The level of complexity in organizational communication
In my work with executives and senior leaders, I’ve observed that organizational communication goes far beyond speaking clearly. It has layers of complexity that distinguish it from simply presenting ideas and truly persuading.
🔹 Level 1: The Courage to Speak Up
The first step is daring to voice a perspective in front of demanding audiences—particularly when addressing individuals at higher levels of authority. That initial act of courage is an achievement in itself, yet it also requires overcoming internal barriers we address together in coaching sessions.
🔹 Level 2: Structured, Clear Presentations
The next stage is delivering structured presentations that combine sound technical content, clarity of message, and the ability to sustain audience engagement. What is often called an “expository style” may seem simple, but in reality, it requires discipline: content mastery, deliberate preparation, instructional design, and command of technology—whether in-person or virtual.
🔹 Level 3: Mastering Q&A
Here, the challenge deepens. It’s about listening intently, validating the question, responding with relevance and precision, and acknowledging with maturity when additional time is needed before giving a thorough answer. One of the greatest fears at this stage is appearing unprepared and leaving a negative impression—a fear that is often unfounded. True mastery lies less in knowing everything and more in handling the situation with composure and professionalism.
🔹 Level 4: Persuasion and Negotiation
The ultimate challenge is moving from clear exposition to the ability to persuade and negotiate. Securing resources, advocating for innovation, or pointing out organizational barriers demands more than clarity. It calls for confidence, personal growth, and a strategic mindset about how we view our counterpart.
Recently, in a coaching session, a Director shared that speaking with her CEO felt intimidating. My suggestion was to shift her internal perspective: to stop seeing her CEO as unreachable, and instead as a peer—equal in intellectual and argumentative capacity.
Why? Because even a CEO doesn’t have all the answers. They rely on their teams’ perspectives to enrich the dialogue. Those who always say “yes” add little value. True contribution emerges when we engage as equals—with respect, but also with conviction.
In that conversation, she realized her instinct would have been to agree immediately with her CEO’s proposal, even if she disagreed. Upon reflection, she understood this response stemmed from deep-seated beliefs about hierarchy and authority. I asked her: “If you disagree with your husband, do you simply say yes right away?” She laughed and said: “Never.”
That moment was a breakthrough. She recognized that our thoughts and beliefs weigh heavily in how we communicate. By strengthening her confidence in the value she brings, and by preparing thoroughly—researching her CEO’s priorities, challenges, and decision-making framework—she could create a real space for negotiation.
In conclusion, communication is not just about speaking. It is a journey—from clarity, through active listening, toward strategic persuasion. At its highest level, it requires a balance of confidence, preparation, and the ability to view the other person as a true partner in dialogue.
It would be a privilege to accompany you on this journey of self-discovery and professional growth. Please feel free to schedule a call with us at: a-change.co
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