Building Communication to
Grow Customer Experience & Revenues
I get a lot of questions about how to use principles of Renaissance Methodology to help make teams stronger, customer service better, sales more robust, and boost overall organizational success. For years I have built communication systems (people/protocols/processes) that get all the relevant people in a company, including the target audience, on the same page, and focused on the plan to build the Revenue Engine. The secret has been the Vertical Two-Way Regimented system we design and deploy. In essence, it keeps constant attention on the revenue plan, spawns innovation, draws out solutions to problems, roots out dissension, rewards great work, and raises morale along with the customer experience. Just what any business wants! It’s not easy to manifest though. Unless you have Renaissance Methodology on your side.
In this quick 4-minute read, I will be by zeroing in on how to make communication exceptionally effective in your business.
To start, I advise you to often remind yourself and your people what Paul J. Meyer said (he’s the self-improvement legend who’s programs sold over $2B worldwide). Meyer said, “Communication – the human connection – is the key to personal and career success.” This is worth placing where it can be seen in your offices.
It’s the emphasis on human connection that makes it a powerful statement to me on what to strive for.
Now, let’s quickly cover some essential elements of communication:
First, I want you to reevaluate the encoding & decoding processes. Encourage your people to read and study these elements. Why… because there is more to communication than just talking and listening. It’s just not that simple.
Second, let’s look at the types of communication. You have…
- One-on-One Face-to-Face
- Group Face-to-Face
- One-on-One Video
- Group Video
- One-on-One Phone
- Group Phone
- Text Messages
- Emails/Letters/Memos (Handwritten, Typed, Printed Copies)
- Social Media
- Online Chat/Instant Message
- Body Language (Which is an entirely different caveat to dive into)
* Keep in mind it’s all about making and maintaining the human connection.
I reviewed these communication methods because I want to remind and encourage you to remind and encourage your people of their options and to encourage using multiple methods to reinforce objectives, goals, and especially each person’s and team’s assigned mission-critical metrics.
Third, keep in mind it can be an interactive discussion or one-sided when one person is doing all the talking. I advise you to keep 90% of communication open and two-sided.
Last, here’s the deal when it comes to communication. There are two schools of thought:
- The onus of understanding the message is on the decoder, the person being communicated to. Thus, it’s good to be a mind reader. Especially, when it comes to understanding your superiors.
- The onus of being understood is on the encoder, the person giving the communication. Thus, it’s good to be clear and give as much detail as necessary.
Here’s the answer, hands-down the onus is on the communicator to be understood. Your people are not mind readers and NO, the best and right people don’t have to be mind-readers. You have to own your message being understood. That’s a hell of a lot easier and more practical. Not to mention fair.
Next, let’s look at communication best practices:
- Communicate concisely. Meaning, use as few words as possible while remaining crystal clear.
- Listen and listen because you have two ears and one mouth.
- Do not interrupt people unless necessary. Definitely don’t make a habit of it though. Train people to be concise when you have to but do not be rude.
- Repeat back in brief paraphrases what you heard to be certain you got it, and to validate you’re listening and comprehending.
- Be candid on the spot with any and all aspects you are unclear on and with any points you differ in opinion.
- It’s okay though to take time to digest what you heard and come back soon to get more clarity or voice additional ideas and thoughts or to voice concern and disagreement.
* Work on these best practices. I suggest you keep a daily journal of your work so you master this art. Don’t take it for granted.
Okay, let’s dive into establishing an effective focus on making your plan happen. It’s communication that drives your plan’s implementation. The key to communication with Renaissance Methodology is, building Vertical Two-Way Regimented Communications. Let me explain;
- Vertical means it will include all levels of stakeholders.
- Regimented means it will have recurring schedules at each level and with champions intermixed from each level.
- Two-Way means it will flow both ways.
You will be the ultimate communication driver. Then, using your champions, you will build communication protocols and procedures from the ownership level to frontline employees to channel partners, and all the stakeholders, all the way through to prospects and customers. When done right, this system will spawn innovation and solutions that strengthen operations, finance, customer experience, marketing, and sales. You will grow and make more money!
Sure, you already have a lot of communication going on so why is this different? Well, more than half of your current communications are probably a waste of time. What I am talking about is creating discussions focused on your plan that we developed in the previous videos. This entails directing communications on those individual and team mission-critical metrics we designed in previous steps. I want meetings and communications laser-focused on the solutions and innovation to achieve the metrics and uphold the accountability, assigned to everyone involved.
Here are your 10-action steps to building Vertical Two-Way Regimented Communications:
1. Establish each champion as a communication leader. Train them on your expectations while providing skills training frequently.
2. Have each champion assign a communication facilitator to help them with their respective teams. Call them whatever you desire, but provide them the same expectations and skills training frequently.
3. Provide rules of engagement for communicating and skills training for all the stakeholders at least twice a year.
4. Set up recurring meetings that focus solely on the plan’s execution at every level of your organization. This will be led by champions & their communication facilitators.
5. Set up mixed group meetings on a recurring schedule using people from each of the teams at every level so that there is a recurring meeting with representation from every level. This should occur about four to six times per year.
6. Deploy Net Promoter Scores (NPS), Voice of The Customer (VOC), various surveys, personal interviews, and other intelligence-gathering methods to get critical feedback from prospects and customers that you will review and act on.
7. Empower your people to act on their ideas from the meetings when it is within their scope and budget.
8. At the senior manager level review and prioritize actions outside the scope and budget of the team levels.
9. Communicate reward and recognition on the spot and do it regularly for those who deserve it based on metric achievement, outstanding customer service, closed deals, innovative ideas, and solutions development.
10. Have people grade the communication system and recommend improvements every quarter.
To close, I’ll quote George Bernard Shaw who said, “The single biggest problem in communication is the illusion that it has taken place.”
Now it’s time for you to go make it happen! Go get’em!
Contact C-Level Global to discuss helping you achieve your vision faster and with bigger results.