Effective communicators know that just because something is said doesn’t mean it is understood. Equally they know that just because something was emailed doesn’t mean it was opened or read, let alone understood.
Many managers communicate with their people in the same way a doctor does, by offering a diagnosis and by giving advice. On the surface, there is nothing wrong with this, but there is a crucial difference between the role of a doctor and the role of a manager. As a patient, I’m responsible for my health, not my doctor. It is my choice to heed my doctor’s advice or to ignore it. In an organisation, the manager retains responsibility for the actions of his or her people. In fact, managers achieve through their people. Managers delegate tasks, but they cannot abdicate responsibility for those tasks.
Ineffective managers see their communications as just another item on their ‘to do’ list. A task is ticked off when an email is sent, or when they deliver a monologue from the top of the room.
Over the years, in working with managers and communicators at both ends of the effectiveness scale, I’ve noted three distinctions that separate effective managers from those who struggle as communicators.
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Result first, process second
Effective managers are focused on the end result, not the process. They know exactly the result they are trying to achieve, which takes precedent over the method of communication. For example, a manager wants her staff to be proactive in sharing their ideas. The end result is that she wants staff to be vocal and willing to offer suggestions. How would this be best achieved? Would sending a once off email ‘to all staff’ be the most effective way to achieve this result, or should she stimulate new conversations with them by having face to face meetings?
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Dialogue not monologue
When communicating verbally to groups, either in the form of a presentation or a meeting, effective communicators participate in dialogue (as opposed to monologues.) This means preparing questions, not just statements, because questions are how we stimulate discussion and engage people.
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Follow Up
Lastly, and perhaps most critically, effective managers follow up on their communications. They check in with people, they check for understanding (asking does anyone have any questions is not checking for understanding) and they create an environment where people can feel comfortable in raising their hand.
Better communication means better & more frequent conversations
If, as a manager you are serious about stimulating behavioural change based on the values you wish to instill, this will always mean having better and more frequent conversations with your people. It is an on-going process.
Getting clear on the desired result, engaging in dialogue and in particular following up, may require a greater investment of time, but surely this is wiser than wasting time with a ‘communication strategy’ that has little hope of being effective in the first place.
If you are currently just ticking the box when it comes to your communications, just add one more item to your ‘to do’ list – -follow up. In the words of Ronald Reagan, when it comes to communication and checking for understanding – ‘trust but verify.’
James Sweetman is the author of five books, a motivational speaker, coach, trainer & columnist. www.jamessweetman.com
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Hundreds of Ireland’s most dynamic business people met, connected and inspired each other at the All-Ireland Business Summit last April.
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