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murder board

Murder Board—It’s Not As Bad As It Sounds. How to Use Criticism to Prepare Your Team

When you have what seems like a game-changing idea, what do you do? You probably start by doing some low-stakes, crowdsourced testing. You tell trusted friends and family before taking the idea to friendly colleagues. Eventually, you get around to proposing the idea to those who can help you implement it.

When you go through this early testing phase, you’re looking mostly for validation. This can bolster your confidence, which is great if you’ve hit on a truly great idea. But how often have you watched an idea fizzle and die a slow death all the while wishing you had killed it sooner? This is one reason to seek not only validation, but criticism in the early stages.

In the investor relations and corporate communications world, we have a name for doing this in a formal setting: Murder Board. What is it and how does it work?

Murder Board in Context

The term murder board originated in the U.S. military, specifically from the Pentagon, but is also used in academic, journalistic, government appointment, and business contexts.

Here are a few recent examples:

Political Hearings: As soon as Secretary of Veterans Affairs nominee, Ronny Jackson, was scheduled to go before Congress for his confirmation hearing, officials began intense preparations, including murder board sessions. Reportedly, these sessions went on pretty aggressively during the past few weeks, but have probably slowed a bit now that the Senate has postponed the hearing.

PR Crises: When Mark Zuckerburg went on his recent apology tour after agreeing to testify in front of Congress, he was put through the wringer by a team of lawyers and outside consultants. In addition to a “crash course” in charm, Zuckerberg received a real grilling during murder board sessions. Essentially, his team created as identical an environment as possible and went through a series of real run-throughs of what’s likely to occur. These lengthy sessions were strictly private and videotaped for review and critique.

Also, known as a “red team,” the murder board team’s main job is to poke holes. In the military, the red team tries to penetrate your defenses. In the high tech world, the red team tries to hack into your system. In short, the murder board finds the problems, risks, and bugs that the insiders miss. In high stakes situations, murder board sessions can save you from making a terrible mistake.

Why Is It important?

Murder board sessions might seem like overkill. It’s easy, especially for less experienced spokespeople, to believe that they are prepared for Q&A. But until they have practiced responding to questions under pressure, your preparation is not complete. So, make sure you impress upon your team the importance of setting up a murder board.

1. Prepares you for real-world experience and Q&A.

It’s helpful to consider worse-case scenarios before facing one in real life, so you can strategize as a team. Otherwise, you risk your spokesperson going off script and saying something that makes matters worse. I want my executives and clients to face the toughest questions for the first time in the room with me, not in front of an investor, a client, or a camera. The preparation will remind your spokesperson to focus on the facts and not speculation.

2. Stress tests company-held beliefs.

When pitching an idea or trying out new messaging, It’s always hard to be objective. This is as true of individuals as it is of teams. When you really want to step outside of the echo-chamber of your firm, a murder board with external voices can help.

Use a murder board to test beliefs about:

  • Company preparedness—especially good for crisis communications
  • Messaging—Is your message really resonating?
  • Customer relations—What do we actually know about our customer?
  • The organization—Does our message really hang together? Where are the confusing parts?

3. Stress tests your sales team and sales message.

Role play scenarios with your sales team ahead of a high-stakes pitch. Ask questions such as: How could the meeting go off the rails? What are the toughest questions the client could ask? What are the worst responses to our message we could imagine? Murder board sessions will ensure your team arrives prepared and ready to keep the meeting productive.

4. Gets you away from group think.

The most important part of the murder board process is bringing in a fresh perspective, often that of the client or stakeholder. Forcing a team to consider worst case scenarios requires them to think critically and figure out how to defend their position. Alternatively, forcing them to consider the client or stakeholder view, helps identify any gaps or missing angles that need strengthening.

Murder board sessions are simply the most powerful way to ensure that your media relations, investor relations, or sales team are ready for high stakes interactions. If any of these teams are “winging” high stakes meetings, their lack of preparation could put the whole firm at risk. So, let’s talk about when and how to use a murder board.

When to Use a Murder Board

A murder board can be used for any written or oral communications. It’s all about ideas and messaging. Here are three areas where a murder board can be most beneficial for improving communications.

1. Preparing for crisis situations.

If your firm has never had to deal with a full-on crisis, consider yourself fortunate. But also realize that your big crisis could be lurking just around the corner. It’s always a good idea to have a plan for dealing with a crisis and murder board sessions can play an important role in such a plan.

Assemble your damage control murder board and have them begin identifying issues and vulnerabilities within the company. It’s best if you can assemble a team who understands both the media and your firm’s weak spot. Next, have the team work on questions and ideal answers. These should be the toughest questions they can come up with and the best possible answers based on the facts. Finally, refine the answers and work to prep spokespeople.

2. Preparing for investors.

Murder boards are also great prep for analyst meetings, especially one-on-one meetings where executives need to be on top of their game. Here you’ll want to focus on both the message as well as recalling key company metrics.

For this one you’ll want to call in your toughest internal financial analysts and encourage them to live out their wildest inner Shark Tank dreams. Assemble your investor relations murder board and have them begin coming up with “tricky” questions regarding different angles on the numbers.

For example, suppose your firm calls for 10% year-to-year growth with sounds amazing, unless your biggest competitor comes out with an expected 15% growth rate. Now you’re behind in the investor’s eyes. What does it mean for your business and key competitive differentiators?

3. Preparing for customers.

Customers can be one of the toughest audiences. Murder board sessions are great training for sales teams. Use these sessions to prep them for their sales calls, a big pitch, or proposal presentation.

Assemble your customer relations murder board by having sales people role play with each other. Have newer salespeople play the “customer” role first to test the more experienced team members. Besides the benefits of being prepared for hard questions, this kind of exercise forces salespeople to put themselves in their customer’s shoes.

Final Thoughts

A murder board is an effective way to test your firm’s communications skills in a close to real-world situation. For high stakes interactions, there is no better preparation. Remind your team, though, that this is NOT a hazing experiment designed to throw off another team member. The point is to prepare your team, better understand your messaging, and better relate to key stakeholders.

One way to ensure that you get an objective perspective is to bring in an expert from outside your firm. Audacia Strategies can be that expert voice. We’ve prepared teams for investor meetings, crisis communications, and high stakes business transformations. We’ll help you put on your game face!

Photo credit: racorn / 123RF Stock Photo

building an IR program

Audacia’s IPO Roadmap to a Successful Initial Public Offering (Part Two): How to Build an IR Program

A successful initial public offering requires syncing up several moving parts. If doing a product launch feels like playing “Twinkle Twinkle Little Star,” an IPO feels like playing “Beethoven’s 9th.” Of course, to play a symphony, you need an orchestra. For your successful IPO, that means building an IR program.

If you missed Part One, we discussed how to develop your IPO story. Once you have your story, it’s time to get operational. So, this week we’ll look at answers to the following questions:

How do you structure your IR program?

Who are the key partners and players?

What are the key tools and policies that will set you up for success?

Without further ado, let’s talk building an IR program.

First, Know Your Goals.

We’ve discussed what IR is and isn’t before. The main purpose of IR is to ensure a company’s publicly traded stock is fairly valued by disseminating key information that investors use to make smart buying and selling decisions. IR departments communicate with investors (obviously), research analysts, regulatory and oversight organizations, customers, suppliers, media, and the broader financial community.

A solid investor relations plan will help guide your IPO discussions and ease your transition to a public company. The most important job? Establishing and building corporate credibility with your stakeholders through transparent and consistent communication.

Second, Gather Your Tribe.

Once your goals are clear, you can start to build your dream team of IR professionals. Hopefully, you have established and maintained strong business relationships over the years. Don’t be shy about calling on these contacts now.

Consult the following key partners and players:

Internal relationships: financial planning and analysis (make this a priority!) and finance team, general counsel’s office, external legal counsel, communications team, treasurer, business unit leads, product/service SMEs, and the C-suite.

External Relationships: service providers (Bloomberg, Nasdaq, IPREO, etc.), brokerages (JPMorgan, Jeffries, Goldman Sachs, etc.), stock surveillance (if using), public relations (if using and partnered with your internal communications team), your audit team (e.g., Deloitte, PWC, E&Y, etc.), and investment bankers.

Tools for Building an IR Program

We cover the basics below. Although we could get into using CRM systems, integrated blast email services, etc., for today, let’s keep it simple. Shall we?

Website: Your IR website is perhaps the most important tool for building an IR program and a non-negotiable requirement. Not only is your IR website often investors’ first introduction to your company and a perfect vehicle for disseminating your investment story, it’s also absolutely critical for conforming with compliance and disclosure requirements. I could go on about websites and their importance—a topic for another day!

Here are key recommendations to keep in mind for your IR website:

    • Make investor content easy to access—consider the user experience when designing your site.
    • Provide content that accurately describes your compelling investment thesis.
    • Keep the most requested information easy to find and download, i.e., earnings materials, investor presentations, etc.
    • Make contact information readily available. If you plan to be active on social media, include those links as well.
    • Make it mobile responsive—always good website etiquette!
    • Include governance information—officer and director information, committee charters and ethics documents, committee memberships, etc.
    • Keep a running list of company news/press releases.
    • Ensure that data feeds from the SEC and streaming stock quotes are accurate and timely.

IR platform: This type of tool will help to track consensus estimates on your firm and others, trading patterns, analyze your shareholder base, research and target new investors, review ownership trends, etc. These services also generally offer access to event transcripts, earnings materials, and industry, market and company analyses.

Many providers offer this type of service at varying price points. So, shop around. To operate efficiently and quickly it’s important to have situational awareness of your firm’s position among peers and within the market. These tools help you to track just that.

  • Examples include: Nasdaq, IPREO, Bloomberg, and others.

Stock Surveillance: While not a requirement—it can be pricey—this type of information can be incredibly helpful to understand the ebbs and flows within your shareholder base. It can also be a lifesaver when your CEO sticks her head in your office and says, “what the heck is going on with our stock today?!”

Stock surveillance is a service that focuses on tracking and analyzing movement in your company’s institutional shareholder base. Service providers will use a combination of publicly available data as well as proprietary and research-based methodologies and technologies.

There is a mix of art and science in this tool. It can be controversial, but I’ve found it to be very helpful in providing situational awareness. It is particularly important during times of crisis (market or company).

Key Policies for Staying on the Straight and Narrow

Every public company must decide whether and to what extent to give the market guidance about future operating results. The decision whether to give guidance and how much guidance to give is an intensely individual one. There is no one-size-fits-all approach in this area. The only universal truths are (1) a public company should have a policy on guidance and (2) the policy should be the subject of careful thought. As you continue building an IR program, keep the following policies in mind.

1. Reg FD

We’ve discussed Reg FD policy a few times. Specifically see:

Here are the highlights: Regulation FD is a fair disclosure rule, not an anti-fraud rule. This means that only conduct that is intentional or reckless can be considered a violation. Both companies and individual personnel can be held responsible and are subject to SEC enforcement actions.

Such enforcement actions can include injunctions, fines, and obligations to disclose the violation.

For more information about Reg FD and the SEC’s enforcement of the law, check out this list of frequently asked questions. But always remember that nothing you read online, including this article, is a substitute for qualified legal counsel.

2. Disclosure Policy

Your disclosure policy outlines the information your company will communicate on an ongoing basis and demonstrates your commitment to transparency. Avoid making the policy too narrow. It could come back to bite you during any potential litigation. Decide in advance who will be taking calls from various audiences. Spokespeople should respond to all calls as soon as possible, but most definitely within 24 hours.

This policy generally designates company spokespersons, approved channels of disclosure (website, SEC filings, social media, if your firm chooses to do so), handling of earnings and forward-looking guidance, and quiet periods.

A note on quiet periods:

The purpose of a quiet period is for a public company to avoid making comments about information that could cause investors to change their position on the company’s stock. There are no official guidelines on quiet periods. Practices vary by company requirement—for example, a Mega-cap firm that is part of the Dow may consider its quiet period to begin 2 weeks before the end of the fiscal quarter and conclude with their earnings report after quarter close.

However, a small-cap firm that is lightly covered may need to continue to take calls—even if they cannot answer some of the investor questions. In general, during a quiet period most companies either (a) allow no formal or informal communications at all (AKA all calls go to voicemail) or (b) allow limited communication and interaction with investors/analysts by:

  • Answering only fact-based inquiries
  • Sharing information only on overall long-term business and market trends
  • Announcing if it expects financial results to differ materially from earlier forecasts

Again, it’s hard to generalize here. Having a policy tailored to your IPO ensures that everyone knows the plan and has a common starting point.

3. Stock Trading Policy

The SEC has recently stepped up its efforts to detect suspicious trading. Sophisticated data analysis tools track shady patterns such as “improbably” successful trading across different securities over time. Many firms also make use of behavior analytics to uncover activities that could potentially lead to a range of trading illegalities.

Your stock trading policy should contain information for directors, officers, and employees to prevent insider trading. This article contains a list of best practices from someone charged with and convicted of insider trading. Hindsight is 20/20, right?

Concluding Thoughts

As with so many aspects of taking your company public, preparation is critical to success in building an IR program. So make sure that you have positioned your company to be successful in IR. An effective IR program will be critical to avoid stumbling out of the gate with investors and will help you to build shareholder value for the long-term.

Audacia Strategies can assist your company in building an IR program. We offer everything from investment case development to talking points for IR executives to financial guidance and forward-looking positioning. Let us know how we can help!

Next up: Congrats! You’re Public. Now What?

Photo credit: Andriy Popov

corporate communications

In Corporate Communications, Timing is Everything

You might be surprised to hear that corporate communications and standup comedy have something in common—timing is key. Whether you are announcing a corporate merger or delivering a killer punchline, if your timing is off, your message will fall flat.

When corporations have a big announcement to make, a lot of time and energy goes into figuring out precisely how to state the message. What should the press release say or what language should the CEO use when discussing changes with investors?

While it’s certainly important to get the messaging right, keep in mind too that good corporate communication has less to do with what you say, than how you say it.

Let’s consider some important questions to ask when dropping big announcements.

 1. Is your announcement subject to regulatory restrictions?

First, you must consider the federal regulatory rules of your industry. There are most likely rules regarding what you can communicate, to whom, when, and how. So make sure you brush up on the SEC disclosure requirements and corporate communications law relevant to your industry.

Example: Material Announcements

Speaking of regulatory restrictions, Regulation Fair Disclosure (Reg FD) requires all publicly traded companies to release material information to all investors at the same time.

This hasn’t always been the case. In the 1990’s, financial services companies routinely held conference calls with market analysts and some institutional investors giving them in-depth information about the company. Recognizing that this gave institutional investors an unfair advantage over individual investors, the SEC ratified Regulation Fair Disclosure (Reg FD) in 1999.

As a result, companies are required to simultaneously make material announcements to all shareholders. Ideally, leadership would communicate the changes during a scheduled conference call with investors or town hall meeting.

However, if word of a material event or material information is inadvertently leaked to some investors or analysts (i.e., an “unintentional selective disclosure”), as soon as a senior company official learns of the disclosure, she is required to disclose the information publicly. Companies must make the announcement either (a) within 24 hours or (b) by the start of the next day’s trading on the New York Stock Exchange.

2. What are your competitors doing?

How much of a splash your announcement makes, at least partially depends on the behavior of your competition. If you have good news to share, you want to capture as much attention as possible. With bad news, you want to be as transparent and complete as possible in your initial communications to avoid continually referencing the issue and detracting from your broader corporate strategy.

Example: Product Launch

Let’s say you are ready to roll out a new product that will take your industry by storm. Sure, you are excited about the product. But if you rush to make the announcement without a strategy, you risk being overshadowed.

For example, if you know your competition always releases new products on the Tuesday before Christmas, it might seem that you could steal their thunder by announcing on the same day. But you also risk having to share the spotlight with a close competitor. And unless you are confident that your corporate communications team can outshine your competitor, it’s probably best to steer clear of this kind of shouting match.

While there’s no crystal ball to predict what opportunities are on the horizon, waiting a bit before releasing big news can pay off.

3. Does your corporate communications policy respect your staff?

Some announcements affect your internal staff more than shareholders or the general public. For instance, corporate reorganization could mean layoffs for staff members, while individual shareholders see a moderate increase in their returns.

Example: Corporate Restructuring

When making an announcement like a corporate restructuring, it’s important not to take your staff for granted. Relationships internal to your company are as important, or even more important, than external partnerships.

So, put as much thought into announcing corporate restructuring as you would into announcing a corporate acquisition. Just as you wouldn’t want investors to hear through the grapevine about a planned restructuring, you wouldn’t want your staff to hear about potential layoffs on the news.

As with any external message, be mindful of how your internal announcement will affect your audience. Don’t let emotions get in the way. If you are the head of a division, the corporate restructuring might be bad news for you as well. But when you make the announcement to your team, be considerate of their feelings in hearing the news for the first time.

Having the right overall strategy for timing corporate communications takes a blend of planning, finding the right words, and practicing authentic human engagement. At Audacia Strategies, we don’t do standup comedy, but we have helped many companies like yours find the right timing strategy for big announcements. Schedule a Free consultation to discuss your specific needs.

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ROI

3 Reasons the Boldest Investments Have the Biggest ROI

Starting a business is an investment of cash, time, and self. When I launched Audacia Strategies last December, I wasn’t sure if I would see a positive ROI. Afterall, I thrived in the corporate world! I never, ever saw myself as an entrepreneur.

But after traveling around Nicaragua, I realized that there is an entrepreneur inside all of us. From the coconut stand owner on the corner in San Juan del Sur, to the owners of an amazing island restaurant in Lake Nicaragua, to the artisan working in his hammock workshop in Grenada, it seemed that everyone around me was boldly investing in themselves.

So, I took a chance on myself and on my passion for building this business. After a year, I can happily say, I have seen a positive ROI.

Here are my biggest realizations and returns from the past year:

1. Businesses don’t just happen.

In business, a positive ROI results from nurturing relationships, gaining trust, and building credibility. Landing clients requires hard work and innovative thinking…and closing the deal. One of biggest challenges for me has been putting myself out there. I mean, people sometimes say “no.” Can you imagine?

I realized that success does not simply arrive at your doorstep. Like a well choreographed dance, success is the result of planning, practicing, and making the right adjustments along the way. At times I feel out-of-step with the music, but I remind myself that this comes with the territory whenever you are learning something new.

2. I can’t be all things to all people.

In talking with both new and seasoned entrepreneurs, one of the toughest parts of owning a business is figuring out who to work with and gaining the confidence to act on that decision. It has been especially hard for me to turn down potential clients who are simply not a good fit.

Even though I would really love to help everyone who crosses my path, that’s just not realistic. If you are looking for someone to help you come up with a creative corporate team-building event, you really should ask someone else. Trust me!

I learned that even if it doesn’t make sense for me to help someone directly, I can often refer them to some very talented partners. There are so many ways to be helpful besides directly taking on every potential client.

3. It takes a village to build a business.

I couldn’t have done this all on my own. I have an amazing support team from my accountant who enforces rigor in my bookkeeping, to my website team who built a website that truly reflects Audacia’s unique style, to the friends and colleagues who have spent countless hours talking strategy, offering support, and connecting me with others. I am damn lucky to have found this incredible network of people!

I am paying it forward by talking strategy, offering support, and helping other new entrepreneurs make connections. I am proud to be part of a real community of people who are passionate about business and using their talents to make a difference in their corners of the universe.

So, happy first anniversary Audacia Strategies! And many thanks to my amazing clients who I have had the privilege of working with this year, from helping them better communicate with their stakeholders to surviving complex corporate transformations of all types.

During that exhilarating trip to Nicaragua, I also discovered there is no magic dust that makes someone an entrepreneur. You just have to want it and work at it. I wrote my initial business plan as I flew home from Nicaragua and officially launched Audacia Strategies on December 3, 2015.

If you would like to see for yourself why I’m so proud of Audacia Strategies, let’s talk! I would love to schedule a FREE consultation and discuss how I can help your organization take your next audacious step forward.

Photo credit: dinozzz

business relationships

5 Important Business Relationships to Be Grateful for

One of our company values at Audacia Strategies is “Relationships Matter: It’s not ‘just business.’ It’s about people working together toward a common goal. We bring respect, honesty, and candor to the table every time.” This week, as we pause to reflect on everything and everyone that make us feel grateful, let’s specially consider the business relationships that too often go unrecognized.

In business, as in life, it is relationships that are the most important. While it is easy to be grateful for business relationships that are simple and especially lucrative, when it comes to those relationships that take a little more effort, feeling the appropriate level of appreciation can be difficult.

What are the benefits of being grateful?

Expressing gratitude makes you happier.

The next time you are having trouble mustering up appreciation for clients who treat every project like it’s an emergency or investors who question every piece of advice you offer, keep in mind that a little bit of gratitude can go a long way.

Research shows that being grateful makes you happier. Having an attitude of gratitude really is a choice we can make. And while there’s more to genuine gratitude than saying a distracted “thanks,” we often do underestimate the value of a heartfelt “thank you.”

Expressing gratitude can affect your bottom line.

Given that feeling grateful makes you happier, it’s also not surprising that others are more likely to want to work with those who adopt a habit of expressing gratitude. There is also research showing that being truly grateful can have a meaningful impact on your bottom line.

According to one survey, 90% of financial advisors who made an effort to regularly thank clients experienced greater success than those who were less consistent in expressing appreciation for their business relationships.

Expressing gratitude brings others to the table.

Beyond the personal benefits of expressing gratitude, it also uplifts those to whom you express gratitude. We all know how nice it feels have someone else acknowledge the effort and work we put into a project. This is no less important when you are working toward a common goal with your team.

Being grateful for the work that others do is especially important in cases where you know you will be interacting with the same individual or group multiple times, which is in most cases. Thankfulness invites others to the table and engages them as a vital part of the team.

So, in the spirit of feeling gratitude during the season of reflection, let’s take some time out to remember those business relationships that we sometimes take for granted:

1. Your financial planning and analysis (FP&A) team.

This team works hard all year to crank through your business data, strategize, and manage your corporate forecast. In addition to creating your organization’s extended financial plan, FP&A departments also generate management reports, analyze financial trends, calculate the monetary effects of potential business decisions, and advise company leaders.

When it comes to getting your budget done, managing earnings, and reporting on whether you are hitting your goals, where would your company be without this team of individuals?

2. Your most challenging client.

We all deal with difficult clients from time to time—when you see his number on the caller ID, you have to take a deep breath and review the meditation methods your yoga teacher taught you.

Even if worrying about this client keeps you up at night and makes you question your career choices, this client also pushes you to work harder and provide more value than you thought possible. Challenges are what keep us on our toes and keep things interesting. So, send that client a special note expressing your appreciation.

3. Your most challenging investor or analyst.

Being stuck in our own perspective for too long can give us tunnel vision. In these situations, anyone who can help us see our company in a different way is a huge asset. This is the value that a challenging investor or analyst can provide.

These individuals might not always express their feedback in the most constructive way, but if you have a tough skin, you can really learn a lot from them. As long as you remember that the criticism isn’t personal, this kind of challenge can help you and your extended team better articulate your messages and evaluate your business strategy.

4. Your spouse, significant other, best friend, etc.

All of those who listen as you talk through your work “dirt” are crucial to helping you stay grounded. When you have a hard day at the office, nothing is more comforting than being able to come home to someone who loves and supports you unconditionally. Hug your loved ones and tell them how much they mean to you whenever possible.

5. The Service Professionals Who Make Our Lives Easier.

Last, but not least, there are service professionals and other support personnel who work extra hard to give you the time to focus on what is important to you on a daily basis.

I’m talking about the local barista who knows you take your triple-shot mocha latte with soy milk and extra whipped cream. Or the waitress at your favorite lunch spot who makes sure your dressing always comes on the side. When was the last time you took an extra second out of your day to make eye contact and say “thank you?”

At Audacia Strategies, we make a special effort to live up to our company values and cultivate strong business relationships. I want to extend the deepest gratitude to all our clients (who are never challenging), friends, and family for their continued support over the past year.

Photo credit: kritchanut / 123RF Stock Photo

authentic voice

Drop the Buzzwords. 3 Ways to Find Your Authentic Voice.

If there’s one big lesson to learn from last week’s Presidential election, it’s never underestimate the power of an authentic voice. For months, political pundits called the 2016 Presidential election the “authenticity election.” And the Trump team can largely attribute their win to developing an (at least perceived) authentic communications strategy that resonated with millions of Americans.

Candidate Trump never missed an opportunity to remind voters that he was “from outside the Beltway.” Additionally, he used social media to speak directly to his constituency without the media’s filter. In other words, the Trump campaign successfully managed to capture their candidate’s authentic voice.

In corporate communications, just as in politics, the power of authenticity can go a long way. So what is a good strategy for capturing your organization’s authentic voice?

Skip the Buzzwords

While it’s tempting to get caught up in business jargon when talking to other experts in your industry, just consider how stale industry buzzwords sound when you hear them used constantly in messaging. How many times have you heard someone refer to a budget item as “mission critical” or an industry leader as a “change agent” or a “thought leader?”

While insider industry buzzwords might make sense to us, they are rarely informative for investors or customers. Imagine how frustrating it must be to make financial decisions based on such empty, generic talk.

To differentiate yourself from your peers, as well as persuade both customers and investors to give you more of their hard-earned dollars, it is crucial that you eliminate buzzwords from your communications. But this is the easy part.

How to Capture your Company’s Authentic Voice

Once you have eliminated the buzzwords, it’s time to get proactive in finding your company’s authentic voice and incorporating it into your messaging. Here are some tips to get you moving in the right direction:

1. Pay attention to the voice of your leadership team.

The key to developing an authentic voice when communicating is for the talking points to align with the actual language and tone of the speaker. This is Communications 101: If the voice of the message is completely foreign to the one presenting it, the message will sound artificial and insincere.

This means if you are the CEO or CFO of a business developing messaging to present to investors, make sure the voice you use is your own. Don’t get bogged down in trying to sound like someone you think investors want you to be. Speak to the values that motivate you and be genuine.

Alternatively, if you are charged with the task of developing messaging for your leadership to present, remember that tone is important. A similar message presented in a cautiously optimistic tone can achieve radically different results from one presented using a cautiously pessimistic tone. So consider what tone best represents your leadership.

2. Find a voice that accurately represents the culture of your company.

Beyond making sure that your communications reflect the authentic voice of leadership, it’s also important to consider the unique voice of the company. For example, even though Coke and Pepsi offer similar products, their public personas are very different.

Don’t think of your branding and voice as simply a matter for the marketing department. If you want your customers and investors to immediately connect your company with a perceived culture (for example, innovative engineering with a global reach) that message needs to be consistent in communications across all departments.

3. When responding to questions, take a step back and consider the big picture.

Often the scariest part of communicating with investors are the off-the-cuff remarks. It’s one thing to develop precise language and practice with your team before a presentation. But when it comes time to answer questions, do you revert to vague jargon or hide behind your quantitative models?

During these times it’s especially useful to take a step back and simply talk. Don’t be afraid to “get real” with your audience. Yes, being honest requires you to be vulnerable and potentially face tough questions, but avoid the mindset that these circumstances are necessarily bad. No matter who your audience is -Investors, customers, employees- they want to hear your real thoughts on your business otherwise why would they listen? To take the pressure off, learn to approach these conversations from a position of collaboration, rather than confrontation. It’s an opportunity to share and educate.

At Audacia Strategies, we’ve seen it all and we can help you sort out your authentic voice. We know which questions to ask and how to help you zero-in on what matters most. Contact us today to discuss how we can help you develop a corporate communications strategy to address your needs.

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