All About Communication
The answer is not technology. Technology changes but the one constant is human communication. your career opportunity is your ability to use the principles of effective human communication to create connections and make things happen. Information is not communication.
Leaders become the face or human connection of an organization. They "connect" with people. They communicate values. Act consistently with those values. Communicate respect and concern. They tell the truth.
(1) Is it Correct?
Lying at work (or spin) drains us and enrages us. Your challenge as a communicator is to regain trust in a culture "spinning" out of control. We lose trust when someone lies in our presence - even if not to us specifically. Nothing makes believe you when you're right like admitting when you're wrong. Nothing earns more respect then seeing someone's confidence in owning up to their blunders, decisions, or poor performance. There's tremendous power in being known as a person who tells the truth. Straight. Unvarnished. Direct.
Maturity brings the realization that what people think matters a great deal. Wise communicators do reality checks often.
(2) Is it Complete?
Good communicators can't be cavalier about giving complete information.
- Explain your reasoning behind decisions. People may not agree but at least they will be glad to know what they are.
- Communicate the "how". After you state the "what" we should be doing, explain "how" we will be getting there.
- Be relevant. The same information means different things to different people. Think about what your information means to your audience.
- Mention the measures you are tracking.
- Don't hide behind technology. Pick up the phone or walk down the hall to talk/communicate.
- Tell Bad News Promptly. Time is essential to mitigate the damage. If some action or inaction on your part has caused the problem, explain what steps you've taken to date to correct the situation. Shoulder any responsibility that's yours.
- Frame negative news positively when you can do so honestly. If your team sees the glass half empty, you have every right and obligation to help them see it as half full.
- Never fear to be fallible.
(3) Is it Clear?
- Beware of the blank stare. Revisit your pitch/message/demo/talk/etc. Ask the basic question - Do people "get it"? Do they understand the goal - the what, the why and the how?
- Clear messages start with clear words. Clear words lead to clear action.
- Some Negatives - (a) A false sense of professionalism (Using big words and long sentences) (b) Elevating the importance of what we do (Using jargon to create meaning out of the mundane) (c) Phoniness and Insincerity (d) Ignorance on a subject (Using buzz words to cover up) (e) Intimidation (Using jargon and buzz words and making the message fuzzy)
- Use Plain English
- Start with the Punch Line - Summarize right away and follow with the background explanation. People will never understand the background without knowing your point.
- Be Specific - Words have meaning and carry the crux of conversation. Selection is essential to understanding and agreement. Choose the precise word. Nail down the specifics.
- Avoid Template drudgery - Templates save time and ensure consistency. Nevertheless they should serve as a starting point and not the finished product.
- Provide Context -
- Assume at your Own risk - Make the message clear, explicit and straight forward. Let it not be tacit.
- Body language - Confidence matters. Words never carry the complete message. Messages come from relationship, timing, tone of voice, what was said, and body language. All these things together comprise the total message that people "hear".
- Adapt your style to the person and purpose - Be aware of the culture context - High culture (Japanese, Chinese, Arabic, Greek, Spanish, Italian, English, French) - Low culture (American, Scandinavian, German and Swiss-German). Respect your audience and their time.
- Be Repetitious - Why? People hear what they expect to hear. They don't hear what they don't want to hear. To overcome that natural tendency to tune out, you'll need to repeat your message in multiple ways, at different times, using different methods to get your point across.
(4) It is purposefully Unclear?
To some extent, tact and evasion make civilization and camaraderie possible. But purposeful evasion as a rule, over time - where harmony is valued above honest communication - destroys trust, erodes morale, and lowers productivity.
A good leadership mindset - Share and Compare - Leaders with this mindset communicate information and their conclusions drawn about that information: their vision, goals, strategies, and initiatives. they ask for and listen for input from others before setting all decisions, policies, and plans in stone. Then they keep their ears to the ground for necessary course corrections as new information, better ideas, and varied viewpoints surface. They make as much effort to hear as to be heard, and they encourage other people to talk to each other about best practices.
Being direct is harder with emotionally immature and defensive employees. Feedback feels uncomfortable to many people. As long as face-saving remains the goal and culture, people will face a dilemma: Shall we be silent and save the relationship? Or communicate honestly and solve the problem?
Decide to be direct rather than play dodge ball - Difficult conversation stalls for many reasons: defensiveness, emotional immaturity, poor performance, fear of losing your star performers, fear of admitting personal mistakes, disgruntled customers. Honest conversation leads to respect, accountability, change and results.
Eliminate Euphemisms that elude meaning or action - Simply put yourself on the listening end of the project you're about to delegate. What comes to mind? ... No matter the difficulty of your message, say it. If you want action , state it.
(5) Is it Consistent?
Some people may doubt what you say, but they will always believe what you do. You communicate by - the policies you enforce, the behavior you reward, where you spend your money, where you spend your time ... Or NOT. As a leader, your challenge is to make sure everything synchs - what you say with what you do.
Double-Check the details - If you are a knowledge worker, words are the commerce of ideas. Attention to detail reflects an attitude of quality, commitment, and consistency communicated to customers. When somebody says, "I'm not a detail person" - Watch out! Attention to detail creates an overall message - one that's either consistent or not. and that message communicates volumes to others about the quality of work you expect from them.
The promises have to sync up somewhere. If you say you'll send the report, SEND THE REPORT. If you say you'll call, CALL. If you say you'll arrange a meeting, ARRANGE THE MEETING. Credible communicators follow through with what they promise - or stop promising.
Enforce the rules you write - Inconsistency fosters resentment. Consistency in applying policies of any kind builds trust.
Reward what you want - Let people know that they can count on you to notice - every time - and reward them consistently according to contributions that matter the most. Communicate appreciation and recognition by your rewards.
Live your lines - Embody your words. Demonstrate your values. Respect for individuals should rank high on your list. Model your words and values. Just as actors do, become the character that you play on the job. Better yet, make your role your autobiography.
(6) Are you Credible?
It may be all about you. If people don't think you're personally credible, your message won't matter.
Five things either contribute or detract from people's inclination to believe you:
- The Look - Appearance and physical presence.
- The Language - Words you choose, how well you think.
- The Likeability Factor - Your personality and Chemistry.
- Character - Your values and integrity.
- Competence - Your skill and track record.
The Look - Dress to feel confident, be comfortable, and cover yourself. Look successful at what you do. Make your body language relaxed, not rigid. Your posture, movement, gestures and mannerisms should command attention when you speak but convery the message that you are approachable. Your eyes convey the strongest message.
The Language - Language showcases or cracks your case for credibility.
- word choice (formal, precise, clear, etc),
- sentence structure (simple or convoluted),
- the ability to express ideas concisely and clearly both off-the-cuff and with forethought,
- the ability to respond to challenging questions with poise, tact and authority.
- be authentic.
The Likeability factor - To be heard you have to make people like you. People believe people they like.
- Show your humanity - Audiences have more in common with those who struggle than with those who succeed in life. People respond to humans much more favorably than to machines.
- Share a sense of humor - Self-deprecating humor can open hearts and minds to make people receptive to ideas in ways words alone cannot.
- Show humility - Power can be seductive. Praise pushes peoples buttons ... and an act of arrogance can destroy an otherwise credible communicator. (a) Let other people take the stage. (b) Let other people feel important (c) Get input from others (d) Share the limelight (e) Share leadership roles
(7) Are You Concerned and Connected?
It is better to speak from a full heart and an empty head than from a full head and an empty heart. - Dublin Opinion.
Connect with People as People - Leaders who show they care about people as individuals - not as employees, suppliers, or customers - make a connection.
Engage - Don't just report the news. Your people don't want a news story on what "they" said. They want your perspective on what "you" heard.
Listen like you care - Acknowledge that you hear what others communicate to you - both verbally and non-verbally. Communicate concern through your words and body language. Listening means focusing on the other person with sincere, not just polite, interest - not just waiting your turn to talk.
Act on what you Hear and Report on what you've Done.
(8) Is it Current?
Language is the machinery of the new age.
Speed in accessing information suggests status. The plan for getting information to your team has to be efficient and quick. Delay is deadly. Delayed information means decisions are placed on hold and productivity takes a nose dive. Delay decays morale.
Send information at the point of relevance or not at all.
(9) Does your communication make you look Competent?
When creating your message - focus on - What's your point? Once you've determined your real purpose, you can shape your one-sentence message as a road map.
Translate concepts like "Vision", "Strategy" into specifics. Make your facts tell a story. Do not leave it for interpretation, else each one in the audience will interpret a new one.
Create impact with stories. Stories make it stronger. Make sure the point deserves a story. Use analogies and metaphors to drive Emotion and Deepen understanding.
Persuasion - Be clear about your purpose. Do not leave it to the listener to draw conclusions. You are expected to take a point of view about the information you provide. The four S's of persuasion:
- Solid Facts.
- Sound Logic.
- Straightforward Language.
- Strong Structure.
Make your bottom line your opening line, cause
- It is difficult to understand the details if you don't have a summary of the big-picture details.
- Attention wanes quickly.
- People expect applicable messages.
Be passionate - Take your personality with you when you present your ideas. Our passion rises and falls based on what is at stake. Your audience understands that concept all too well. They take their cues from you.
Recommend rather than report - The reason someone asked you the question is that you're the expert. They want your expert opinion. Communicate the next action as clearly as the problem and you'll certainly be a leader. Whether you're walking into the boardroom or the client's office, be ready to state a viewpoint or offer a recommendation.
Be careful in emailing - know what Never to put in an email.
Pay attention to Punctuation and Grammar - The ability to write clearly is no small matter. Those who write and speak competently get attention. Your writing and speaking reflect your thinking. How well you organize your ideas. If you can sort the significant from the trivial. How quickly you think on your feet. How clearly and concisely you explain things and respond to issues.
Everyday the world judges your competence by what you say and write.
(10) Is it Circular?
The true spirit of conversation consists in building on another's observation, not overturning it.
Lead from the Front Lines not the Sidelines.
- Be involved with them rather then watching them do it.
- Take charge of the situation rather than reacting to it.
Make feedback an obsession - What we expect and what we want - what we get and what we give - seem to be very different things.
Lead work sessions - Not bull sessions.
- Notes gleaned from The Voice of Authority (10 Communication Strategies Every Leader Needs to Know) - by Dianna Booher
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