- Watch your language.
You may use metaphors to offer something your audience can relate
to -- a common thought or feeling. But many leaders rely on battle
metaphors or violent, divisive language such as "Let’s conduct guerrilla
warfare," or "obliterate the competition." These metaphors reinforce
win-lose, self-interested behavior rather than collaboration. Even
many sports metaphors have become empty clichés. Opt for clear, positive
language and straightforward sincerity to foster shared understanding
and earn the support of your group.
- Follow through.
Failure to follow through on rhetoric accounts for no small amount
of the cynicism and weariness seen in today's workplace. If you make
a promise, follow through with action, even if the action ends up
being an explanation of why the promise can't be enacted. Also, don't
contradict your rhetoric by, for example, talking about great customer
service while treating fellow colleagues arrogantly or rudely.
- Deal with uncertainty.
Don’t be afraid to talk about failure, midcourse adjustments, or "bugs"
that the organization must work through. Create the expectation that
these will be a normal part of organizational life. You’ll be telling
the truth. Throughout a transition, clearly communicate the context
of what it means and why decisions were made (goals, reasons, participants,
estimated effects, costs, etc.).
- Be an active listener.
Good listening is an art too few people have mastered. Concentrate
on the speaker’s message, and resist distractions. Keep an open mind
to others’ ideas. Don’t tune out if you disagree. Indicate you understand
what the speaker said by reframing key points: "Let me be sure I understand
correctly. You’re saying…"
- Manage conflict.
Identify and involve major stakeholders. Hold one-on-one or very small
group discussions early to vent anger. Make sure that everyone knows
in advance why meetings are called. Set ground rules that create an
"attack-free," safe haven for dialogue. Use nonjudgmental, noninflammatory
language like "I perceive…" or "It seems to me…" Reiterate that personal
attacks and blame aren’t constructive. Identify and reiterate common
ground or common goals; focus on areas of agreement. Don’t force a
resolution; it’s OK to agree to disagree.
- Respond, don’t
"re-act." We often "re-act" to others based on something that
happened to us before. Responding mindfully rather than re-acting
emotionally requires self-knowledge and discipline, but it allows
us to be more effective in our communication. As a leader, you’re
a role model — you set the tone for what’s appropriate in the organization.
Reflect on your hot buttons, and identify a "keep calm" strategy for
when they get pushed.
- Give feedback.
Many of us soften feedback — at the expense of clarity — to avoid
confrontation. Provide specific examples that illustrate your critique.
For example, instead of "Your attitude is bad" or "That just didn’t
work," say, "When you miss deadlines, then cross your arms and look
away when I talk with you, it gives me the impression you don’t care
about the quality of your work. Can you help me understand this differently?"
Don’t forget positive feedback; studies show that a high percentage
of employees rarely receive positive feedback from their manager.
- Invite participation.
Hold meetings that include employees from different areas, and encourage
everyone to contribute. Ask employees to send you e-mail regarding
their ideas for doing things more effectively, and respond to all
queries. Have a "graffiti wall" where employees and leaders can exchange
concerns and ideas. This will provide the group with different perspectives
of the issues discussed and help ensure the top-down/bottom-up information
flow.
- Keep your team
up-to-date. Let employees know how their efforts compare to
their performance goals and how they are supporting the total picture.
Be honest; communicate bad news as well as good news.
- Connect personally
with employees. Since some employees may not have frequent
contact with you, create opportunities to do so. Sincere face-to-face
interaction is key; it gives more weight to telephone, e-mail, or
print communications between meetings.
- Take advantage
of communication resources. Studies show that the most successful
entrepreneurs and leaders know their limitations and seek outside
counsel and resources.
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