Speaker B shares three steps for communicating tough decisions in large organizations: confront the facts, assemble stakeholders who already have concerns, and involve people with different views in telling the story. Consistently explain the why and make space for questions and pushback about what happens if you proceed or don't.
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I'm curious how you think about communicating those difficult decisions, especially in an organization of such scale, and if that's shifted over your time at Cinnabon to your, your future as well.
I mean, the communication fundamentals are very similar, which is one, confront reality. 2, try to find a coalition of the willing. If there are some people who come to it quickly or are already there who already had concerns. And then 3, when at all possible, let the people who've sort of thought through this and have a different point of view be helpful in telling the story. And all throughout communicating the why and giving some space, some energetic space, some time, even though you don't have a lot of time in many cases, for people to ask questions and push back and to have the ability to say, if we do this, here's what will happen. If we don't do this, here's what will happen.