Posts RSSA Seat at the Big Table
Yes, I said just pull the chair out. Oh, you didn’t hear the question? You’d be one of a few. It’s the one that has been banging around the comms gatherings for a little too long now. Getting asked a way too much for my liking.
How do you get a seat at the Big Table?
And I know this sounds harsh, but I’m thinking if you have to ask the question, you are just not ready to be there. But that’s flip, and not particularly constructive. I’m just really concerned that by giving the topic so much energy, we draw attention to the less developed and mature aspects of the communications profession. But, hesitations aside, here’s some more constructive thoughts about how you end up being involved at an executive level, not just an operational function. If it’s being asked a lot, it is resonating for many.
Advocacy.
What are you doing to advocate for your profession among others. In December, Company Director, the monthly journal for the Australian Institute of Company Directors ran some great articles about the need for diversity on boards, and how communication with internal and stakeholder audience will be critical in developing resilience for the upcoming year. This provided me with an opportunity to talk up IABC and the need for accredited communications professionals on companies’ boards. The letter to the editor (below) was published last month. The point here, is it is not just the IABC that should be advocating, everyone has a role to play here. Speak up.
Personal power & influence.
What are you doing to build your own personal power (reading, coaching, counselling). Not having a seat at the Big Table is an indicator that you may be lacking in confidence. It’s why I say ‘pull the seat out’ - don’t wait for an invitation. It’s better to ask for forgiveness, than beg for permission. Let your wisdom and insight shine.
Play the politics.
If you seriously want a seat at the Big table, you need to be thinking instrumentally, strategically, and politically. If this makes you queasy, you are not ready for the conversations. Engaging in politics is not a dirty quest, it can actually be fun. Find yourself a mentor that can assist you with translating the moves if it is new for you.
Be Bilingual.
Stephen Covey in “7 Habits of Highly Effective People” says “seek first to understand then be understood”. In order to have influence at the executive level, you need to understand and be conversant in the language of economics, accounting, management, and strategy. Do whatever you have to do to understand the fields (read or further study, join other networks). If you can’t evaluate your communication strategies in terms of a financial Return on Investment, then you are not ready to be at that table.
Prepare a compelling case.
Have instant recall of companies and cases where decisions poorly communicated = increased bad PR, decreased morale, increased sick leave, lower share price. Have the good cases ready to. Jealousy may be more effective as a motivator than fear ( I want to be like them v that could never happen to us). Make a time to see the Snr Mgt / CEO and make a case for why you should be at The Table. Hone your craft. Malcom Gladwell in ”Outliers”, tells us that those really successful in their field have clocked up a minimum of 10 000 hours in their area of specialisation. Spend some of those hours compiling cases, trawling through IABC Gold Quill winners.
Move.
If you are doing all of these and just not getting anywhere, then move. Find a new organisation to work for, one where a seat at The Table is one of the conditions of the job negotiations. Yes, I can hear the collective groans from here, yes, this is a challenging time to be switching jobs. But, it’s better to be clear about your future intent, and actively pursuing your vision of the best possible career, than using the GFC as a reason why you still don’t have a seat at The Table.
Finally, the Table is only a metaphor, it’s not always real. You can have a seat at the Big Table, without physically being there. Think laterally, instigate small, influential conversations at all levels of the organisation. But that could be another post…
March 5th, 2009 at 2:16 pm
I especially like your letter to the editor. Having a professional communicator on the Board of Directors would help a lot of organizations, including ours. It’s the skill set that’s missing in virutally every Board and in most cases the Directors (typically retired execs and CEOs of a certain age group) do not understand the complexities of communicating their decisions to shareholders in today’s world.
March 5th, 2009 at 3:15 pm
Some great reminders, thank you. Engaging, or not engaging in the above is often what separates communication leaders/managers from specialists. These are good points to remember when mentoring junior communicators and coaching staff. Thanks for sharing!
March 6th, 2009 at 1:12 am
I remember hearing Jim Lukaszewski speak at the IABC conference in New York. The message I took away from his presentation was: “There is no table.” I was reminded of that scene in “The Matrix” when there little boy tells Keanu Reeves: “There is no spoon”. And although we’re not living in an artificial world designed by robots (at least, I don’t THINK we are…) the point is — stop worrying about the bloody table and be the kind of advisor that they can’t afford NOT to have in the meetings. It’s about you, your quality of advice, the value and contribution you bring to the organisation, not any piece of furniture.
Great summary of all that “The One” sort of communicator needs to think of, Jen.
October 7th, 2010 at 2:30 am
Jen, yes. There are plenty of us who have had seats at the table and more opportunities are appearing daily. Actions speak louder than words and actions that add broad value speak even louder.
Cheers, geoff
October 13th, 2010 at 11:57 pm
Wouldn’t go so far as to say “there is no table”, because of the realities of organisational governance.
But in addition to the “table”, there is also the “wheel”–and we communicators do have a hand on it. We don’t simply report or request or negotiate–we actually create our organisational outcomes to a large extent.
October 14th, 2010 at 1:12 am
Hi Mike, thanks for commenting. Agree wholeheartedly, I’m a great believer in creating your own outcomes and I guess that’s what I was getting at with “move”!