Written by Rabia Ahmad, Programming Leader at GSK Please note, this blog is the opinion of the author and does not represent PHUSE nor necessarily the opinion of the authors employer.

On 19 November 1863, President Abraham Lincoln delivered one of the best-known speeches in the history of the United States: the Gettysburg Address. A century later, on 28 August 1963, from the steps of the Lincoln Memorial, Martin Luther King Jr. would deliver his speech ‘I Have a Dream’, which mobilised a nation and resonates with the world to this day.

What made these leaders influence their audience? What made them connect to those they were addressing and had them believe in their vision? What made them to be such effective communicators? The answer lies in the fact that they both possessed the art of “social awareness”. They both knew the requirements and the impact of their role in the larger picture and had the ability to understand and relate to the feelings of others.

However, to leverage these skills successfully, communicators must make an effort to “know your audience”.

Defining “Know Your Audience”

The main principles behind “know your audience” are empathy and respect. The practice requires considering and tailoring to the attributes, such as the needs, responsibilities, roles, values and cultures, of the recipients. It is not just about catering to the visible qualities of your audience but to understand them at a deeper level in order to appeal to their emotions and to connect with them based on shared principles and values. If used well, it is a very effective and powerful communication and influencing strategy.

As with anything else, knowing your audience starts with self-awareness. Before embarking on the journey of learning about others, it is important to acknowledge personal perceptions, biases and reactions. But, just being self-aware is not enough, it is also critical to be able to change personal outlooks based on experience and observations.

As an example, going into a meeting with non-programmers, assuming that they will “never” understand the “programming perspective” is a failed exercise, even before it is executed. The correct mindset would be to acknowledge the differences in experiences and expectations (pathos) of your audience, to tailor the logic and explanations accordingly (logos) and to allow the fact of being programming “experts” to exert the needed trust in the accuracy of the message (ethos).

Best Practices for “Know Your Audience”

Given today’s hybrid working models, it’s imperative to assess and understand your audience. Many of the non-verbal cues, such as facial expression and body language, are hidden or are not fully obvious in digital interactions. Assumptions and biases creep in due to lack of face-to-face interaction. However, there are competencies that can help develop social awareness, and which result in a robust understanding of those we work with at home and globally.

Sensitivity to interpersonal signals: In addition to non-verbal signals transmitted during a conversation, being conscious of one’s own tone of voice and that of others is important in a virtual setting. Consider whether and how these signals change with context: manager vs. subordinate, formal vs. informal, etc. Be clear in written communication and carefully assess how these will be interpreted. If unsure, ask rather than assume. Actively gauge your audience’s engagement and buy-in to the message being delivered through observing, listening and asking probing questions. Being aware of our audience helps to control and fix our actions that may otherwise result in undesirable reactions from those around us, and to tailor the content and delivery of our message to pique and maintain their interest.

Broaden cultural curiosity: Seek understanding of other cultures, professional etiquettes and dos and don’ts. This is crucial when interacting with people who do not share our vision, culture or language. Doing so conveys consideration and respect of differences and values, and promotes shared perception and a respectful environment for exchanging ideas and building partnerships.

Find similarities: There are two parts to this:

• Organisational: Remember, as an organisation, we are all working towards the same goal and we all share the same vision – we serve the patients, empower our people and engage in futuristic science and research. Each of us is trying to achieve the goal, given our individual strengths and expertise, but collectively we all aim to meet at the same finish line. The success of our endeavours lies in both our dissimilitude and our shared vision.

• Cultural: Recognise that what we see as “different” in other cultures, professionally or socially, to a lesser or greater extent, exists in ours as well. This does not mean that we “accept” or “agree with” everything. It simply means to acknowledge and respect the differences and similarities equally.

Develop a flexible mindset (within limits): Be ready to change opinions and assumptions based on observations and interactions. This not only allows us to be perceptive but also to be socially agile in tricky situations. However, this flexibility should not go against company policies or principles defining professional etiquettes and values.

Conclusion

*“Know your audience” is a key communication strategy that facilitates emotional connection and effective influencing. It helps to develop social awareness and agility, and to identify the best method to deliver the message for maximum impact. It requires a thorough understanding of the audience’s role, interest, experience, cultures, needs and expectations in relation to the context of the communication. *

To be effective communicators and influencers, it’s important to possess “social awareness”. Social awareness requires the communicator to know their audience so they can empathise, find commonalities and connect with them. If done properly, the practice results in long-term relationships; promotes team engagement; provides a safe and respectful environment to discuss and challenge ideas and opinions; forms strong collaborative teams based on diversity of experiences and perceptions; and helps establish a shared vision.

As a programmer, investing time to know my audience has helped me logically explain my position and reasoning. It’s enabled me to assess when to give in and when to push further; how to compose an email (this is really important!); how to interact, lead and mentor globally; and how to develop strong relationships with non-programming stakeholders. As a result, I am able to convince my team to work towards a common goal, to discover efficient ways of working with a global team and also to develop my own capabilities. This not only helps to deliver short-term milestones, but also to establish competencies to meet long-term goals.

References:

Kearns Goodwin, D. (2009). Team of Rivals: The Political Genius of Abraham Lincoln. Penguin.

Bullock, D., & Sánchez, R. (March 22, 2021). What’s the Best Way to Communicate on a Global Team? Harvard Business Review.

Brenner, D. (May 16, 2018 ). Communicating Respect: Know Your Audience. forbes.com.

David, T. (April 09, 2015). Why the Gettysburg Address Is Still a Great Case Study in Persuasion. Harvard Business Review.

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