The tremendous power of communications.

• Author: Augustine, Norman R.

Shakespeare furnishes several vital lessons that apply to corporate communicators today.

WILLIAM SHAKESPEARE had much to say to the 21st century board member. All those involved in corporate boards can understand Falstaff's sentiment expressed in Henry IV, Part I, "God give [us] the spirit of persuasion and [them] the ears of profiting -- that what [we] speakest may move and what [they] hear may be believed."

Few endeavors in the corporate world are as vital yet tricky as communications[ldots]both internally and externally. Even such impressive corporations as Microsoft, Coca-Cola and Exxon -- which handle their responsibilities in research and development, production, customer and investor relations, and virtually all other realms, so well -- have on occasion faltered on the public stage in corporate communications.

Board members, except in a crisis, are generally not themselves corporate communicators. That responsibility resides in the executives. But board members and executives alike are at the mercy of the effectiveness of that communication.

Shakespeare shows the tremendous power of communications throughout Julius Caesar, where words determine the fate of key characters as well as of Rome itself. Antony, especially in his funeral oration, furnishes several lessons that apply to effective communications today:

First, know the topic cold. This is expected of any executive.

Second, prepare carefully. This includes anticipating questions most likely to be asked -- especially those the executive most wants not to be asked -- and preparing the best possible answers.

Many executives find themselves more comfortable sitting behind a desk than standing on a podium. When delivering a speech, in the words of Richard III, "(they) quake and change[ldots]colour" and "murder thy breath in middle of a word, and then again begin, and stop again, as if thou were distraught and mad with terror." A "murder board" -- distinctly different from the type which Richard III used to cement his corporate position -- comprised of key insiders and trusted outsiders can help prepare the speaker. A practice drill, during which the presenter is asked the tough questions, can help increase the speaker's confidence.

Third, be crisp, frank, interesting, and understated. So inundated is the public today that an executive's message cannot break through the surrounding noise if not well presented. A speech need not be extensive to be engaging. As the boy says in Henry V...