customers.

A company in crisis can be lost without clearly defined secondary communication channels. Many companies create a ‘dark website’ – a crisis website hidden from public view until it is needed. This forms part of a crisis communication infrastructure which might also include a dedicated call line, dedicated Twitter feed and a cloud-based critical communications platform to ensure that if internal email goes down, managers and staff can still communicate.

Crisis communications: points to remember

Ensure your crisis communications plan is solid and workable. If you are uncertain, follow the British Standards Institution advice in its crisis management handbook, BS11200.

When crisis hits, think of your stakeholders first. Are they at risk? What can you do to ameliorate that risk? How can you best communicate this and support them? Listen to them and respond accordingly.

If your company makes any form of error, apologise genuinely and quickly. People want an apology from the CEO, especially if they are well known. If that’s you, gird your loins and go for it.

As you are unlikely to face many crises in your lifetime, you’ll need to practice your response in a safe environment well before everything goes pear shaped. Run annual crisis training scenarios to ensure you are up to the job. As a hacking crisis is very specific, and as data breaches are becoming increasingly common, make sure you have plans in place for this, as well as for more general crises.

Be open, transparent, honest and genuine. Be yourself – the best you can be. If you’re not sure exactly how to achieve this, get in touch and I’ll be happy to advise.