As key staff people, communicators tend to take their positions with great seriousness and demand, or feel they deserve, the right to both sit at “the table” and to advise management directly on a variety of fronts and issues. For many years I’ve watched hundreds of practitioners give advice to leaders and managers. I began asking each of them what they knew about leaders and leadership, as well as those leading the organization, to whom their advice was being offered. One startling reality is how little communicators, and most staff people, actually know about leaders and leadership, and about how the scope of the top leadership has changed over the years. Here are some of those changes: 1.
Tip Sheet: Want the CEO’s Ear? Learn What Makes Her Tick
You might also be interested in: