The overriding objective for me is how do we make those important business conversations both memorable and impactful. For a while, I have been concerned that too many business conversations and presentations are not achieving such objectives. It is worth thinking about varying the style of communication to appeal to an emotional preference, and therefore be more impactful.
Let me share an example about really good practise.
I deliver leadership training and two years ago, was facilitating one particular course where the objective for the internal audit team of a financial institution was to more effectively deliver their findings, and specifically to influence management to buy into implementing material #internalcontrol changes, following a review of the risks the business was subject to.
We had one role play exercise where an internal auditor was delivering the message to a business manager, informing him of a control required to significantly mitigate the likelihood of a material risk occurring. The business manager was very reluctant to adopt the control as being suggested. Even though the control would be a significant mitigant to the risk occurring, the manager’s defence was ‘This risk is extremely unlikely to occur so why do we need to put such a control in place’. He was very defensive and non-accepting of the need for the control.
Robin, who was in the role of Internal Auditor, then took a completely different tact. Robin asked the business manager ‘Are you a good driver?’ He said ‘Yes, of course I am’. She continued ‘Have you had a car accident in the last three years?’ to which he replied ‘No, as I just said, I am a good driver and can you please hurry up, as I really don’t have much time for this.’ She then said ‘Ok and do you wear a seat belt?’ To which he replied ‘Of course I do’. Robin’s final question was ‘Why?’. He explained ‘Well, I want to make sure I am adequately protected if involved in an accident’. Robin paused for a moment and then said ‘Well, that’s exactly why we recommend you put this control in place. The risk, as you say, may hopefully never occur, but if it does it will be extremely serious for the business and for your department’. He looked stunned as it was evident he now totally understood the reason for the control. He complimented Robin, the Internal Audit manager, on her approach.
The reason I like to share this story, is that far too often the ‘logical argument’ or ‘fact-driven’ approach fails. It does not change peoples’ minds, it may further deepen any division of views and is not conducive to the development of a constructive forward-looking business relationship. By taking a different approach, the Internal Auditor made the important business conversation memorable, effective and most importantly, impactful.