Blowing your own trumpet while businessman and author

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Blowing your own trumpet While businessman and author Harvey Coleman was with IBM, he researched why people get promoted, and his findings were surprising to many. In his book, ‘Empowering Yourself, The Organizational Game Revealed’, Coleman outlines that an individual’s ability to perform their prescribed task or execute their skillset makes up only ten percent of the overall success of that
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individual. That said, he identified the other two elements as image at thirty percent and exposure at sixty percent. So essentially, he identified that a professional’s overall success can be graphically represented as a pie chart that looks like this: Author David Avrin articulates it best: “It’s not who you know, it’s who knows you.” But what’s communication got to do with it? Consider this example: It’s all fine and dandy if you have a skill, and you may well be the best in the business. But if you don’t – or worse, cannot – articulate and explain that skill to others who don’t speak the same jargon, where does that leave you? In other words, even if you’re great at doing what you do, but no one knows anything about it, how do you get ahead? And if you’re a business with a product or service, who can you tell that will sit up and pay attention if you can’t clearly and effectively communicate that through to your target audience? Or at least, hire someone who can? As Branson said: “Today, if you want to succeed as an entrepreneur, you also have to be a storyteller… It is not enough to create a great product; you also have to work out how to let people know about it.” This certainly further supports the need for effective communications contributing towards an individual’s, team’s or organisation’s overall success. So yes, the positive effects of effective communication don’t just benefit you. It benefits those around you. No more seen and not heard
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Managers and leaders who can communicate well gain the respect of those they lead. They appear more approachable, nurturing and wiser, and certainly more inspiring than their silent, non-communicative counterparts. In a Harvard Business Review Interact/Harris Poll from mid-2015, it was identified that ninety- one percent of employees regarded communication issues as something that can drag executives down. That is too big a number to ignore. The poll acknowledged that communication issues that prevent effective leadership included not giving clear directions and refusing to talk. In fact, something as simple as not being able to, or refusing to talk on the phone or in person could damage a leader’s executive brand. This is a hard pill to swallow. With such confronting results, it would be a career limiting move not to embrace improving one’s communication skills. Gone are the days where managers could lead from an office or room in a different space to the rest of the organisation and behind closed doors. And open plan spaces are simply not enough either. With that territory comes open communications and the ability to effectively communicate the message – whatever that message is. Employees don’t just want to be able to see their managers and leaders. They want to hear from them, too.
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