Communicate
Just as a pilot needs to communicate with air traffic control, a CEO needs to also communicate with his employees.
“Communication is key,” he says. “We’ve always felt that when change becomes necessary, we need to be as forthright as possible with our staff and explain it as completely as possible — why we’re changing, what the reasons are and what the ultimate benefits are for the company.”
In order to effectively communicate so his employees really understand what he’s saying, Sturm uses a variety of tactics. In addition to written messages, he and his team do weekly broadcast messages about changes to policy and what’s new. He also relies on his department heads to communicate information to the people below them. In spite of his attempts at successful communication, Sturm also knows there’s more to it than just speaking or writing.
“Communication is really a two-way street,” he says. “While we need to honestly and efficiently communicate outward, part of the communication problem (is we need to listen, as well). So sometimes it’s helpful to ask a few questions of key staff members and department heads before disseminating the information that we have to disseminate down to the rest of the company.”
In most cases, the people he’s asking for feedback from are his eight executive committee members. While he’s having those discussions, he’s not only looking for feedback to his ideas, but he’s also open to changing his own opinions if it’s best for the company.
“I’m persuadable,” Sturm says. “When we hire new people, one of the things we try to tell them that the only thing that’s set in stone here at Professional Travel is the fact that anything we’re currently doing is not set in stone. Give us your ideas. If they make sense, we’ll implement them. No matter how long we may have been doing something else differently.”
It doesn’t make any sense to meet with others and not truly listen to their feedback.
“The key to good listening is to actually listen and to keep an open mind about what you’re hearing,” he says. “There’s an old adage that says that companies spend fortunes bringing in outside consultants when, if they went down to their workers and employees where the rubber actually hits the road, those people actually know how to solve every problem. If we’d just listen with open ears and be receptive, I think that’s a huge part of communication.”
One way to make sure people know you’re open to listening is to establish an open-door policy complete with a calendar.
“Every employee should be comfortable and confident with the fact that they can go to their superior or direct report at any time with questions, suggestions, comments and complaints,” he says. “… A good idea is there can be a day a month where you set aside for anybody who wants to come in can come in and talk with the executives of the company.”
Doing this helps people know they’re not interrupting you or catching you at a bad time, so they’ll be more likely to come talk. The efforts that Sturm puts into communicating with his employees helps build camaraderie, but it’s more than that — it’s how he treats them and takes care of them on their birthdays, anniversaries and when they have problems.
“I think it’s fostered a climate where they’re not reluctant to come and speak with top management of the company.”
