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Summary
Summary
Communication is the absolutely indispensable leadership discipline. But, too often, leaders and professional communicators get mired in tactics, and fail to influence public attitudes in the ways that would help them the most. The Power of Communication builds on the U.S. Marine Corps' legendary publication Warfighting , showing how to apply the Corps' proven leadership and strategy doctrine to all forms of public communication -- and achieve truly extraordinary results. World-renowned leadership communications expert, consultant, and speaker Helio Fred Garcia reveals how to orient on audiences, recognizing their centers of gravity and most critical concerns. You'll learn how to integrate and succeed with all three levels of communication: strategic, operational, and tactical. Garcia shows how to take the initiative and control the agenda... respond to events with speed and focus... use the power of maneuver... prepare and plan... and put it all together, becoming a "habitually strategic" communicator.
Author Notes
For more than 30 years Helio Fred Garcia has helped leaders build trust, inspire loyalty, and lead effectively. He is a coach, counselor, teacher, writer, and speaker whose clients include some of the largest and best-known companies and organizations in the world.
Fred is President of the crisis management firm Logos Consulting Group and Executive Director of the Logos Institute for Crisis Management & Executive Leadership. He is based in New York and has worked with clients in dozens of countries on six continents.
Fred has been on the New York University faculty since 1988 and has received his school's awards for teaching excellence and for outstanding service. He is an adjunct professor of management in NYU's Stern School of Business Executive MBA program and an adjunct associate professor of management and communication in NYU's Master's in PR/Corporate Communication program. Fred is also on the adjunct faculty of the Starr King School for the Ministry-Graduate Theological Union in Berkeley, where he teaches a seminar on religious leadership for social change. And he is on the leadership faculty of the Center for Security Studies of the Swiss Federal Institute of Technology in Zurich, where he teaches in the Master's in Advanced Studies in Crisis Management and Security Policy. He is a frequent guest lecturer at the Wharton School/University of Pennsylvania, the U.S. Marine Corps Command and Staff College and Officer Candidate School, the Brookings Institution, Tsinghua University in Beijing, and other institutions.
Fred is coauthor (with John Doorley) of Reputation Management: The Key to Successful Public Relations and Corporate Communication (second edition 2011; first edition 2007), by Routledge, Taylor & Francis Group. His two-volume book Crisis Communications was published by AAAA Publications in 1999. He blogs at www.logosinstitute.net/blog; he tweets at twitter.com/garciahf.
Reviews 1
Choice Review
In a surprising juxtaposition, Garcia (Logos Institute for Crisis Management and Executive Leadership, and New York Univ. adjunct professor) uses Marine cadets' required reading, Warfighting, by the US Marine Corps (1997), as the starting point for his discussion of effective communication for corporate leaders. Throughout the book, Garcia takes direct quotes from Warfighting, such as "War is thus a process of continuous mutual adaptation," and rephrases them for relevance to communication, as in "Communication is thus a process of continuous mutual adaptation." By including numerous examples and case studies in this book, Garcia brings the key principles from Warfighting alive as he translates them into guidelines for effective leadership communication. The volume is organized in three parts: "Leadership and Communication: Connecting with Audiences," "Strategy and Communication: Planning and Execution," and "Building Skills: Getting Good at Communicating Well." Some chapters seem overwritten, and the reader may lose interest, but other chapters begin with a story or case study and fully engage the reader. Garcia offers a wealth of examples to illustrate practical principles for successful public relations. Summing Up: Recommended. General readers; students at all levels; faculty researchers; professionals. L. B. Jabs Seattle Pacific University
Table of Contents
Foreword | p. xv |
Introduction: Leadership, Discipline, and Effective Communication | p. xxv |
Part I Leadership And Communication: Connecting With Audiences | |
1 Words Matter | p. 1 |
The Power of Communication | p. 2 |
Strategy = Ordered Thinking | p. 3 |
The Nature of Effective Leadership Communication | p. 4 |
Senator John McCain's Blunder | p. 9 |
David Letterman Jumps In | p. 12 |
The Audience Has Its Own Ideas | p. 14 |
Losing Face | p. 15 |
The Struggle to Win Hearts and Minds | p. 16 |
Connecting with Audiences | p. 19 |
Recap: Best Practices from This Chapter | p. 21 |
Lessons for Leaders and Communicators | p. 21 |
2 Taking Audiences Seriously | p. 23 |
What Bill Gates Said/What the Audience Heard | p. 25 |
Netflix MisfiresùTwice | p. 28 |
Second Stumble | p. 34 |
Yet Another Stumble? | p. 39 |
Restraining the Imperious Executive | p. 41 |
Orienting on the Audience | p. 49 |
Audience Engagement Checklist | p. 50 |
Recap: Best Practices from This Chapter | p. 52 |
Lessons for Leaders and Communicators | p. 52 |
3 Words Aren't Enough | p. 55 |
Walk the Talk | p. 56 |
Hurricane Katrina, New Orleans, and the U.S. Government | p. 58 |
Overnight, Sunday to Monday: Katrina Strikes | p. 58 |
Monday: New Orleans Under Water | p. 59 |
Tuesday: The Reality Sets In | p. 60 |
Wednesday: The Situation Is Dire; Government Seems Not to Get It | p. 61 |
Thursday: Things Fall Apart | p. 63 |
Friday: The President Steps Up But Misfires | p. 64 |
Weekend: Blame Game | p. 66 |
Monday, September 5: Self-inflicted Harm | p. 67 |
Wednesday: President Bush and Michael Brown as Laughingstocks | p. 68 |
Friday: FEMA Director Brown Is Out | p. 68 |
Aftermath | p. 69 |
Trust, Consequences, and the Say-Do Gap | p. 70 |
FEMA Resets Expectations | p. 73 |
Recap: Best Practices from This Chapter | p. 74 |
Lessons for Leaders and Communicators | p. 74 |
4 Speed, Focus, and the First Mover Advantage | p. 75 |
The Second Battle of Fallujah | p. 79 |
The Marines Act on the Fallujah Shooting | p. 82 |
Abu Ghraib and Loss of the First Mover Advantage | p. 84 |
The First Mover Advantage and Celebrity Scandal | p. 95 |
Operationalizing the First Mover Advantage | p. 99 |
Recap: Best Practices from This Chapter | p. 102 |
Lessons for Leaders and Communicators | p. 102 |
5 Initiative, Maneuver, and Disproportionality | p. 105 |
Race Trumps Healthcare | p. 106 |
Initiative and Response | p. 110 |
Adventures in Time | p. 115 |
Recap: Best Practices from This Chapter | p. 119 |
Lessons for Leaders and Communicators | p. 120 |
Part II Strategy And Communication: Planning And Execution | |
6 Goals, Strategies, and Tactics: Preparing and Planning | p. 123 |
Planning Isn't Looking at a Calendar; It's Looking at a Chessboard | p. 127 |
Hurd to the Rescue | p. 131 |
Hurd on the Street | p. 132 |
Measure Twice, Cut Once | p. 134 |
Understanding Strategy: Thinking Clearly on Three Levels | p. 143 |
The Strategic Level | p. 146 |
The Operational Leve | p. 147 |
The Tactical Level | p. 148 |
Template for Planning: For Being Strategic in Leadership | |
Communication | p. 150 |
Recap: Best Practices from This Chapter | p. 153 |
Lessons for Leaders and Communicators | p. 155 |
Part III Building Skills: Getting Good At Communicating Well | |
7 Performance: The Physicality of Audience Engagement | p. 159 |
Commitment to Self-Development | p. 162 |
Connecting at a Distance | p. 165 |
Engaging Audiences | p. 167 |
Physicality: Let Me Hear Your Body Talk | p. 168 |
Stand and Deliver | p. 171 |
Connecting with Eye Contact | p. 176 |
Stagecraft | p. 179 |
Using Visuals Effectively | p. 180 |
Recap: Best Practices from This Chapter | p. 182 |
Lessons for Leaders and Communicators | p. 183 |
8 Content: Word Choice, Framing, and Meaning | p. 185 |
Metaphor and the Management of Meaning | p. 187 |
Retraining | p. 201 |
Meeting People Where They Are | p. 203 |
Recap: Best Practices from This Chapter | p. 204 |
Lessons for Leaders and Communicators | p. 204 |
9 Audiences: Attention, Retention, and How Hearts and Minds Work | p. 207 |
I Second That Emotion | p. 209 |
I Feel Your Pain | p. 209 |
We Happy Few | p. 212 |
Baby, I Was Born This Way | p. 215 |
Keep Calm and Carry On | p. 218 |
The Amygdala and Audience Engagement | p. 219 |
Adapting to the Amygdala: Five Strategies for Audience Engagement | p. 222 |
The Primacy of the Visual: The Eyes Have It | p. 224 |
Air Thin | p. 227 |
Recap: Best Practices from This Chapter | p. 229 |
Lessons for Leaders and Communicators | p. 229 |
10 Putting It All Together: Becoming a Habitually Strategic Communicator | p. 233 |
Communication is a Leadership Discipline | p. 233 |
Nine Principles of Effective Leadership Communication | p. 235 |
Closing Considerations | p. 249 |
Appendix Warfighting Principles for Leadership Communication | p. 251 |
Endnotes | p. 263 |
Index | p. 281 |