p) Managing Conflict

Tony Hayward, CEO of BP Oil, has become a punching bag for Gulf Coast residents, as well as newscasters. His penchant for making insensitive and misleading statements may have done irreparable damage to his reputation and the reputation of BP Oil Corporation. Some of the statements that have infuriated the American public are well known. “The size of the spill is relatively small in comparison to a very big ocean.” OR “No one wants this over more than I do. I would like my life back.” President Barrack Obama said if it were up to him, Hayward would be fired.

While Hayward is not officially stepping down, he has been replaced as the head of the day to day operations by Robert Dudley. In doing so, BP’s Chairman of the Board, Carl Henric Vanberg acknowledged, “It is clear Tony has made remarks that have upset people.” Hayward’s handling of the oil spill in the Gulf will undoubtedly become a text book example of how not to handle a disaster. What can we learn from this regarding dealing with the public, media or government commissions?

1. Be prepared. If you are going to talk on a sensitive issue, be very sure what you will say. Never try to “wing it.” Consider all the possible questions you might be asked and by whom. Determine how you will answer them. Chose your words carefully. Do not be blind sighted.
2. Practice. Rehearse out loud any statements or answers to questions in front of your own executive team. Your responses will sound more focused and succinct when you actually are interviewed. Your voice will also be more confident.
3. Pause. Thinking on your feet is difficult. Allow yourself time to process the question. A pause for 3-4 seconds is wise, even if you are sure of the answer. It demonstrates you are trying to be precise.
4. Take responsibility immediately. Acknowledge the problem and apologize before responding. It will put you in a more favorable light with the public.
5. Answer the question. Listeners will notice if you “stonewall” or evade a question. Hayward has been criticized for saying over and over at a Congressional Hearing, “I didn’t know anything about that.”
6. Don’t blame others. Hayward has also tried to lay blame for BP’s situation on other drilling partners, particularly Anadarko. As Senator John Barrosso, R. WYO, said, “The shifting-the- blame game” doesn’t get us very far. The message, “It’s not my fault,” doesn’t work.
7. Sound and look sincere. It is really important to listeners to sense you connect with their pain. In every public statement you give, your body and voice must show compassion or sorrow. To this day, Hayward has been staunchly criticized for his lack of emotion.
8. Be honest and upfront. Tony Hayward has been accused of grossly underestimating the barrels of oil leaking into the Gulf and the timeline for containment. His attempt to down play the problem has created a tremendous backlash. The more upfront and honest you are with bad results early on, the more credibility you will have when it comes to explaining how you will fix the situation.

Handling tough questions is never easy, particularly when a disaster occurs. However, unless the situation is effectively handled in the media and with the public, the problem will escalate, affecting you and the survival of your company.

Impact Communications, Inc. consults with individuals and businesses to improve their presentation and telephone communication skills. It is not what you know but how you communicate it that makes a difference. When you have to have impact, phone (847) 438-4480 or visit our web site, www.ImpactCommunicationsInc.com.

If you think it is impossible to think on one’s feet, you are not alone. Many business professionals dread speaking to senior level executives or important customers for fear their brains will freeze and decision makers will see them as the village idiot. There are three very practical tips to help you dazzle, rather than fizzle.

1. Do your homework, do your homework, do your homework. Take the time to thoroughly investigate your listening audience. Identify their “pet” issues or “hot buttons.” Ask peers, friends or others the best way to communicate with them. At a bare minimum, learn titles and functionalities. Knowing even this will help you to answer from the right perspective. For example, a Chief Financial Officer’s interest lies in saving money so your answer should focus on lowering costs. A Benefits Manager’s concern is with people so stress the training you will provide or how little the disruption will be. The more comfortable you are with the audience, the easier it will be to decide the best approach and the necessary amount of detail for your explanation.
2. Brainstorm all the possible questions and practice your answers. After identifying who will be in your audience, sit down with a packet of index cards. On one side write down a question you could be asked related to your topic from any one of the perspective attendees. On the other side, write how you will answer it so that it resonates with their “care-abouts.” Then, practice your answers in front of your bathroom mirror. Saying your answer out loud will imprint the answer and solidify how best to express your thoughts. This type of preparation is similar to what the President of the United States does when speaking to the press. The only difference is his staff takes the time to come up with the questions and the rehearsal is with staff members pretending to be hard-nose reporters.
   1. What your position is as the expert,
   2. What you would recommend they do and
   3. How it will be of benefit if they take your suggested action.
3. Pause, consider what the questioner needs to know to make a decision related to your topic, and then formulate your P.A.B. A two or three second pause will help you to access the right file folder in your brain. Even if you know the answer, it is a good idea to pause for a few seconds. It shows you are trying to be precise. Begin your answer by paraphrasing the question and acknowledging why that is an important issue to resolve or consider. This will insure you are on the right track with the questioner and keep you focused. When you do answer, make it brief, 45 seconds or less. People typically prefer the abridged version. If they want more detail, they will ask you to elaborate.When you have been asked to present data, people assume you are the subject matter expert. Typically, when they ask you a question, they want to know three key things:If you can remember the acronym, P.A.B. you will answer clearly and concisely.

The challenge to thinking on one’s feet is fear of the unknown. With preparation and practice, there should be very few questions you can not answer.

Impact Communications, Inc. consults with individuals and businesses to improve their presentation and telephone communication skills. It is not what you know but how you communicate it that makes a difference. When you have to have impact, phone (847) 438-4480 or visit our web site, www.ImpactCommunicationsInc.com.

The economic downturn has affected all businesses. Consequently, many of us are now in the position of delivering bad news messages. It is not easy, but the way that message is communicated is critical. It leaves a lasting impression of you and the company.

People who have been laid off, given reduced hours or had benefits slashed say they understand business decisions. What they expect from you, the bearer of the bad news is that you be empathetic, genuine and direct. Burying the news or sounding patronizing or rushed makes the situation a lot worse and affects relationships.

Consequently, experts advise managers or supervisors to prepare the message ahead of time and practice delivering it, whether it is in front of your bathroom mirror or to a trusted friend or colleague. By rehearsing, you can receive feedback on your facial reactions and your eyes. Are you looking down or directly at the person? If the recipient is to perceive you as sincere, you must look them in the eye. Are you fidgeting? As you hear your voice, does it sound sincere? Are you stammering?

Rehearsing also allows you to hear your own word choices and the clarity of your explanation. Avoid any euphemisms, platitudes and jargon. Make sure you share the thinking behind the business decision. Was the layoff company wide or only a particular division? People need to understand why it was them. Discuss any compensation benefits, job placement or counseling services that might be available, but do not offer unsolicited advice. Also, make sure you have paused at predictable points to invite the person to share his or her feelings and to say you care. This should be a two way conversation, not a monologue.

Although this isn’t always possible, unpleasant news is best delivered in person and in private. Delivering bad news over phone to global team members doesn’t allow you to see the other person’s reactions or for them to see yours. At all costs, avoid e-mail or voice mail. One of our clients reported checking messages late on a Sunday evening while in bed. The voice mail from his manager said there was a cutback and he had to be let him go. He was instructed to turn in his phone, laptop and employee identification card on Monday at the HR department on the 6th floor. You can imagine how devastated the person was and how well he was able to sleep that night.

Unpleasant news is too important to “wing it.” Take time to deliver it in an honest, sensitive manner. Prepare ahead and put yourself in the other person’s shoes. By delivering the message with tact and kindness, you maintain the relationship and leave a positive impression in the worst of times.

Impact Communications, Inc. consults with individuals and businesses to improve their presentation and telephone communication skills. It is not what you know but how you communicate it that makes a difference. When you have to have impact, phone (847) 438-4480 or visit our web site, www.ImpactCommunicationsInc.com.