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Kip Soteres is a change communications expert with over 15 years of experience in technology, bank, and health care industries. He has won the Gold Quill and Silver Anvil Awards from the International Association of Business and the Public Relations Society of America for change communications targeting large employee populations. He focuses on simplified messages that inspire leaders to lead more effectively and on internal communications. He believes that better communications support successful change by maintaining employee trust and making change more clear, actionable, and measurable.

His website is www.soteresconsulting.com

In his lecture he talked about the Formal Communication Flows. In the book it talks about how there are three directions that communication flows which are downward, upward, and lateral. Downward communication flows from higher organizational levels to lower levels. Upward communication flows from lower to higher levels and Lateral communications flows across the organizations among personal on the same level. He also talked about the required skills which he believes are to engage with people you are speaking to, listen and observe the audience, and capture the audience’s attention. The book believes the required skill are e-mail, presentations with visuals, Technical reports, Formal reports, Memos/Correspondence, and presentations without visuals. He also talked about the barriers to communication. The two barriers that the books talks about are Functional Barriers and Cultural Barriers. This lecture connects to business news about how Communication Determines the Success of Your Business. This news article talks about how a company had trouble communicating with one another with ended in the company failing. In the article the changed the name of the company to protect those involved.

An article the sort of relates to this lecture is Effective Managers Say the Same Thing Twice (or More). This article talks about the research that shows that when a manager repeats themselves the employees will end up doing what the manager wants them to do. Professor Neeley says “We know that the effective managers repeated themselves at least once, and we often observed managers who sent three or four redundant communications. We saw some clear patterns with regard to who did this and how. For example, we divided our managers into two types: those with formal power and those without it. We found that those without power planned their redundant communications and that frequently very little time passed between their first message and their second.” This connects with the lecture because one of the things that Mr. Sorteres talked about is to get your point across sometimes you do have to repeat yourself. 

Neeley, T., & Leonardi, P. (2011). Effective managers say the same thing twice (or 

more). Harvard Business Review, 89(5), 38–39. Retrieved from 

http://ezproxy.chatham.edu:2048/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=cmedm&AN=21548418&site=eds-live&scope=site

Karen Collins. (2017). Exploring Business. Boston, MA: FlatWorld