Communicating With Credibility: An Interview with Executive Coach Michael Barr

What I like most about Michael Barr is his command of history. He's shown me that history is really about people and relationships, not dates and events. One listens to his ideas and wishes he would become our Secretary of State. But in the meantime, we can benefit from his insight about making communications credible, by not re-inventing the wheel. Mike has an ability to draw ancient teachings into modern times with such great ease, you'll wonder why we repeat mistakes so much and so often.

Tell me about the type of work you do.
I help executives excel.  2,300 years ago Aristotle taught that persuasive leadership was built on three pillars: Ethos - Credibility; Logos - Reasoning; and Pathos - Emotional Impact. 

I have always urged my executive clients to excel at Logos. My feedback to them looks at Ethos (credibility) and Pathos (emotional impact).

Cynics call what I do "charm school." But very successful people remember that Aristotle taught Alexander the Great, who quite literally conquered the world by combining military genius and advanced weaponry with an articulate appeal to reason. That and his personal bravery were legendary even among his enemies. 

"2,300 years ago Aristotle taught that persuasive leadership was built on three pillars: Ethos - Credibility; Logos - Reasoning; and Pathos - Emotional Impact."

What do you like most about what you do?
I believe that business leaders today wield enormous power.  One of my clients is a marketing genius with a short fuse. He reminded me of a king who, when angry, wished all his subjects to have one neck so that he could cut it. After working with the CEO he became a listener and a motivator. His people bloomed and the business is thriving. Real transformation, built on respect - that's what I like. 

Why are IT executives still challenged in getting a seat at the executive table?
They are getting closer, but in corporate symbolism when you report to the CFO you are still considered a cost center. Many senior executives pay public homage to the importance of IT to the business. Yet in private they heatedly politicize IT issues such has who ought to do it, where, and for how much. Interestingly, as technology-savvy executives take over, these questions become more urgent - and IT leaders have to address them credibly.

" .... in corporate symbolism when you report to the CFO you are still considered a cost center."

You've said "it's never the content" that holds IT executives back. Can you explain?
Knowing your stuff will always be important. But today, IT leaders need to actively participate in their companies'  global citizenship, which brings up new challenges in managing wages, benefits, ethics, and environmental impact. IT executives don't see themselves playing a role in managing these issues, but they can and they must.

IT executives are expected to understand the work of their C-level peers in marketing, finance and operations. But what about the reverse? Should the CFO, CMO and COO be more zealous in their IT education?
Every executive in the company should know enough of every function to be able to ask questions and smart enough to  welcome the answers.

Executives are slowly realizing that the frontiers of their respective functions are blurring.  Technology is right there in the mix. IT execs should be able to translate technology into clear, applicable, and  thought-provoking language that non-IT people will absorb, believe and imitate. When IT executives speak with people, not at people, the entire company benefits.

"Executives are slowly realizing that the frontiers of their respective functions are blurring."

How do you articulate the business value of IT?
IT is an enabler.  When seamlessly woven into the fabric of the company it enhances the company's ability to meet present and future challenges. It's really that simple, and that complex.

What's the first thing you do to help IT managers migrate their image from geek to business person?
I work with IT managers one-to-one so that they can talk confidently and powerfully to their various business constituencies.  I create a safe, thoughtful environment for the managers so that they can improve their specific stories.  Image is a very important issue, but it's highly sensitive. Addressing it requires trust, patience and experience.

Do IT executives need a better storyline? If so, what is it?
Transformation is the real story of IT. It's is a challenging story to tell because change occurs slowly and business wants quarterly results. 

IT has been clamoring for respect for as long as there has been IT. The power of Microsoft, Oracle and Google has transformed business globally and managers who grew up with computers will bring about greater transformation still: virtual companies are but one example.

Your blog has become an integral and important part of my coaching conversation with managers seeking to incorporate, as you suggest, relevant stories addressing the needs and strengths of their companies.   

"Image is a very important issue, but it's highly sensitive. Addressing it requires trust, patience and experience."

What 's the first thing a new CIO should do during his or her first 90 days?
Read Michael Watkins' excellent The First 90 Days.  (HBS Press, 2003)  Listen to stories and tell stories. Alexander the Great would sometimes wear Persian robes when listening to envoys of his Persian enemies. He showed respect and interest.  The symbolism of this reverberated from Macedonia to India.

Mahatma Gandhi said "Be the change you seek."

600 years ago Chaucer said this of one of the Canterbury pilgrims: "Gladly wold he lerne, and gladly teche."

Great advice for a CIO - and for every manager in every field.

More on Michael Barr
Mike Barr was born to parents who survived the Holocaust by leveraging their ability to speak many languages and blend into different cultures. His upbringing taught him early on that our only real safety, security, and opportunity lies in what we know. Studies in the Middle East, Canada, the US, Cuba, and Mexico enhanced his sensitivity to global cross-cultural challenges.

Contact Barr at mibarr@gmail.com