Andrew Brodsky is a Harvard Business School PhD graduate, an award-winning management professor at The University of Texas at Austin, and CEO and Founder of Ping Group. He was recently selected as one of the World’s 40 Best MBA Professors Under 40. His new book PING: The Secrets of Successful Virtual Communication integrates research-based strategies, advice from executives, and stories on how we can all become better communicators in an increasingly digital world.
In this exclusive interview with CXO Outlook, Brodsky sheds light on the intricacies of virtual communication and unveils strategies to master this essential skill. Discover practical advice on navigating the challenges of building relationships remotely, selecting the optimal tools for diverse communication needs, and fostering inclusivity while minimizing miscommunication. Brodsky draws upon his extensive consulting experience, including a case study where a Fortune 500 company achieved a remarkable 10% productivity boost and enhanced employee well-being through the strategic implementation of effective communication practices.
Could you share what inspired you to write Ping? Was there a specific moment or experience that motivated you to address the challenges of virtual communication?
I’ve always been fascinated with how people communicate as part of their jobs. During my PhD at Harvard Business School, and then more recently as a professor at The University of Texas at Austin and CEO of Ping Group, I’ve worked with dozens of companies to understand the virtual communication missteps and best practices that can shape both organizations and individuals. Through my research, I discovered that many employees and executives were asking many of the same questions—such as how to decide between a meeting or email is most efficient, when to include emojis and other cues in professional communication, how to build and strengthen relationships from a distance, and how to avoid burnout from communication overload. I wrote PING: The Secrets of Successful Communication to help others discover the answers to these (and many other) questions and understand the research-backed strategies for optimizing their virtual communication.
In your view, what is the biggest misconception people have about building authentic relationships in virtual settings, and how can they overcome it?
When it comes to building authentic relationships in virtual settings, many people hesitate to take the first step in reaching out because it feels more awkward and less genuine than in-person connections. People generally assume they’ll be judged negatively for sending initial communication virtually, and so they never take that first step. However, research has found that this feeling of awkwardness of connecting virtually is often in our own heads, and we believe our outreach will be perceived more negatively than it actually is. When it comes to reaching out to new contacts or old acquaintances you’ve fallen out of touch with, it really is the thought that counts. So, instead of worrying about how your email (or phone call) will rub the other person the wrong way, consider how you would feel if you received a warm message from an acquaintance. Chances are, you wouldn’t be over-analyzing every word of their message, and instead you’d be happy they reached out in the first place.
One of the key topics in your book is choosing the right communication tools. What is the most common mistake you’ve observed people make in this regard, and what advice would you offer to help them avoid it?
The most common mistake is that people often default to a particular communication tool because it’s the one most readily available or is the one they generally use. This is a mistake, because different situations will require different communication modes to achieve your goals. There have been many public instances of CEOs writing embarrassing information in an email, for instance, because they didn’t consider the permanency and ease of shareability of email. By first identifying your goal for each interaction, you can then select the mode that most closely aligns with your intentions.
Creating inclusive and conflict-free communication in virtual workplaces is a challenge for many organizations. What are some practical steps or strategies you recommend to address this?
When it comes to increasing inclusivity in virtual communication, it’s necessary to take the initiative to consider whose biases you’re trying to reduce. For instance, if your goal is to reduce people’s stereotypes of others, then using richer modes of communication, such as video, can help avoid biases and misconceptions because it’s easier to see the other person as a human being rather than just the text of an email. However, if you’re concerned about someone feeling pressure to conform to a particular group based on their demographics, then using less rich modes, like email and instant messaging, can help hide these differences and increase the individual’s perceived freedom to truly be themselves. Ultimately, there are a myriad of reasons why a particular worker might prefer one communication mode over another. Thus, the best way to ensure everyone’s needs are being met is to ask other people for their communication preferences rather than assuming a particular interaction style is best. By asking the simple question of how others prefer to communicate, not only will you help to create a more inclusive work environment that limits miscommunication, but people will likely want to interact with you even more (because you utilize their preferred mode of interaction).
Your research has been featured in esteemed outlets like The Economist and Harvard Business Review. How do you go about translating complex academic research into actionable advice for professionals and organizations?
One of the highlights of my job is uncovering research-based communication and work strategies that benefit both individuals and organizations. Many published studies tend to be ‘a solution looking for a problem,’ as researchers often analyze large datasets to find significant findings and later determine their impact. To make sure my research is truly impactful, I always start each project by engaging with people and immersing myself in organizations. By identifying the problem first and then determining the relevant data to address it, I ensure that my findings make a valuable contribution in addressing the key issues faced by individuals and organizations.
On a personal level, what do you find most rewarding about your work in teaching and consulting on virtual communication? Is there a particular success story or moment that stands out to you?
I find it deeply rewarding when the lessons I’ve imparted enable students or teams to significantly enhance both their work and personal wellbeing. Recently, my organization, Ping Group, was brought in to consult a Fortune 500 company grappling with extreme communication overload. Employees faced back-to-back meetings, and many found themselves responding to a deluge of emails well into their evenings.
I led a project to tackle this issue by leveraging research-backed tools to help teams:
A) Better conceptualize and question their communication norms and assumptions (e.g., Is this meeting necessary? When should we use instant messaging versus email? When should cameras be on or off? How can we carve out uninterrupted task-focused time?).
B) Develop more productive communication habits based on those outcomes.
These efforts resulted in nearly a 10% increase in employee productivity. However, what truly resonated with me was an email I received a month after the project from one of the executives. They said, ‘Thanks to you, I can finally enjoy my evenings with my family.’ This heartfelt message underscored the true impact of my work—not just improving the organization’s bottom line, but also enhancing the wellbeing of its employees. Discovering solutions that achieve both is what I find most meaningful.
Finally, what advice would you offer to aspiring leaders and professionals who want to excel in virtual communication? Are there any lessons from your own career that you’d like to share as inspiration?
The two first pieces of advice I always give to those looking to improve their virtual communication are to constantly question their assumptions and to embrace continuous learning. When individuals or teams simply “go with the flow” and fail to critically assess their communication choices, they often end up with hours of excessive meetings, and email and instant message inboxes that never seem manageable. Beyond taking the time to thoughtfully reflect on your communication, the second key element—ongoing learning—is crucial for making informed decisions. New communication tools are constantly being introduced, and the ways we use them are always evolving. By understanding the science and research behind which communication modes are most effective and when to use them, as well as how to best tailor your messages for each platform, you’ll be better equipped to tackle any communication challenges that you face.