"Facts. Analysis. Logic. That's what CEOs rely on to make sound business decisions. That's what CEOs focus on when communicating with employees and customers. Emotions? Sounds like something for HR to deal with.
During his workshops with about 60 Lexington-area executives a couple of weeks ago, communications expert Donald Rheem described recent studies showing the vital role that emotional context plays in our day-to-day communications with those around us. You've heard the expression, "Do as I say, not as I do." Well, when our words are at odds with our voice tone or body language, those listening to (and watching) us will be influenced just 7 percent by what we say and 93 percent by how we say it. In other words, emotional context is more important than facts and logic.
Why are people influenced so much by non-verbal clues? Dr. Daniel Goleman (Working with Emotional Intelligence, Bantam Books, 1998) points out that our "primitive brain," called the amygdala, serves as a powerful alarm center, alerting us to potential danger and ensuring our survival. We've all experienced emergency situations, like a car suddenly driving into our path, when we've reflexively swerved away or hit the brakes to avoid an accident. We did this without consciously thinking. That's our primitive brain at work. We could use the prefrontal lobes, the analytical section of our brain, to collect information, weigh the pros and cons, consider alternative solutions, formulate a plan and then take action. In a crisis situation, this takes too long.
Taking this concept a step further, neuro-marketing pioneers Patrick Renvoise and Christophe Morin (Neuro-Marketing, SalesBrain Publishing, 2005) contend that the primitive brain is the center for all decision-making. So, even though we believe that we give careful thought and analysis to business issues, the ultimate decision is based largely (perhaps entirely) on emotions emanating from our primitive brains rather than on the thoughtful consideration performed by our thinking brain.
So, how does this relate to the ways in which CEOs communicate? Let's begin with our employees. In the course of my career, I've spent a lot of time walking around, shaking employees' hands and asking "How are you doing?" Some of the time, employees would respond with considerable emotional content. I'll not soon forget the young man who responded to my question by telling me that his close friend had committed suicide. We had a long conversation about how he felt, how he was dealing with this tragedy in his life and whether he needed any help. That single conversation six years ago created a trusting bond that remains in place today.
Sometimes employees respond with emotional content hiding just below the surface. For example, a worker might tell me that she just can't meet the quality standards for her particular process. Before yielding to the temptation to discuss the technical aspects of her issue, I ask how she feels about the situation. She talks about her irritation with the current job and goes on to reveal her frustration with the fact that no one seems to pay attention to her ongoing issues. We take the time to understand how she feels (emotional context) and then begin working on the solution. She feels better because someone is finally listening to her and will take action to correct the problem. The company is better off because a systemic problem is being corrected and the employee is motivated to do a better job.
What would have happened had no one asked these employees how they were doing and actually listened to their responses? A decline in morale? Reduced quality and productivity? Loss of a valuable employee? Alcoholism? Substance abuse? Violent behavior? There is no question that talking and listening to employees takes time in a CEO's jam-packed schedule. It is time well invested.
Let's turn to customers. What role does emotional context play in their decision to buy from us? First, let's be honest with ourselves. When we purchased that shiny new Cadillac or Lexus or BMW, did we conduct a careful analysis of fuel economy, maintenance costs and return on investment? Or did we picture ourselves pulling into the driveway or cruising comfortably on I-75? Was buying that new vehicle a logical decision or an emotional one? If yours was an emotional decision, it shouldn't surprise you that your customer's buying decision is also an emotional event. How many times have you worked for months (even years) to convince your prospect of the strengths of your company, the features of your products and the quality of your services, only to fail to close the sale at the last moment? What was missing from your presentation? Probably emotional context. Remember that your customer's buying decision is being influenced subconsciously and primarily by his primitive brain, which is searching for emotional clues to protect him from danger. Your challenge is to understand the threats to your customer's success (pain) and provide the emotional context that will make him feel comfortable with his decision. Further, according to a landmark study by The Gallup Organization (Married to the Brand, Gallup Press, 2005) the only way to build an enduring "marriage" between a customer and your brand is to create an emotional connection with your customer.
Last month, I suggested that CEO might stand for Communications Effectiveness Officer. Facts, analysis and logic are necessary but not sufficient for effective communications. It is incumbent on all of us to be aware of the emotional context of our communications with others, and to be guided by that emotional context in the decisions that we make.
Louis Allegra is president of Allegra Management Consulting, Inc. He chairs CEO advisory boards in affiliation with Vistage International, the world's largest CEO membership organization. Lou can be reached at Louis@AllegraManagement.com.