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How was the US midterm election viewed abroad?  If actions speak louder than words it’s clear that it will be difficult for the US to lead the way in the Middle East, or anywhere else.  How can countries have confidence in a nation where its Congress is polarized and gridlocked, where its president is attacked every day as ineffective by both parties, and where an election is characterized more by vicious attacks than by positive ideas.

Gridlock, polarization and a president under siege: Analysts often argue that only American leadership and power can rally the support of concerned countries to seriously address the most troubling international issues.

But for the last six years the world has seen daily attacks on the US president from a polarized, do-nothing congress. This situation hardly builds credibility. It’s no wonder allies hesitate to rally behind US initiatives. How can we expect other countries to have confidence in a mean-spirited and fragmented nation. It’s no wonder allies hesitate to commit troops to the current Iraq and Syria initiatives when it looks like the US does not have confidence in itself.

An election without platforms:  There is no doubt that thoughtful Americans find this dysfunction embarrassing. If so many people are dissatisfied you would think that an election would produce at least a few constructive ideas and practical plans. But the recent midterm election largely degenerated into battles where billions of dollars were spent solely to discredit the opposition.

Making a commitment to focus on creating jobs and supporting quality education was as positive as most races got. But there were few if any ideas about how to accomplish these things. And, of course, attacks on the president continued.

From a strategic communication vantage point every aspect of perceived dysfunction spells breakdown. If actions speak louder than words, then what we have here is a communication mess. Handling crises requires strong day-to-day leadership which is not under constant and relentless attack.

Political campaigns are legitimate times for alternative ideas. But focusing mostly on putting forth positive ideas and not viciously discrediting leaders would be the more responsible approach… especially during international crises.

In trying to sort out how the US can do a better job of international communication, I have been thinking once again about the potential power of public diplomacy.

In a recent speech to the South Texas World Affairs Council I concluded that daily statements from the White House about strategy (or the lack of it) in dealing with ISIS seem to accomplish very little, and often actually contribute to more confusion and misunderstanding. This is so, I asserted, because people at home and abroad tend to hear only what they want to hear, have different meanings for words such as democracy and freedom, and interpret every action as an effort of a liberal or conservative leaning  administration to impose its partisan views on everyone. Messages coming from a biased source will always lack credibility with many audiences, and therefore be immediately rejected.

As I developed this presentation I was reminded again of hearing Fareed Zakaria at the Chautauqua Institution last August argue that the thousand years of tribal warfare in the Middle East has created a situation where nothing that can be said or done now will make any short-term difference. And while I am now convinced that Fareed is right, I still see people all over the world wearing “made in America” jeans, listening to US music from country to jazz, loving Hollywood movies, and sipping Starbucks coffee. They still tend to love their “idea of America,” but only when they discover it on their own. It’s when we try to sell ourselves as “exceptional” that we are rejected as those “ugly Americans” behaving  arrogantly!

So I once again conclude that we have a long-term chance of being successful if we more aggressively “model” our “idea of America.” And this will be best accomplished by people-to-people communication and exchanges carried out by motive-credible non-governmental organizations such as Sister Cities, international NGO’s, relief organizations… and, yes, the most globally engaged colleges and universities.

The promotional flyer for my World Affairs Council speech stated: “Professor Lauer sees global higher education as the ultimate form of public diplomacy, with the potential not only to educate global leaders and accelerate world peace, but also to focus research and expertise on solving the world’s most serious problems and rebuilding nations torn apart by revolution.”

Yes indeed, I now think that more than ever!

In a recent post I wrote about leadership communication and the differences between crisis and normal times. This week I am suggesting that some of this same kind of thinking applies to the news media and politicians during a crisis. This is when widespread misunderstanding is most likely to occur, and  widespread panic can easily result. My concern right now is Ebola.

The 24/7 news world produces similar headlines over and over again all day long. The more you hear them the more urgent they sound. The same questions are asked over and over, even when they have been well answered in previous reports. And each time they are asked, they are asked with a tone that makes them sound more like urgent warnings than questions.

It too often is assumed that getting and keeping attention requires headlines that increase in urgency every hour, even when there are no genuinely new developments. Claims of new developments are often made anyway, even when these reports usually offer very little that is new. And intense competition between news organizations can actually accelerate this relentless search for another “breaking news” item.

As people who have concerns about how things are being handled are found, they tend to be interviewed  over and over again. Often they are politicians who are quite willing to be dramatic about their viewpoints. Then other politicians seeing partisan opportunities for themselves line up to provide “the other side.” They also are looking for a news angle from which they can become a headline. Now the news media and  the political opportunists end up advancing each other’s self interests. This may be unintended, but it often happens in a crisis.

But a crisis is a time to provide information with calm and clarity. Updates should add to our knowledge  about the issue. Public education should be the news media’s only objective. Interviewers should prefer established experts.

Canadians provided a great example during the recent shooting in parliament. Law enforcement officials handled their press conferences transparently and calmly. Elected government officials behaved like adults. And the news media behaved responsibly… even while asking the difficult questions.

I urge that anchors, reporters, politicians, and all officials should save the competition and the drama for more normal times when the stakes are not so high.

 

Over the years I have come to think that effective leadership, like teaching, involves enabling others to experience the personal fulfillment of developing and using their special talents. You give them challenging assignments and then share your “lessons learned” to help them develop. You then channel that talent toward achieving more focused personal, career, and institutional goals.

In the years I served as vice-chancellor at TCU I had periodic thoughts that this is what I was actually doing… conducting staff meeting as if my staff members were students in a class. But when I had these thoughts I also thought: What could they be thinking? Should coming to weekly staff meetings be so much like coming to class?

A typical staff meeting would begin with planning and implementation reports from staff members, all of whom were hired for their special talents and potential to develop them. I and others would follow with suggestions based on our current professional reading, past experiences, and lessons learned. Most suggestions would focus on enhancing the effectiveness of these already impressive and creative people. Then periodically we would review our overall institutional goals and discuss how each person’s creative initiatives were helping to advance those goals. Interestingly enough, the format of the graduate class I was teaching was surprisingly similar.

I look back now and find that I feel perfectly comfortable with this analogy. However, I do admit that  when I finally described this thinking to my staff, the surprised look on their faces clearly said back to me: “What the hell are you talking about ?

So I guess they didn’t get it. But even so, I must say I still like the analogy!

“Meanings are in people” is a lesson learned early in Communication 101.

When we use a word like “conservative” we are only making a “noise” or sending a “sign.” The “meaning” that will be understood is already in the mind of the receiver. For some, the word may mean practical and thoughtful, and carries a very positive connotation. For others, it may mean something closer to self-serving or lack of social compassion, and may carry a really negative connotation.

The meaning of a term such as “dictator” these days seems to be determined by how each individual or social group is fairing under each one. For some the word may simply mean “tyrant.” For others, however, it may mean little more than a military-style leader. In fact, many individuals and businesses will prosper under some dictatorships, and they may think this is far better than the chaos that follows revolutions.

The demonstrations this week in Hong Kong also give us a glimpse of how the word “communism” can be understood differently by different groups of Chinese citizens. For some the word may simply mean a government administered society. And for others it may mean oppression of the masses. Today many young people see the current system as offering few opportunities. But a growing number of business people in cities such as Peking, Shanghai and Hong Kong seem to simply see a strong government that is enabling successful enterprise.

In this digital 24/7 news media world many words are losing commonly understood meanings. Politicians and pundits use words such as freedom, democracy, and justice to serve their own purposes.  As a consequence these words, as well as many others, now have various meanings.

Only when sender and receiver “experiences overlap” can common understanding be reached. Communication between nations and cultures especially requires patience, persistence and interactive  dialogue over time. This is the ultimate challenge of international relationship building, and vastly more people-to-people exchanges would be a major step toward meeting that challenge.

Newly elected Indian Prime Minister Modi has been taking the US by storm this week. He is coming off as sincere, competent and refreshing. He is making a positive impression on most everyone, from corporate CEOs to politicians to the many people from India now living in the US. His appearances often include the music and dance of the culture, all of which suggests that there is a whole new day unfolding for India. He makes the possibility of cooperation and attractive partnerships seem endless. He is demonstrating what one highly visible, articulate, and colorful person can do to establish a whole new “image” for an entire nation.

But is this initial impact sustainable? If it is, this week will have been an incredible testimony of the potential of charismatic leadership. But if it is not, the inevitable backlash will likely produce serious and widespread disappointments.

Last year I traveled to India. The group I was with had to travel more than an hour to move out of the most devastating poverty I have ever experienced. And even then the city streets and countryside were extremely difficult to navigate. Very quickly I also learned that India is a country of very independent states, each of which has its own seemingly endless bureaucratic barriers to overcome. I could not imagine how long it would take to understand all this, let alone to establish mutually rewarding partnerships. I was there to visit universities, and right up front their representatives made aggressive sales pitches to sign partnership intention agreements. Yet it soon became very clear that the benefits would be all theirs, and the cost to us very high.

My clear impression was that many partnerships in India are one-sided, and positive opportunities are very difficult to find. The proof will be if Modi’s central administration can actually deliver on his promises in a country that has been run by highly independent and entrenched state bureaucrats.

Businesses and countries built mostly on one charismatic leader’s personality often do not thrive. But when that leader is the colorful spokesperson for a group of highly talented managers ready and able to deliver on the promises, wonderful things can happen. For Modi, the verdict is still out. But if he pulls it off, he could be just what the great nation of India desperately needs.

President Obama’s speech to the United Nations was an impressive, far-reaching and complex statement that ranged from Ukraine to extremism in every corner of the Middle East. He challenged governments to act, and young Muslims to resist extremist recruiters.

Words can influence, but actions often speak much louder.

My long-standing fear has been that even when warfare eliminates an extremely ruthless group, fighting violence with more violence will only inspire the appearance of still another group that is just as violent, or even worse.

Many in the Middle East think that well-intentioned past initiatives of Western countries to export their cultural values seriously backfired. Referred to now as imperialism and colonialism, they argue that there has been a naive belief that one country’s democracy can be transferred to another. And while it may be true that there is widespread desire for freedom, justice and opportunity, many around the world believe there is more than one way to achieve it. They argue it must grow more naturally out of local traditions and ways of doing things. The process can only be supported by the West, not imposed.  Apparently, selling American democracy as “exceptional” all along has been perceived by Islamic cultures as arrogant and naive.

When Western imperialism and colonialism failed there was no democratic system relevant to the culture  ready to fill the void. When dictators also failed, the resulting chaos paved the way for the strongest extreme group to develop and flourish. And when it became a real threat, the warfare necessary to eliminate it began a never-ending cycle of violence. When one extremist group fails, another takes its place.

If all this is correct, what now can break this cycle of violence?  Educating globally savvy leaders, getting people together to experience and enjoy each other’s culture, and focusing research and expertise on solving the world’s problems, may be the only hope we have. Thankfully, all this is both the short and long-term potential of the expansion and globalization of higher education.

So we better get on with it. Given current realities, the airstrikes that began this week might be necessary.  But the cycle of violence will also likely continue. And we may be running out of time!

 

I continue to be asked about the wisdom of Obama’s communication approach. Last week I offered much of my thinking about leadership communication in general, both in “normal” and crisis times. But a question came up this week about the president’s reaffirming over and over that there will never be American “boots on the ground” in Iraq.

My experience suggests that at times of crisis it is rarely helpful to announce what you are not going to do. This limits future options, introduces a negative tone, invites your critics to respond with all kinds of opinions, and gives adversaries valuable information for their tactical planning.

It usually is best to simply say, “Here are my objectives, and this is what we intend to do.” When questioned about more details, it also usually works just fine to repeat your objectives and add that you are fully prepared with action options when the situation calls for them. But it is premature to talk about alternatives now, and you will not do so.

It’s also fine, and sometimes essential, to explain why this approach is necessary in this situation. Explanation of “why” is often pecisely what’s missing. And when issues of legislative participation are involved, it’s helpful to add that those “needing to know” have, and will continue to be briefed in a classified and confidential manner. And here again, an explanation of  “why” is often missing. The media already knows why, to be sure, But they won’t report it unless the wording is in a newsmaker’s statement.

With respect to Obama, the phrase “boots on the ground” is another one that has different meanings for different people. Special forces, advisors, trainers, etc. are already on the ground, and they could get drawn into actual fighting at any moment. Military advisors get nervous about their credibility in situations like this. Disagreements surface, and the administration publicly appears in turmoil. This should never happen.

It seems that Obama may be trying to rationalize his current actions in light of his campaign promises. But in a crisis situation, all bets are off. The need to act decisively trumps the need to justify past statements. That was then, this is now. Once again, explaining this is important. Most people will understand.

He may also be thinking that if he lets countries with reasons to have boots on the ground believe that he is actually willing do it, they will just wait for him to act. But the US deals with those counties privately, and so White House public statements could be a bit more ambiguous.

No doubt, managing all this every day is extremely difficult in a 24/7 news environment. But telling an enemy specifically what he is not going to do, and giving critics at home daily opportunities to generate obstructive noise, is something Obama and his staff should be working harder to avoid.

“I would have written a shorter letter but I did not have the time.”  This is an often quoted phrase that contains a large measure of truth. Both research and experience strongly suggest that successful communication requires that complex issues be reduced to only a few major points. And this takes deep thought and great care to accomplish.

But this insight coincides with the latest internet rage… the concept of “big data.” Today’s technology enables the processing of volumes of data more rapidly and efficiently than ever before. This big data, it is argued, will enable more efficient problem-solving than ever before. Some see it as the breakthrough that can revolutionize our understanding of most everything.

It certainly is a wonderful breakthrough for marketers who want to know more about us. And it can load communicators with a depth of information they never before had. But the challenge will be to reduce that big data to understandable simple language. Otherwise this deluge of data and metrics will prove counterproductive to understanding.

Many of us have been through complex strategic and communication planning exercises where countless people spent countless hours making plans detailing objectives, tactics, and who does what by when. But such plans ended up on shelves because the press of daily events required a more simple and practical approach. The more data we had to deal with, the less likely those plans would get implemented.

More than ever, in these big data times we need to take the time and care to write those shorter letters, make more simple plans, and use more carefully crafted and simple message points.

Weeks ago I mentioned here that I was writing another book about how those involved in advancing institutions will need to help prepare their constituents for dramatic change. As I was developing my ideas about changing government roles, the influence of technology, and internationalization, I found myself also taking a fresh look at the role leadership plays in effective strategic communication.

I urged that professionals in this field should be fine tuning their own leadership talents because they will need to use them to find support for what they can do, as well as to take advantage of the new opportunities that change can bring. But I also came to see even more clearly that the behavior of chief executives can make all the difference in the results:

1. CEO behaviors become a symbol of an institution’s brand identity. CEO words and actions both model and protect it. But they can weaken it as well.

2. Listening to constituents is an important overall CEO characteristic… but a firm and timely response is even more important when addressing urgent issues and crises.

3. The visual presence of the CEO in urgent situations is simply expected.

CEO’s certainly are entitled to their recreational activities, vacations, and to attend unrelated events. This applies to presidents of institutions… and countries. In fact, photo opportunities at the right time can humanize the person and the office.

But timing in a threatening situation is everything. People demand to see that their leader is present and in charge. And how the CEO behaves becomes a symbol of either a strong institution, or of one that is uncertain and vulnerable.