Top-Down Communication

Top-down communication is the most common developmental feedback. But it is difficult to fix as there are many issues entangled together. Let's try to untangle them.

On the surface, it seems pretty straightforward.

Speak about the most important things first, then follow with supporting details.

But why do so many people struggle with that?

For me, communication was the most challenging skill to learn.

In the beginning, I had a perfect storm of challenges.

As an extreme introvert, speaking to people was painful. Hence, I lacked sufficient practice and experience.

My low confidence didn't help me at all. During the first months of consulting, I was tormented by imposter syndrome.

As a non-native speaker, I found it hard to communicate fluently. Even now, after 15 years of studying and working in English, I still experience severe problems.

As a result, I developed a strong complex.

People often interrupted me when I spoke at meetings.

It was extremely frustrating and demotivating.

But I knew I couldn't have survived as a consultant if this continued. I had to fix that.

So, I embarked on a long journey to improve my communication skills.

While I am far from being a master communicator, I hope that sharing my journey will be helpful to you.

A Multi-Headed Monster

Communication skill is a multi-headed monster.

You chop one head, and three more appear instead.

For instance, I thought I had resolved the issue of structuring.

Before every meeting, I meticulously prepared my arguments in a clear, top-down structure.

I expected that it would dramatically improve my communication.

But to my surprise, it didn’t have the desired impact.

I experienced the same issues as before. Often, I couldn't even finish my speech before being interrupted by impatient colleagues and clients.

I needed a different angle of attack.

Then, I noticed that some senior leaders did not always communicate in a top-down and structured way.

But, we listened to them carefully, drawn by their power and charisma.

This observation gave me some clues about the importance of audience attention and engagement.

But I didn’t possess any power or exceptional charisma. I needed something else.

To achieve the desired impact, we need to ask a different question.

How can I communicate so that people understand me better?

If you reframe the problem, you realize there are other important pieces of the puzzle.

This was a profound insight for me.

I analyzed what prevented me from communicating well and identified various issues.

For example, structuring, non-verbal cues, voice, grammar, pronunciation, presentation skills, and credibility.

You may have different issues, so conducting self-diagnostic will be crucial.

Let me share the strategies that helped me.

Top-Down Structure

Top-down communication is a counter-intuitive concept for us.

We don't speak like that in normal life.

This is especially difficult for junior consultants. They feel obligated to share all the tiny details they know.

But it only overwhelms leaders. They don't have time for that. They want only the important messages.

The approach to fixing this problem is straightforward. Barbara Minto describes it well in her famous book, The Pyramid Principle.

But adopting it in daily work is extremely hard.

I remember preparing for every meeting, writing down my arguments in a pyramid structure. It worked to a certain degree until the first question or comment.

To maintain the discipline of speaking top-down, I used to imagine situations where my meetings were abruptly cut short. I considered what messages my audience would be left with.

Only after a few years did it become second nature for me.

Grab Attention Before Speaking

I discovered a highly effective technique from Kevin Hart, the stand-up comedian.

In one of his videos, he talked about how he was telling his jokes.

He made sure people understood the beginning of his jokes. Otherwise, they wouldn't understand the punchline. Nothing can be worse than telling a joke that nobody laughs at.

He always grabs the audience's attention first, starting with phrases like 'Listen, Listen!' or 'Let me tell you a joke.'

Then, he secures their attention by making eye contact.

Only then did he start telling his jokes.

In consulting, we must also secure people’s attention so they understand our messages.

I realized that I often jumped into ongoing conversations. As people talked, they missed the beginning of my speech, didn't understand anything, and interrupted me later.

To prevent that from happening, I say something like: 'Can I ask you a question?' or 'Can I suggest something?'.

People react well to questions; they feel in control and graciously allow me to speak. This approach also primes them to listen and refrain from interrupting.

This small trick dramatically improved people's engagement and comprehension, and as a result, my confidence improved.

Non-Verbal Comms

Non-verbal communication was a huge discovery for me.

The most effective trick I've learned is to stand up when presenting.

I make myself larger, move, and highlight key points with gestures. I feel more energetic. I can capture people's attention and engage them.

This technique has boosted my confidence and my ability to communicate complex concepts.

Pace Of Speech

I speak too fast when nervous.

People can’t keep up and lose a train of thought.

I can’t keep up with myself.

I make many grammar mistakes, stutter, and use filler words, making my speech quality much worse.

Then, I become self-conscious about my own mistakes and lose confidence. It throws me off balance, making the situation much worse.

My public speaking coach explained the importance of respecting the lag. It takes seconds between when I say something and when the audience processes it.

I slowed my pace and began incorporating pauses in my speeches, allowing the audience time to absorb the information.

This allowed me time to breathe and consider my following words.

This improved both clarity and comprehension.

Ad Hoc Questions

My biggest challenge was answering unexpected questions.

In these situations, the quality of my speech dramatically worsened. I was not confident speaking about topics that I didn’t know about.

It's only natural to feel uncomfortable in these situations.

But, as consultants, we are expected to handle any random questions and situations.

To practice, I chose a random topic and spoke about it briefly.

I trained myself to answer questions in a structured way. I usually started with a main argument, provided supporting arguments, and closed with a conclusion.

I also allowed myself a few seconds to think before I answer. I've learned to be comfortable with having these pauses. Before, I would jump to respond immediately, depriving myself of the chance to say something clever.

I recorded myself on video for faster learning and then reviewed my performance.

Nowadays, you can ask ChatGPT to generate random questions to practice. You can use a service like Yoodli to record yourself and get analytics on your performance.

Presentations Skills

Presentations are one of the best opportunities to get leadership exposure.

They are helpful for your performance evaluations. You need to do them well.

Now that I am working in a leadership role, I realize how much I missed out on by not improving my presentation skills earlier.

I delivered so many presentations in an average manner.

I can't help but wonder what could have happened to my career if I had delivered them in the best possible way. This thought is truly painful.

Now, I prepare extensively for my big presentations by rehearsing and recording myself on video. I do this at least 4 or 5 times, which is how many repetitions I need to become fluent with the content. Then, I can focus on my speech delivery, pace, voice, and critical emphasis.

Also, recording myself on video has helped me become accustomed to seeing and hearing myself on camera.

Previously, I would cringe at my appearance and voice in Zoom presentations, which lowered my confidence in those moments.

The Right To Be Understood

Finally, I realized that credibility is an essential factor in effective communication.

I often hear from junior colleagues that their ideas are not heard and respected. They said something correctly, but the partners didn’t take it seriously.

It is not because they are evil.

It is human psychology.

Junior consultants say a lot of good things. But leaders don't trust their judgment yet.

It is important not only what is said but also who said it and how it was said.

Even senior leaders face these challenges all the time. They often speak to new clients and new audiences who don't know them, and they must build credibility quickly.

So, when I am about to speak, I always consider how much credibility I have with my audience.

My messages and their boldness will depend on that.

Closing Thoughts

Working on communication skills is a never-ending journey, yet mastering it can become a superpower for consultants.

The ability to convey your messages and persuade your audience can have a long-lasting impact on your career trajectory. The more senior you are, the more important it becomes.

Adopt a holistic approach to your learning journey.

Optimize your communication for your audience, making it easy for them to understand you. Utilize both verbal and non-verbal communication techniques.

And practice, practice, and practice.

---

P.S.

I feel your pain.

I struggled to perform as a consultant with extremely high expectations and minimal support.

My life turned into relentless stress, pain, and anxiety.

But I always suspected that there should be a better way.

Nine years later, I designed the coaching program I desperately needed back then.

Its sole focus is helping MBB consultants achieve high performance. Only then can you build strong sponsorships, find great projects, and become confident.

If you are an MBB consultant and want to achieve high performance, please
Book a 1-1 Discovery Session.

Learn more about the Hero Journey coaching program.

---