• Class and Course

    Leadership Interaction with Stakeholders and Media

    As each leader gains experience, he or she will face the need to communicate in ways that impact external stakeholders and media representatives.  This course prepares leaders to add these dimensions to her or his skills portfolio. Frameworks for understanding the needs of various stakeholders and the media are included in the course. Frameworks can become a checklist for decision-making in these communications to assure that the most professional outcomes are achieved. 

    Also included in the course is skill practice.  For example, capital suppliers—banks, brokers, bond and stock buyers all can have targeted communications needs and expectations.  Media, likewise, have expectations and needs.  And media needs for information can be insistent and confusing. This course seeks to make clear with whom one is communicating, what agenda should be covered, and in what manner. 

    Other important stakeholders are the public at large, the regulators who must guide the oil/gas company, and other members of government.  What to say, when and how to say it (and by whom) require specific instances. 

    This course uses cases, articles, and specific examples to get leaders to plan and execute their communications, both written and spoken.

    Day 1

    Day 1: Demonstrating Leadership Trust and Respect

    • Safety briefing as effective communication and leadership example
    • Principles of building relationship, especially with external stakeholders
    • Where leadership communication begins
    • Application exercise—relationship, trust, respect—how it is generated in external situations
    • Exercise debrief—extracting the lessons  
    • Insights exercise as communications preparation

    Case or exercise to be read and prepared overnight

    Day 2

    Day 2: Envisions and Acts on the Future

    • Future focus—reading the context of the various stakeholder groups
    • Future focus—STAR-L as the organizing principle
    • Applications exercise in triads  
    • Self-awareness and communication style
    • Communicating meaning through stories and brief examples—planning then communicating. Speaking before the class. Gaining confidence
    • Capital supplier questions and interrogations
    • Insights exercise

    Case, exercise, or example to be read and prepared overnight

    Day 3

    Day 3: Media and Media Strategy

    • Media interactions—preparation
    • Media interactions—practice and evaluation
    • Recognizing the needs of regulators and the broader public
    • Developing the media strategy beforehand  
    • Course summary built by participants in small groups
    • Insights exercise

    Course is appropriate for professionals with at least two years of work experience.  The central role of skill practice builds leadership confidence, in part by reducing the number and frequency of surprise demands on one’s leadership communication. Leaders chosen to attend will have a proactive approach to their learning and improvement of their personal communications.

    Conversational knowledge of English (ability to understand and speak in complete sentences, read and write short instructions and exercises, even if English vocabulary uses simple words). Appropriate use of humor in English is an especially good selection sign.  Minimum two years of work experience.

    Currently there are no scheduled classes for this course.

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