The C-suite is under immense pressure these days to increase
revenue by making the right decisions involving their organizations. Executives
are looking for individuals in the organization they can rely on and trust to
assist them to make these decisions. As one of the top variable and
controllable expense items in an organization, making smart travel spend
decisions is critical to achieving better returns.
Did you know that how you say something affects the
perception of trust regarding that information and the trust in the person
delivering that message?
If you have ever experienced the impact of an executive
making a seemingly illogical decision regarding travel spend, then you can
understand that facts, even comparative metrics, alone do not drive decisions.
Linguistics is the study of language. Research into
sociolinguistics, psycholinguistics and neurolinguistics has revealed the
words, structure and mannerisms that create an environment of trust by
demonstrating "understanding." Research shows that demonstrating
understanding with your language patterns dramatically increases the connections
of trust you create in communications.
Since the words you choose, the structure in which you
deliver those words and the manner in which you deliver those words ALL affect
the understanding you convey and the trust you create, it is important for you
to incorporate these patterns into your delivery—be it written or spoken. As
the expert in your organization regarding travel spend, you owe it to yourself
and to your organization to be an effective leader in the decision-making
process. Even if you are not in a position of power within your organization,
you can be in a position of power regarding decisions by incorporating language
patterns that create trust.
The Sept. 6 issue of Business
Travel News had a great article by Andy Menkes, "How To Be Prepared To Communicate About Travel In The Executive Suite—Or On The Elevator." The
main point of Andy's article is: "If you wish to be effective with the
executive level and gain credibility, then speak about travel spend points of
interest to the executives in your organization, and what is of interest to
them are comparative metrics."
Here are the three examples with their comparative data that
Andy used. Since they offer powerful examples of comparative metrics, I will
use them for this article as well:
- Ten citypairs equals 80 percent of our total airfare spend
of $40 million. Thirty percent of our employees are not flying on the preferred
airlines, which has increased our costs by 22 percent or $8.8 million.
- Of our total hotel spend of $22 million, only 60 percent of
our employees are booking their hotel via the approved travel agency, and
therefore we are not collecting up to $800,000 in potential hotel commissions.
- Our travel management company fee is $40 by phone and $20
when using an online tool. If we were at 70 percent online adoption, that would
save us $500,000 per year in travel management company fees.
After you develop the comparative metrics regarding your
travel spend, the next step in working with the executive suite is to
incorporate the language skills that lend credibility and trust to your
information.
The following are only four of the many language tools
travel managers (and anyone else) can build into their conversations and
reports to build the respect and influence they deserve. These four language
tools demonstrate understanding and increase the trust factor. This is the "how"
of language.
Use agreement
language to demonstrate understanding
The word "but" is an eliminator, effectively
discounting everything said prior to it.
Consider this statement: "Ten citypairs equals 80
percent of our total airfare spend of $40 million, but 30 percent of our
employees are not flying on the preferred airlines, which has increased our
costs by 22 percent or $8.8 million."
There is no need for the "but." It's usually said
because of language habits, and it weakens the statement. Instead, say: "Ten
citypairs equals 80 percent of our total airfare spend of $40 million, and 30
percent of our employees are not flying on the preferred airlines, which has
increased our costs by 22 percent or $8.8 million."
Lead them to comparative
metrics with questions, not statements
The executives have so much coming at them, it becomes easy
for them to take in data and not take action. At the same time, people do not
typically respond well being told how to do their job.
The following statement is unlikely to be received well: "Of
our total hotel spend of $22 million, only 60 percent of our employees are
booking their hotel via the approved travel agency, and therefore it means we
are not collecting up to $800,000 in potential hotel commissions. We should
enforce our mandatory booking policy with written reprimands."
Shifting your suggestion to a question opens up many
possibilities for immediate action: "Do you think enforcing our mandatory
booking policy with written reprimands would be the best action to take now?"
Listen to their word choices to gain insight into their
processes
After poring through an enormous amount of scientific
research papers regarding communication, I discovered and eventually developed
a simple model to aid listening and demonstrate understanding in your
communication.
Decisions are made in the limbic system, an older part of
our brains designed to respond to the chemicals flowing through our body for
survival. It is basically a binary system: fight or flight, do or don't do, yes
or no. The limbic system does not understand logic or language. These functions
are handled by the neocortex. So how does the limbic system respond to
information and facts? It applies an emotional—chemical—value to words. These
words fall into three meta-value categories: relationship, accomplishment and
peace of mind.
By listening for the meta-value category of the person with
whom you are communicating and responding with words from that category, you
establish a powerful connection of understanding with that individual.
Here are three different ways an executive might ask a
travel management question:
- Relationship: "How
are our people utilizing our online booking tool?"
- Accomplishment: "How
can we achieve an edge over our competitors with our online booking tool?"
- Peace of mind: "Are
we comfortable with our online booking tool?"
The best way to build trust and connect is to respond with
words from the same meta-value category. Though they are not much different in
word choice at the conscious level, you will find through experience the
following are perceived very differently at the subconscious level:
- Relationship: "If
we could get our people to 70 percent
online adoption, that would save us $500,000 per year in travel management
company fees."
- Accomplishment: "With the power of 70 percent online
adoption, that would save us $500,000 per year in travel management company
fees."
- Peace of mind: "Our organization has created a system with
the freedom to easily reach 70 percent online adoption, which would save us
$500,000 per year in travel management company fees."
Be confident and
concise
As much as we'd like to be prepared in all situations, life
does not always work out that way.
Todd Rogers, senior researcher at Ideas42, a Harvard think
tank, and Michael Norton, an associate professor of business administration at
Harvard Business School, recently did a study that showed "eloquence"
carries more credibility than "honesty."
If you do happen to be caught off-guard in the elevator with
an executive asking you for information for which you don't have a response,
respond with, "That's a great question, and I want to check the data
before I answer you. Can I meet you at your office in at 3:00 to give it to
you?" rather than "Uh, um, I'm glad you, um, asked me that. I don't know."
Language is not only your connection to the world around
you, it defines you. The words you use, the structure you build for those words
and the manner in which you deliver your words will, to a great extent, determine
your relationship with the executives in your organization. Awareness of the
best language patterns to use and practice with the language patterns that
demonstrate understanding and build trust are the keys to success and your
future.
Hansler, a speaker,
educator and consultant, is the author of "Sell Little Red Hen! Sell!"
This report appears in
the Nov. 29 issue of Business Travel News.