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February 22, 2010

Beyond the Babble

Leadership Communication That Drives Results

Bob Matha and Macy Boehm
Foreword by Marcia Silverman, CEO, Ogilvy Public Relations
2008 John Wiley & Sons Inc.
Adapted by permission of Jossey-Bass
ISBN: 978-0470200483

Introduction
Communication is one of the most important tools
a leader can use to focus their employees on understanding, embracing, and delivering a companys
strategy. However, most individuals reach positions
of leadership without learning how to communicate
with others in a way that not only accurately conveys
information, but also elicits a successful response. In
Beyond the Babble, Bob Matha and Macy Boehm
present a three-step process for leaders to improve
communication in their companies. This process,
which they call the On Strategy approach, has one
goal: to provide leaders with the process and tools
needed to achieve better business results with effective communication.

Babble and How It Hurts a Company

According to Matha and Boehm, the main reason for
employee antipathy and apathy in the workplace is

babble. Babble is interaction between leaders and their

employees in which little or no real communication occurs. Babble can be empty morale-building
catchphrases, meaningless statistics and meetings, or
goal lists that sound impressive but contain nothing
of real substance, least of all a concise plan on how
to achieve success. From PowerPoint presentations to
company newsletters and forums, most of what management uses to fire up their workers falls far short
of the intended goal. Babble causes more problems
for a company than it resolves.
Babble fails to motivate, inform, or encourage
employees. In fact, it fosters employee disengagement. It can widen the gap between management
and employees by hiding problems beneath positive
attitude exhortations, distracting leaders from dealing with the critical issues and making employees
feel their management does not appreciate or under-

Business Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

Beyond the Babble

stand them. Babble can sap workers commitment and

pride in their work. For example, if company leaders
stress quality and product superiority, yet push their
employees to fulfill such high volume numbers that
quality suffers drastically, workers will lose faith in
their management and pride in their plant.

The On Strategy Approach

The On Strategy approach of leadership communication developed by the authors attempts to eliminate
babble by helping an organizations leader develop a
concise explanation of the companys end goals and a
specific plan about how to achieve them; determine
what the employees must do for the company to reach
these goals; and articulate why the goals and the plan
matter to the employees, management, and the business as a whole.
The approach utilizes simple, frank language that
focuses on strategy not empty morale-building to
achieve goals. On Strategy communication requires
more than the efforts of a high-end executive to put
it into action; rather, it is most effective when leaders
throughout all levels of the organization embrace its
practices.
In 2004, Matha and Boehm conducted a study with the
research firm Employee Motivation & Performance
Assessment, Inc. that identified five communication
profiles prevalent in 27 major American companies:
Open, Command, Rumor, Reporting, and Discussion. The highest performance companies had Open
communication, the communication type that conforms closest to the On Strategy approach. Effective
communication inspires employee trust in management, clearly defines the companys goals encourages
employees to share their knowledge with others, and
motivates employees to do their best for a company
they take pride in and feel invested in.

The Three Steps of On

Strategy Communication
On Strategy communication synthesizes three tools,
the Action Equation, the People Channel, and the Conversation Platform, into a clear three-step process for
promoting business communication. These steps
include:

Bob Matha and Macy Boehm

Key Concepts
The On Strategy communication approach
gives organization leaders the process and tools
needed to improve their companys communication:
1. Clarify the goals, strategy, and relevance
of the companys plans through the Action
Equation. The Action Equation (Know + Feel
= Do) helps leaders concisely define where
the company is headed and what employees
must know and feel.
2. Prepare the People Channel by assembling
and training leaders throughout the organization. The People Channel consists of the
managers, supervisors, and informal leaders
throughout every level of a company. The
People Channel uses the Conversation Platform to communicate the company strategy
to fellow employees in an informal, personal
manner.
3. Use the People Channel to communicate the
Action Equation through the Conversation
Platform. The informal efforts of the People
Channel must be supported and encouraged
by all leaders.
g g g g

Information about the author and subject:

www.basics3.com/Home.html
Information about this book and other business titles:
www.josseybass.com/WileyCDA/
Related summaries in the BBS Library:
Corporate Conversations
A Guide to Crafting Effective and
Appropriate Internal Communications
By Shel Holtz
The Leaders Voice
How Communication Can Inspire
Action and Get Results!
By Boyd Clarke & Ron Crossland

1. Clarify the goals, strategy, and relevance of the

companys plans through the Action Equation.
Business Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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Beyond the Babble

2. Prepare the People Channel by training leaders

throughout the organization.
3. Use the People Channel to communicate the
Action Equation through the Conversation Platform.
Step 1: Clarify Goals, Strategy, and Relevance with
the Action Equation (Know + Feel = Do)

Bob Matha and Macy Boehm

simply worded directives for employees: what the

company needs to accomplish, and what is needed
from each employee to achieve a successful outcome.
The Know component emphasizes the need for
employees to understand the rationale behind their
organizations goals and strategies in order for them
to fully commit to the effort. The Feel aspect of the
Action Equation helps leaders identify what motivates their workers to perform well and connects
that motivation to the achievement of the companys

Management must first determine where the company is headed and what employees must do, know,
and feel in order for the organization to get there. Matha and The heart of On Strategy communication is in leaders and
Boehm have created an equation employees talking to each other every day about strategic
known as the Action Equation information and perspective that help them do their jobs and
(Know + Feel = Do) to help leaddo them well.
ers specifically define all three of
these aspects.
larger goals. Each part of the Action Equation must be
The Do portion of the Action Equation encourages
thoroughly analyzed by management before effective
leaders to distill their company goals into two concise,
On Strategy communication begins.

About the Authors

Bob Matha and Macy Boehm are the cofounders of Basic 3, a Chicago-based firm specializing
in leadership communications and employee
engagement. Matha and Boehm are both senior
internal communication advisors for Ogilvy
Public Relations Worldwide clients and have
written extensively on public relations issues.
Bob Matha has focused on business communications for over thirty years, first with Jewel
Foods and Johnson & Johnson, then with Premark International and Ogilvy Public Relations
Worldwide. As part of Ogilvy PR Worldwide,
Matha developed an award-winning workplace
communications practice, Ogilvy PR Inside.
Macy Boehm has worked with Matha in Ogilvy
PR Worldwide as both a senior counselor and
coleader of Ogilvy PR Inside. She has helped
a number of leaders and CEOs in Fortune 150
companies develop a clear vision of their companys vision and goals and determine how to
better engage their employees.

Do: To begin using the Action Equation, leaders must

first clearly define the companys Do goals in five
hundred words or less. These goals must be actionable and specific enough for all to understand the
actions required. The goals must include the companys nonnegotiable values for example, safety
or ethical considerations as a major tenet. They
must also be detailed enough so that workers do not
wonder which of two values, such as quality or production volume, is more important. The goals must
line up with the companys actions: if a company
states employee training is a priority, the money and
time spent on this training should be evident.
Four questions can help an organization focus its
goal-making in the Do stage:
1. What critical few goals must be achieved?
2. What company nonnegotiable values must be
protected in the long-term?
3. How, specifically, can these goals be achieved?
4. Does each proposed action support the achievement of the overall goal?
Know: For employees to buy into the Do goals, they
need to know the reasoning the why behind the
goals and the companys overall strategy. They need

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Beyond the Babble

to know how this strategy, and their personal role in

that strategy, affects their place in the business. Management can help workers gain an understanding of
the reasoning behind business strategy in a number
of ways. The four most important factors that affect
business goals and strategy are (1) competition, (2)
societal issues, (3) trends in the industry, and (4)
changing customer wants and needs.
Companies which are experiencing competition
within their industry must be certain that their
employees understand how and why this competition affects their individual jobs. Employees will be
much more receptive to changes in the workplace or
shifts in company goals due to societal, industry, or
consumer pressures if they have been told about the
competitive problem.

Bob Matha and Macy Boehm

7. The substance of the work

8. The sense of accomplishment
9. The feeling of belonging
10. The companys contribution to the community
It is imperative that management determines the main
motivating factors driving their employees. The best
methods of uncovering the source of motivational
triggers are (1) discussion groups at various levels in
the organization, and (2) specialized employee surveys. Of the two, discussion groups yield excellent
results while being less expensive and requiring less
time.

Discussion groups resemble focus groups, but are

a less formal way of gathering information about
employee thoughts and feelings.
The most effective discussion
To motivate employees to the highest levels of action, a leader
groups use an unbiased thirdmust find out where company objectives and strategies interparty facilitator from outside the
sect with employee emotions. Note that these motivations dont organization for separate groups
necessarily reflect what management wants employees to care of, ideally, five to seven people
about; rather, what actually motivates employees intrinsically. each. Discussion groups have one
goal to encourage employees to
Although everyone in an organization should have a
talk openly. The workers should be allowed to talk
basic knowledge of the reasons behind their compaabout a wide range of topics, even to talk off-topic; an
nys strategy, it is essential for all of the organizations
effective facilitator will help guide the conversation
leaders from top to bottom to know this strategy.
and listen for overall themes.
In addition, employees in certain parts of the business
Step 2: Prepare the People Channel to Communicate
may need to have more detailed information about
the reasons behind strategic business decisions if their
After leadership defines the companys Action Equaspecific area of work deals with work directly affected
tion, the next step is to package that information in a
by the companys goals.
manner that can be remembered easily and transmitFeel: Clarifying a companys goals, strategy, and relevance is a meaningless exercise for leaders unless they
take into account the workers feelings i.e. why they
are motivated to do what they do. Matha and Boehm
identify ten main workplace motivators:
1. The companys purpose
2. The companys products
3. The customers
4. The companys stature or reputation
5. The teams cohesion
6. The contribution they can make as an individual

ted to employees by the People Channel, the chain of

managers and supervisors throughout the business.
The personal, conversation-driven exchange is the
essence of the People Channel. Effective communication between a supervisor and a worker does not
consist of a passive cascade of information from
on high, and instead should be an active interchange.
Because workers prefer to receive information about
upcoming changes, strategy, and problems at work
from their frontline supervisors and managers, the
participation of these leaders is essential to achieving company goals. If there is a discrepancy between
what the company CEO and an employees immediate manager says, the word of the manager, whom

Business Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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Beyond the Babble

workers see and speak to on a daily basis, will have

the largest impact.

Bob Matha and Macy Boehm

tor can also help uncover any employee beliefs that

may prevent the companys strategy from succeeding. They can then provide the leader with a Situation
Snapshot, a short summary of the main issues brought
up during these initial leader discussions.

People remember short conversations better than

extended lectures, and research conducted by Princeton Professor George Miller
indicates that humans retain If you try to communicate a message thats too complex and
information better when it is
lengthy, the people you are communicating to just wont
presented in sets of five. Retention is further enhanced if the remember it. More likely, they will remember what they want
chunks of information are related to hear, not what you say.
in a narrative-type fashion. The
People Channel maximizes this information about
The next step in aligning the organizations top leadmemory through a communication tool known as the
ers is to use the consider-dialogue-solve (CDS) framework
Conversation Platform, a five-point story that pulls
to discuss disagreements and concerns about the protogether the basic parts of a companys Action Equaposed strategy or philosophy. The CDS framework
tion into a conversation-facilitator about company
provides a way for the team to thoughtfully consider
strategy.
problems and to come to true, not merely surface,
agreement. The three steps in the CDS framework are:
The Conversation Platform consists of three parts:
1. Consider: In this first step, team members spend
1. The core message. This is the main theme, strategy,
time thinking and talking about their perspective
or issue that the companys management wants to
on the Action Equation and Conversation Platcommunicate. It defines what employees need to
form before engaging in formal team meetings.
do and why they need to do it.
2. Dialogue: Dialogue takes place in the first portion
2. Four supporting building blocks. These four conof the team meeting and focuses exclusively on
cepts provide either a concise set of actions that
discussing the information and issues involved.
management needs in order to deliver its strategy
During this step, no problem-solving should be
or the rationale behind the position or philosophy
discussed.
of the business.
3. Solve: In this final portion of the team meeting, the
3. Supporting concepts and proof points. These are the
group should discuss possible solutions to probspecific points that bolster, prove, and connect the
lems that surfaced in the Dialogue portion of the
four actions or explanations management advoCDS framework and decide on the most effective
cates.
solutions.
All parts of the Conversation Platform must be
After the organizations top leaders are aligned, the
articulated in plain, everyday language, and must
Conversation Platform needs to be tested with the
be conveyed in spur-of-the-moment interactions
next layer of managers and supervisors. The most
between leaders and employees.
effective test at this level is the red face test. The
Preparing the People Channel
red face test can be conducted simply by a facilitator or leader explaining the Conversation Platform to
For the Conversation Platform to change the minds
a mid-level or frontline supervisor. If the supervisor
of employees requires aligning all leaders within the
becomes angry or embarrassed by what they hear, the
organization behind it. Top leaders should begin by
Conversation Platform needs some work. The red
sharing the companys Action Equation and a proface test can show if upper-level management is out
totype Conversation Platform with other high-level
of touch with the language and concerns of employleaders or managers. A third party facilitator should
ees and helps align frontline managers.
be hired to determine if all the leaders understand
and agree with these two documents. The facilitaBusiness Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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Beyond the Babble

Informal leaders, including influential line employees, receptionists, Union stewards, should also be
engaged in the strategy. They are often some of the
most respected individuals in an organization. Informal leaders can be identified by asking employees at
every level of the organization who they go to for reliable inside information.
Once all leaders within the People Channel, whether
formal or informal, have been aligned behind the
Conversation Platform, they must next receive On
Strategy communication training. Ideally, the companys top leader would lead the On Strategy training
for other high-level leaders, and then those leaders
would train the next level. This pattern should be
repeated down throughout the entire organization.
On Strategy communication training should take
about two to three hours and should cover six separate
areas, in order: expectations about communication,
the basic elements of the Conversation Platform, the
specifics of the companys Conversation Platform,
how to use the platform, which processes and tools
will be used to support leaders as they communicate
strategy to employees, and feedback.
In the initial part of the training session, the leaders
should explain how effective communication and
results are related and why leadership participation throughout the organization is essential. After
explaining the conversation platform, the training
should move to giving leaders an opportunity to roleplay using the Conversation Platform in informal
interactions.

Bob Matha and Macy Boehm

for members of the People Channel, then following

up what was discussed in that meeting with a summarizing Q & A document.
The People Channel must not be filled with useless babble. It should be focused on transmitting the
issues, changes, or events which leadership needs
employees to discuss, such as
Information about the organizations progress
measured against the stated goals
New leadership decisions
Announcements of significant changes in personnel
Customer or product-related issues
Business news, events, and public announcements
Direct information about rumors circulating
around the organization
Leaders can test whether a particular item of information is worth putting into the People Channel by
asking one or more of the Channels informal leaders
their opinion.

Some leaders have problems using the People Channel effectively. They may inadvertently dominate or
intimidate employees during strategy conversations,
or place such a strong focus on problem-solving that
they discourage employees from fully discussing
issues. The most effective way to deal with or prevent
these problems is to provide interpersonal skills training and coaching to teach leaders,
managers, and supervisors how to
When leadership is not truly aligned around strategy, leadership communication wont be either. As a result, strategy will establish rapport with co-workers,
listen actively, and encourage an
falter.Just because managers nod yes in meetings doesnt
environment of open discussion.

mean they are aligned. Dont be fooled.

Once the leaders in the People Channel are trained,

they must be kept regularly updated with the information they will need in order to be a reliable and
strategy-aligned leader for frontline employees.
Keeping managers and supervisors in the loop can be
as simple as holding regular update meetings, circulating management emails, or scheduling conference
calls. The best method is to hold periodic meetings

If leaders are still struggling, they

should be paired with managers and supervisors that
have strong interpersonal and communication skills.
Step 3: Use the People Channel to Communicate
Once the People Channel is established and trained, it
is time to begin driving conversations about strategy
up and down the organization. The communication
in the People Channel must be consistently encouraged by high-level leaders and must be supported

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Beyond the Babble

by a number of company-wide processes and tools

known as communication vehicles.

Bob Matha and Macy Boehm

a word on how training supports the business strategy. It is important to eliminate babble during this
drumbeat; both the companys Conversation Platform
and the Action Equation should be used to filter out
information which does not pertain directly to what
employees need to know, feel, and do with regards to
the company strategy.

There are two types of communication vehicles: traditional and operating. Traditional communication
vehicles include company newsletters, town hall
meetings, videos, posters, paycheck stuffers, tent
cards, and the companys intranet
site. Operating communication Companies train managers in every important facet of busivehicles include regular meetness except strategy communicationMost people have cerings, operating reviews, and
documents focused on reporting. tain abilities to communicatebut a company wouldnt ask
Both traditional and operating the sales force to sell a product without training them in how
communication vehicles are pow- the product works. The same goes for strategy.
erful tools that can be used to
emphasize and encourage employee discussion about
Running short-term campaigns is an effective way
company strategy. However, those communicafor leadership to communicate more intensely about
tion vehicles must not grow to take the place of the
specific topics. A company could choose to run an
personal conversations that drive true On Strategy
On Strategy campaign for many reasons: to introcommunication.
duce their employees to new brands and products;
to introduce leadership conferences or executive preThere are three ways to maximize and govern an
sentations; to celebrate employees or even prepare
organizations communication vehicles:
employees for challenging news such as upcoming
1. Create a steady, effective drumbeat of commulayoffs; to build excitement and interest in training
nication with the communication vehicles
programs.
2. Use the communication vehicles for short-term
campaigns
3. Utilize the companys communications department and outside resources
Creating a steady drumbeat of communication
involves constantly reaffirming the precepts of the
organizations Conversation Platform in the minds
of employees. Traditional communication vehicles
from emails to posters to newsletters should be
interesting enough to generate conversation and
focus attention exclusively on strategy. Operating
communication vehicles should be used to promote
the companys strategy by always being presented
in the context of the Conversation Platform. Reports
and meetings should each directly address the core
message and the four supporting building blocks of
the Conversation Platform by pointing out, at every
opportunity, how each aspect relates to the strategy.
Reports can include summary charts on the first page
that show how the company is progressing towards
its strategic goals; training meetings can begin with

Utilizing communication departments and outside resources may also help maximize a companys
communication vehicles. Many organizations have
communication professionals available to them who
may focus on either the strategic aspects of communication or on tactical aspects, with their sole focus
increasing communication overall. Both are useful,
but the authors believe that communication professionals who focus on strategy are more effective to
achieving business goals in the long run.
Four steps can help develop the strategic bias of any
communication department:
1. Place managers and supervisors with certain strengths
in leadership positions within the communication department: These strengths include strong
business acumen, a history of initiative in the
workplace, common sense, interpersonal skills, a
positive attitude, an ability to speak clearly and
easily with executives, comfort with risk taking,
strong skills as a facilitator, and a passion for the
job.

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Beyond the Babble

Bob Matha and Macy Boehm

2. Focus the communication department goals on company strategy, not communication as an end in itself:
More creative and practical thinking will result
with both leaders and communication specialists
driving towards the same goals.

Likewise, measuring how information flows throughout an organization can demonstrate managements
communication effectiveness and provide a concrete
way to evaluate areas in which communication needs
to be improved.

3. Involve communication professionals in the process,

preferably when the organizations strategic goals are
still being determined: They will be able to inform
leadership of a number of employee concerns
that may not be fully understood otherwise. Early
involvement will also make them more effective
at later stages of strategy communication.

Top leaders should also encourage and reinforce

communication by rewarding leaders in the organization who demonstrate excellent communication and
holding accountable the leaders who fail to improve.
When leaders identify parts of the organization that
are not functioning as they should because of communication problems, they should make it a priority
to intervene and correct the problem promptly.

4. At least one communication professional should be

a full member of the larger strategy-planning group:
Avoid the tendency to use the communication
department as a service resource their function
should be to work hand-in-hand with leadership
to promote strategy communication.

The Role of the Top Leader

An organizations top leader is responsible for motivating and driving effective communication through
the People Channel. In order to accomplish this, they
must do a number of things. First, they must specifically let managers and supervisors know what
is expected of them and follow up consistently to
check their progress. The top leader must also establish the measurement tools business metrics that
can record the communication success of the People
Channel.

Lastly, the leader must show their commitment to

communication through their words and actions.
They must speak openly with their fellow leaders and
with the organization as a whole on a frequent basis.

Addressing Problems
A number of problems can get in the way of effective On Strategy communication. The first of these
involves the Behavior Chain, or the experiences and
beliefs about the workplace and management that
shape the behavior an employee displays at work.

Many employees hold beliefs that make it difficult for leaders to implement organization-wide
changes. Matha and Boehm refer to these beliefs
as the why nots. These include the belief that no
program advocated by management will last very
long; that leadership never tells
As you prepare On Strategy communication, if you dont think the truth about its real motives;
that, because the program wasnt
it will raise an eyebrow, produce a smile, or cause somebody to developed by frontline employees
pause and think, go back to the drawing board and improve it. it wont work; that the real problem lies at someone elses feet; that
Give your employees something to talk about on strategy.
only people part of the in group
Metrics about communication in an organization
at a workplace are responsible for making meaningful
are effective if the metric results clearly track with
decisions; that its never worthwhile to take workcommunication and if the members of the organizaplace risks.
tion recognize this connection. Research that links
Leaders must actively identify, understand, and work
communication with business results and shows the
to alter the why nots that affect the Behavior Chain.
quality of information flowing through the People
Management must create a new experience for workChannel can help demonstrate On Strategy commuers that will drive a whole new set of beliefs. They
nication at work. Certain research approaches, such
can do this by using employee surveys or discussion
as hierarchical linear modeling, can show which
groups to determine the cause of employee resiscommunication behaviors result in positive results.
tance to new strategies. Leadership must then use this
Business Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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Beyond the Babble

Bob Matha and Macy Boehm

information to build trust in employees by specifically announcing what they are going to do to change
employee experience, doing it, then recapping what
they did for the employees.
g g g g

Features of the Book

Reading Time: 10 12 hours, 240 pages
The three steps of On Strategy communication
described in Bob Matha and Macy Boehms Beyond
the Babble can be used by PR and HR professionals,
by corporate executives, and by anyone in a leadership
position. The On Strategy approach is appropriate for
organizations of any type or size.
Although the book is designed to be read from cover
to cover, the conclusion of each chapter contains a
brief summary of the concepts to allow busy leaders
an opportunity to absorb key ideas quickly. The book
includes a number of figures and diagrams that visually illustrate the main On Strategy precepts, as well
as tables that demonstrate the brainstorming process
needed to develop an Action Equation and Conversation Platform for the fictional company, The Land
of Oz. The books final chapter, titled the How to
Resource Guide, contains detailed instructions for all
of the processes mentioned in the text, from specifications on how to conduct a red face test to how
a third-party facilitator can determine if high-end
executives are aligned on the companys Action Equation and Conversation Platform. The book concludes
with a Glossary of Terms and separate chapter notes
for outside reference.

Contents
Foreword
The Authors
Acknowledgements
Introduction
The Power of Communication
On Strategy Communication: An Overview
Do: What Do You Need Employees to Do?
Know: What Do Employees Need to Know to Take
Action?
Feel: What Do Employees Need to Feel To Take
Action?
The Why Nots: Whats Getting in the Way?
Package: Turn the Action Equation into a Conversation
Align: Make Sure All Leaders Are On Strategy
Equip: Give Leaders the Tools They Need to Communicate On Strategy
Drive and Support: Orchestrate and Sustain On Strategy Conversation
You: The Top Leaders Role
How to Resource Guide
Glossary of Terms
Notes
Index

Beyond the Babble provides a clear, step-by-step plan

for leaders to use proven communication techniques
to focus their organizations attention on strategy and
dramatically improve business results.

Business Book Summaries February 22, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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Beyond the Babble

Bob Matha and Macy Boehm

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