[MUSIC] Communication plays a major role in the process of establishing how a company's values and structures relate to its history. At the individual level, transparency, authenticity, and straight talk were identified as signs of genuineness that facilitate effective communication and dialogue in savoir-relier leadership. Clear and fluid communication also characterizes a genuine and healthy company. A company that is not confident in its' vision and direction does not tend to communicate effectively. So communication is not a marketing tool, or at least not in the model. The way a company expresses itself, and the words and images it chooses to represent it's self, are a reflection of its identity, its personality. The genuine organization has a voice that is the expression of its soul. Communication is a key element of success for [INAUDIBLE]. Frederick will now explain how the company walks to talk of their values with Bla Bla Talk and Bla Bla Share. >> We're called Bla Bla Car, which means that there is some Bla Bla; so talking in the car. So we communicate a lot. Not only the community communicates in the call, but we do communicate a lot through social medias, through PR or advertising as well. Through everywhere inside the company as well. And we've created a whole set of tools to illustrate this communication. Internally, we have what we call the bla bla talks. Which are a way every week for people in the company to share what they have done, and what they will be doing. So, all the departments, all the jobs in the company, have the opportunity to actually say what they will do and what they will build for the rest of the team, and for the company. We have the bla bla share, which is actually an intranet where everybody can write, let everyone knows in the company what they've been doing and there will be some pictures and everything. We have lots of tools like this. We have the bla bla parties; the bla bla times; we have the bla bla tour. The bla bla tour is going on site and we meet lots of our members everywhere. As of this summer we've done 80 dates throughout Europe and beyond because we're also in India and Mexico. And so we've been meeting hundreds, thousands of members through the bla bla tour, and we communicated with our community. So communication is the heart of what we've built because the company is and the concept is based on people. >> Yes indeed. A company is based on people. And in practice, as Frederick explains these voice manifests itself in a variety of ways through obvious channels such as official press releases and statements. But also indirectly to the values that are embodied by members of your organization. What you say about your company is one thing. How you say it is another. But to whom you say it is just as important. Communication being a two way street, audience is a critical component to consider when delivering messages and sharing ideas. Communication is also incremental at Coursera though in a different way from what it is at Publicis Group for example. Daphne will now explain the specific role of communication in delivering online courses. >> Education is all about communication. Communication of ideas from the instructor to the learners. And their ability to also connect with each other. And internalizing these concepts as we transform education from its traditional model which has typically been the lecture in the classroom, the sage on the stage. What we really needed to do was think about a different type of communication. One that is much more learner centric. Our learners are much more different than traditional college students and traditional college students are, shall we say, a captive audience. They are there because they have to be, because they have to get their degree in order to be successful. Our learners are volunteer learners, and if we do not provide them the value that they need, they will just walk away, even in the middle of a course. And so we needed to develop a whole new form of pedagogy, a whole new form of teaching, that would engage these learners and make sure that they immediately see and continue to see the value in the learning that we offer them. And so that's something that we're constantly thinking, we're constantly revising this notion of learner centered teaching. >> The CEO of your organization may communicate certain things in one way to the press and in other to the staff or unions or to the Board. Does this mean your CEO is a liar or manipulator? Of course not. As you saw in working on the risks of being too genuine in our previous mook, leaders must craft their communication with care and hold back when their words might negatively effect the situation or person or when the timing is not right. Impact and influence come with understanding what is most relevant at a given time and for the people you are exchanging with. As a talented leader, you need to select and associate the words that correspond to the genuine and relevant information that is required at a particular time. The information and image you project as a genuine leader, will always however be true to the values of your organization, group, or family. If you look at communication in your family, or in an association it is also clear that transparency and openness make the success of interaction with respect and understanding. The same skills of empathy, listening, and attention with observing that we saw as critical in your personal leadership skill set, apply here for the group to make progress happen. So now it's your time to reflect on the type of communication you use in a company, a family, or association that you have chosen to work on in this book and answer the following questions for your next assignment. Once this work is done we will carry on by looking at the dangers and excesses of transparency, the risks attached to being too open so you can set limits for yourself and keep that balance between structure and freedom as we saw earlier in this module. What tools do you use to facilitate communication in your group? When do you speak your mind? When don't you speak your mind? And on a scale of one to ten, how easy is it to communicate openly? One being it's impossible, ten being it's always easy. How many secrets do you keep inside your group? How often do you lie? What takeaway do you draw from Daphne Koller's feedback? What takeaway do you draw from Frederick Mazzella's feedback?
