Lessons from the Audit Trail on Speaking Truth to Power
Barbara Jo Ruble
June 5, 2019
As an EHS auditor and President of a women-owned consulting firm, I know all too well that there are truths people don’t want to hear. Messages that require spending money or changing the way things are done may be met with skepticism or even stubborn refusal. Over the years, I’ve learned a few lessons about getting my message across, making it palatable so that the recipients will be motivated to take action. These are my communication tips from the audit trail.
Know Your Audience. Is your boss an email junkie or do they spend half their day on the phone? Whether you’re making a presentation to a group or communicating with one individual, it will help to think about how they communicate with you. If your boss typically communicates with a lengthy email, full sentences, paragraphs, punctuation, and attachments, you will probably need to make your case in a detailed report or proposal. If they are more likely to send you a one-sentence email or a couple of bullets and a link, chances are they don’t want to read a 10-page report. If your boss normally stops by your office to discuss a project, she might not want a written report at all. And don’t assume that if you are presenting to a group you always need a PowerPoint. A verbal presentation may be more compelling, and if needed, you can provide a handout.
Clearly State the Issue. Whether you’re discussing regulatory compliance requirements or a proposing a new project, a clear, concise statement of the issue is a good way to start. Challenge yourself to craft a one sentence problem or requirement statement. This isn’t your whole case, it’s just the opening line — like an elevator speech for your issue. If you need to reference a regulation or standard, do so, but avoid the temptation to cut and paste verbatim. Regulations and standards are difficult for most people to wade through. Keep your message focused.
Show Evidence for Your Case. Multiple sources of corroborating evidence will make a stronger case. Observations are great, but paired with documentation and/or statements (testimony) from stakeholders, they combine to make a more compelling argument. A little time invested in research may turn up applicable case studies that will help you make your point. Pictures or graphics can be especially powerful communication tools. Wherever possible, provide examples that put your issue into context for your organization or situation. Give your audience a feel for how big, or small, the issue is; describe how many processes, locations, or people are or will be affected.
Sell the Benefits. Whenever one is asked to do something, it’s natural to think: Why? What’s in it for me? As you prepare your report, proposal, or presentation, and you get to the section where you are outlining your recommended actions and the outcome you envision, be sure to describe the benefits of taking those actions — in monetary terms if possible. Help your audience to understand both the investment and the return. How will your organization and your workers be better off? How will your recommendations reduce risk or make your organization more sustainable? Avoidance of potential future fines is a less compelling benefit than a reduction in current costs, but it is a benefit and can add weight to other benefits. The bigger the cost of your recommended action, the more important it is to illustrate the return on investment.
Give Yourself a Pep Talk. Speaking truth to power means taking a risk, so be brave. If you didn’t know what you were doing, you probably wouldn’t have your job. Do your due diligence, prepare yourself, then step up and make your pitch. And don’t look shocked when they agree with you.
This article is a benefit of Specialty Technical Consultants' sponsorship of NAEM's 2019 Women's Leadership Roundtable.
Topics:
Communication Skills
EHS&S Strategy
Leadership & Careers
Making the Business Case
Women's Leadership
Tags:
Sponsored
Related
About the Author
Barbara Jo Ruble
STC
Barbara Jo Ruble, QEP, CPEA, and STC President has more than 35 years of experience helping corporations to develop, assess, and improve environmental, health and safety management systems and compliance programs. She has assisted clients in a variety of industries to implement ISO 14001 and ISO 45001 EHS management systems and obtain certification. She has developed comprehensive EHS guidance manuals, training programs, and multi-media auditing protocols for various industrial clients and is the primary author of ISO 14001:2015 Environmental Management Systems: A Complete Implementation Guide, published by Specialty Technical Publishers of Vancouver, Canada.
She has performed more than 275 EHS compliance audits or management systems assessments of industrial facilities worldwide. She has also provided independent review of corporate EHS auditing programs. Her solution-oriented approach allows her to put EHS issues in lay language and find practical solutions to complex problems.
Ms. Ruble is a member of the Institute of Internal Auditors (IIA) and a past President of The Auditing Roundtable. In 2018, she received the IIA’s James C. Ball Lifetime Achievement Award for her contributions to the EHS auditing profession.
She has performed more than 275 EHS compliance audits or management systems assessments of industrial facilities worldwide. She has also provided independent review of corporate EHS auditing programs. Her solution-oriented approach allows her to put EHS issues in lay language and find practical solutions to complex problems.
Ms. Ruble is a member of the Institute of Internal Auditors (IIA) and a past President of The Auditing Roundtable. In 2018, she received the IIA’s James C. Ball Lifetime Achievement Award for her contributions to the EHS auditing profession.