CHAPTERS |
Chapter 7 | Why Top-Performing CEOs Make Organizational Communication a Priority
“If you’re a CEO or C-suite executive, it’s time to redraw the boundaries around strategic communication in your business, placing yourself and members of your C-suite squarely in the middle of it.”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
“Great CEOs and C-suite executives never underestimate the power and influence their message can have on the business. They realize a crystal-clear message — that generates strategically aligned decisions and actions — is what separates high‑performing companies from the also-rans.”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
“Are your strategic initiatives being operationalized in a consistent, comprehensive and effective manner? If not, does the blame lie on your people? Your message? Or, the fact that you have not yet put all the pieces in place for you to become a great CEO communicator?”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
“The world we operate in is so hypersensitive, over-filtered and politically correct that the voice of the CEO and C-suite has been diluted. The CEO’s message has lost its authenticity. It has lost its power. And more importantly, it is losing its impact on business performance.”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
“In most organizations, CEO and C-suite messages are getting watered down, dumbed down and filtered to the point where they no longer serve their original purpose: to move the organization forward and in a very specific direction.”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
“The key to success is anchoring your communications plan in strategic intent and persistence. Only then will your words translate into the actions and outcomes you want to see in the business.”
James O’Gara — 40 WAYS TO INCREASE ORGANIZATIONAL CLARITY, ALIGNMENT AND PERFORMANCE.
