Clear communication
Genuineness, efficiency, sincerity
The CEO syndrome
Anyone can be a CEO overnight; that's a fact. You don't need a degree, nor do you need to be certified by some hotshot commission. You just need to go on LinkedIn, update your job title, and start selling anything to become your own captain - a heroic CEO ready to conquer the world and write books on how to make millions in a week. I'm joking, obviously, but you've grasped the main point: being a CEO is a permissionless career that only requires you to make your own choice, regardless of who you are, your background, or where you come from. However, for some weird reasons that I can't really explain, newcomers in the entrepreneurial world end up looking and sounding the same. They post the same types of content, use the same jargon with their peers and employees, and adopt the same visual identity on their social networks. This lack of genuineness is, in my opinion, a massive communication mistake.
Today, my dear reader, I would like to discuss communication and why it is crucial for any entrepreneur. I truly believe that, among all the articles I have published so far, this one is the most subjective as it heavily relies on your own personality. As always, I will only share what has worked for me and what I consider relatively effective among my peers and those embarking on the entrepreneurial journey. I believe these principles can be applied to nearly any career, although employees may find themselves vulnerable to the whims of their bosses in a peculiar political game, while founders enjoy the unique advantage of being unfireable as long as they own their own company.
Let’s come back to the CEO syndrome, and why, for reasons I ignore, too much of them immediately start looking like deep-fake AI-generated profiles once they incorporated their own company. I’m sure you saw some of those posts like :
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Maybe you don't agree, but to me it's a complete nightmare, a loss of time, and a mistake, if you ask me. Why exactly? In this post, I encouraged you to be genuine about your true inspirations and not try to look like somebody else. As a matter of fact, many entrepreneurs just start fitting the mold and engage in pointless conversations where they will not communicate anything.
As an entrepreneur, blatant honesty and hard truths are your best friends because they make you gain a huge amount of time and let you iterate quickly on what you should do and what you could change. Communication is a key tool, and I'm not only talking about LinkedIn posts. Let's dig in.
It’s never the right time
As an entrepreneur, you often find yourself managing relationships with providers, employees, and clients. Each of these groups deserves sincere, prompt, and honest feedback whenever possible. Too many entrepreneurs tend to adopt an overly diplomatic approach in their interactions, focusing primarily on avoiding conflict.
Consider the example of dealing with an employee who consistently underperforms. Instead of addressing the issue directly out of fear of causing offense, you might choose to ignore the problem or sugarcoat your feedback. While it may seem kind in the moment, this approach can lead to greater issues down the line.
It’s crucial to communicate with your employees openly. If you notice that an employee is struggling or not meeting expectations, it's better to have a candid conversation about performance. Let them know specifically what areas need improvement and how they can achieve better results. This not only helps the employee grow but also strengthens your overall team dynamics.
If you find yourself in a situation where you need to provide constructive feedback but are hesitant, remember that honesty is key. Your team relies on clear communication to thrive. By being direct yet respectful, you foster an environment where everyone can learn and improve. Don’t shy away from tough conversations; they’re essential for your team's success and, ultimately, your business's growth.
Assertive, polite, and honest communication goes a long way and extends far beyond your relationship inside your company. A very easy example is telling some of your employees they are not performing well. You should do it as early as possible and always try to offer them methods to improve if you think it's possible.
On the othe rhand, some entrepreneurs tend to be extraordinarily harsh within the company and become diplomatic, soft, insecure midgets once they are in the outside world, talking with VCs and corporate partners. Don't be offensive, but be honest, and if people find the truth offensive while it's pure honesty fitting your incentives, then they might not be a great fit to be long-term partners. Be aware that it's never the right moment to tell an unpleasant truth to somebody, but when it comes to business, it's almost always better to do it early rather than waiting for a potential situation to blow up.
Are you emotional?
Yes you are, everyone is.
Chris Voss, an ex-FBI hostage negotiator, has popularized the idea that all decisions, including those in business, are driven by emotions. He presents this theory in his book "Never split the difference: Negotiating as if your life depended on it", asserting that our emotional brain often dictates our choices, even when we believe we're being entirely rational.
This theory is rooted in neuroscience, particularly in the understanding of the human brain's structure, which is composed of both emotional (limbic system) and rational (neocortex) centers. Evidence indicates that the emotional center almost always takes precedence, steering our decision-making process.
In business, understanding the emotional states of all stakeholders - be they partners, clients, or employees - is vital. Decisions aren't solely about facts and figures. The way these facts and figures make someone feel significantly influences their decision-making. A deal that evokes feelings of security, value, and optimism is likely to be agreed upon, even if the numbers aren't perfect. Business is inherently an emotional endeavor, and it's delusional to believe you're communicating with purely rational agents when discussing decisions, figures, and numbers.
It's frequently suggested that business and emotions are two separate matters, and people shouldn't take financial and work decisions personally: this isn't even possible, our brains won't allow it. What does this mean for you? In my opinion, a founder should avoid relying too heavily on facts when communicating potentially emotionally disturbing news, as it's a futile endeavor.
Most of the time, the sooner you deliver the truth, the less painful it becomes.
Don’t try to be diplomatic when it’s all BS, just act on it.
Don’t be scared to offend Big4 consultants, they have no soul.
Don’t try to pretend you act rationally, you are an emotional worm, like the rest of the human species.
Don’t communicate like you are handling the Ministry of Foreign Affairs and be sincere. Nobody cares about your enriching conversation with some random. People want value, and knowledge.
Don’t tell people you fire they are so great if you don’t think it: you make it just more painful, give them actionable feedback.
Truth is addictive, because you don’t have to remember anything.
Keep the faith.
Voss.