I believe that communication effectiveness as a leader is the
culmination of countless one-on-one conversations throughout each and every
day. Some of these encounters result in exactly what we had hoped for and
others leave us mystified by the other person's actions or responses. In my
experience as a consultant, I have discovered that there are specific
principles or laws that contribute to the success of our interpersonal
communications. In this article, we will explore three of the Six Laws of
Communication for Leaders. In our next issue, we will complete the article
with three more of these important laws.
- You can't lead from the corner office
I often hear leaders say that they don't have
the time to communicate with employees. They explain that they spend their day
going from one meeting to another. Unfortunately, the information they receive
is limited to input from the people in these meetings. What is wrong with this
picture? Leaders who don't get "out and about," end up making decisions on
information that is received exclusively from this small circle of
individuals.
Is it possible to lead a large organization and
find time to communicate with a wide cross-section of employees? Several months
ago I attended a presentation by Paul Levy, CEO of Beth Israel Deaconess
Medical Center in Boston in which he described the numerous forums he uses to
communicate with employees. He attends every new employee orientation, conducts
town hall forums and is frequently observed speaking with employees on the
second and third shift. Paul is an excellent example of how "getting out of
your office" to communicate can lead to success. To learn more about Paul's
communication style, check out his bolg at
http://runningahospital.blogspot.com.
Employees are hungry to hear the point of view
of leaders "up close and personal." This responsibility is too critical to be
left to chance. I recommend that you schedule a series of meetings every month
with groups of employees. Make these meetings a top priority and be prepared
for extraordinary results.
- Adjust your style to the individual listener
In my work as an executive coach, I am
sometimes confronted with a client who proudly states, "I'm a very direct and
open person. I call things as I see them and if people don't like my
directness, that's their problem." This type of attitude eventually leads to a
visit with a different type of consultant, one who specializes in outplacement.
Leaders must influence a host of stakeholders on a daily basis. Each of these
individuals responds to different approaches and has widely diverse concerns
and priorities.
Successful communicators consider the
differences in the people they encounter in one-to-one situations and in a
matter of seconds ask themselves questions such as: How is this person coming
across today? Are they tense, subdued, or excited? What is most important to
them right now? What approach will help them understand my message? What can I
learn from this individual?
- Reprimanding without empathy is counterproductive
If you have ever been on the receiving end of a
bombastic reprimand, you probably still remember the experience. Did your
behavior change for the better as a result of this verbal punishment or did it
result in resentment? Is there a better way to deal with mistakes, oversights
and failures? When faced with the need to reprimand an employee, ask the
following question, "Is this an opportunity to coach, teach or correct?" Then
ask yourself, " How should this individual's level of experience, history of
similar incidents and the severity of the current incident influence my
approach?"
Being firm and direct in delivering feedback is
an admirable trait. However, whenever possible let the individual know that you
have confidence in his ability to turn the situation around and to call on you
if you can be of help. Employees make mistakes. How leaders respond to these
situations can be a teachable moment or undermine morale and motivation. It
truly is possible to deliver a strong message that results in positive behavior
change while retaining your dignity and that of the person being reprimanded.
The next issue of The Insightful Leader will contain
three additional laws of communication. I hope this article has been helpful
and look forward to your comments.
The following resources from M. J.
Campbell Associates are recommended for your professional development:
|