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Leading in language What the CEO should and should not say

Leading in language What the CEO should and should not say Purpose – This paper aims to summarize advice from two professors of accounting on the language CEOs should and should not use in their official communications. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – The paper suggests that readers ought to think of the last time they either gave, advised or heard a CEO's speech. They ought to reflect on the last letter they sent or received with a CEO's signature at the bottom and to ask if they were the writer, how did they went about choosing their words and if they were on the receiving end, how did they respond? It suggests that what was said and what was actually communicated might not be the very same thing. Practical implications – The paper offers case studies which may help CEOs and their teams put together savvier communications documents. Originality/value – Readers are made to focus on the potentially large impact of the use or misuse of certain words, encouraging them to be more aware of the minor details of their communications. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

Leading in language What the CEO should and should not say

Strategic Direction , Volume 24 (2): 2 – Jan 18, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0258-0543
DOI
10.1108/02580540810848683
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to summarize advice from two professors of accounting on the language CEOs should and should not use in their official communications. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments. Findings – The paper suggests that readers ought to think of the last time they either gave, advised or heard a CEO's speech. They ought to reflect on the last letter they sent or received with a CEO's signature at the bottom and to ask if they were the writer, how did they went about choosing their words and if they were on the receiving end, how did they respond? It suggests that what was said and what was actually communicated might not be the very same thing. Practical implications – The paper offers case studies which may help CEOs and their teams put together savvier communications documents. Originality/value – Readers are made to focus on the potentially large impact of the use or misuse of certain words, encouraging them to be more aware of the minor details of their communications.

Journal

Strategic DirectionEmerald Publishing

Published: Jan 18, 2008

Keywords: Chief executives; Leadership; Metaphors; Narratives

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