by Steve Adubato, PhD

I recently sat down with former Chairman of CIT Al Gamper, who serves as Chairman of the Board at Rutgers University. For the past 30 years, Gamper has been on the forefront of many high-profile leadership and communication challenges. Gamper has managed people at every level at CIT. Having worked his way up through the ranks, he has also reported to a lot of managers and knows how important effective communication is to organizational and individual productivity and morale.

I recently asked Gamper about some of the most important things he learned about communicating in the corporate world. Here is what he said:

• E-mail is Great But… Gamper feels that e-mail is an important communication tool because it can be done “quickly and you can cover a wide range of subjects.” But he is concerned that too many executives “manage by e-mail.” He distinguishes between communicating and managing electronically. Gamper says that some corporate managers use e-mail as an “avoidance vehicle.” “I find that somebody is ten feet away and they e-mail a message to somebody. Get up and get some exercise.” The problem, says Gamper, is that many of us have figured out that e-mail allows us to communicate on difficult issues while avoiding direct confrontation.

• Communicate with Caution. Gamper also says you have to be particularly careful about what you say in an e-mail. He argues some professionals can get sloppy and don’t think through the broader implications of their e-mail communication. He says in today’s post-Enron environment, you really should consider that any e-mail that you write could wind up in a major newspaper the next day, which could create a communication crisis.

• Candor Counts. Gamper says that not enough corporate leaders appreciate the importance of being candid. He says some executives “sugar coat” when communicating about potentially painful realities regarding corporate performance, and that’s a mistake. “I think candor and frankness is rewarded…investors become more patient with the truth.”

• Focus on Facts, Not Spin. Gamper is not a big fan of attempting to “manage the spin.” He’s a big believer in having a strong internal and external communication plan, but he feels that too many of his colleagues don’t understand that in the end, “you set your targets, you set your goals and you are measured by those. You can’t manage the information. You’ve got to provide the facts and be as candid as possible.”

• Action vs. Image. Gamper also says corporate America has developed a culture of “Rock Star CEOs,” which he says can be very dangerous. Being visible is one thing, but Gamper says too many CEOs like to be seen on television and in the magazines. He argues that this communication approach can get out of control and can cause an organization to lose focus. In the end, Gamper says, actions always communicate much louder than your words or your spin.

• Avoid Extremes. Gamper explored the problem that arises when a professional communicates his displeasure with the performance of others by raising his voice or being particularly strident. Gamper says that his success at CIT came from “managing and communicating in the middle.” He says that a leader must watch out for going to the extremes. He advises to not be too violently happy one day, and down the next. “Don’t beat somebody up on Monday and then pat them on the back with a big smile on Tuesday.”

Al Gamper has spent 30 years trying to figure out how to connect with internal and external stakeholders and customers. He knows that the key to connecting centers around communication in all its forms. The lessons Gamper has learned and now shares with us are valuable indeed.