Читать книгу The Busy Leader's Handbook - Quint Studer - Страница 15

Great leaders are almost always great communicators. They have to be. Leaders must not only share information with many groups—employees, managers, customers, investors—but deliver it in a way that motivates people to act. That means knowing how to communicate in such a way that each audience truly “hears” the message, is inspired by it, and is willing to work hard toward common goals. This is a real art form.

Great communication is not just about people understanding what you are trying to say. It’s also about how they react to it and how they feel about you afterward. You want people not just to hear what you say but also engage emotionally with it. When they take your messages to heart and move enthusiastically toward the goals you’ve set for them, you know you’ve been successful.

Being a great communicator is more important than it has ever been. For one thing, the world is noisier than ever before. It’s hard to get people’s attention. It’s the digital age, so messages fly at people from all directions. Leaders need to be able to break through the chaos and say what they need to say in a way that will truly be heard and paid attention to.

As work environments are extremely complex and overflowing with information, part of being a good leader is managing the flow. Leaders need to be able to make sense of all this information and manage it in a way that gets everyone aligned and on the same page, keeps teams from getting siloed, and keeps everyone from feeling overwhelmed.

This is certainly not easy. For example, consider that more and more folks are working remotely. Even those who go into an office spend most of their time behind their desk and plugged into a computer, so there are fewer opportunities for chance encounters or face-to-face interactions between coworkers.

It just takes a much more intentional approach to keep everyone connected and on the same page. There may be things others need to know that you might not think about looping them in on, or vice versa, or bright spots that should be leveraged but could easily go unnoticed.

In an increasingly team-oriented and collaborative world, leaders must be ready and able to send, receive, and pass along massive amounts of information. Whereas in the past a person might be a part of one or two teams, today they’re often expected to be part of many different projects and to move effortlessly between them. That means we must have good communication habits in place. We can’t literally be in two places at once (at least until we figure out cloning), but good communication can help you stay connected to more than one place at a time.

Finally, leaders must be able to build strong relationships. They are the foundation for everything else. Leaders must communicate in ways that nurture and enhance relationships. Great communication from leaders sets people up to do their best work, helps them improve and grow, and connects them to a sense of meaning and purpose. If you can do all of these things you will automatically create healthy, mutually beneficial relationships.

All of that said, what does great communication look like in action? Here are a few tips for communicating well and making sure the rest of your team does so, too:

 You have to walk the walk before you can talk the talk. First and foremost, being a great communicator must be underpinned by reputation. It’s not just about mastering the technical aspects of communication, it’s about doing great work. It’s about being credible. When you are solid, honest, and authentic, people will trust you and be receptive to what you have to say. This is more than half the battle.

 Practice being a great listener. This is a fundamental part of being a great communicator. Learn to listen actively. Give the person speaking your full attention. Rather than calculating your response while the other person is talking, try to stay focused on understanding what they’re saying. It can help to ask an occasional question or make a comment that shows you’re following what they’re saying. Finally, summarize what you heard in order to confirm that what you think they said is actually what they meant.

 Make communication a regular part of your job. Don’t communicate only when you think there is “news.” People need to know what’s going on in an organization at all times. Even if you assume they know certain things, there’s a good chance they don’t. It can be tempting to deliver only good news. Yet visibility and communication are even more important when things are tough. People imagine the worst and this can create anxiety.

 Carry your own messages to employees and to other senior leaders. People want to hear from their leaders directly, especially on sensitive issues. It’s important to face employees to say what you think and not deflect or rely on higher-ups to share bad news. Likewise, your boss wants to hear from you directly and will respect you for reaching out with any concerns. When you carry your own messages you model this behavior for employees and they will be more likely to do the same. This is a key component of ownership.

 Choose your method wisely. Know when to email, when to call, when to show up in person. Face time (real face time, not the kind that happens on your smart phone or computer) counts for a lot. When you can’t be face to face, know what should be said in an email and which conversations will require a phone call. Sensitive topics should definitely be addressed face to face or at least over the phone. So should those that have a lot of confusing details where people will need to ask questions (it’s just so much more efficient than a lot of back-and-forth emails).

 Know that communication is more than just the words you say; it’s all the things that go alongside that. Human beings are hardwired to read and respond to tonality and nonverbal cues. Make sure you’re aware at all times what you’re projecting to others. Pay attention to:

 Tone. The way you say things matters. Does your voice sound strong and confident or anxious and hesitant? Optimistic or worried?

 Body language. Think about your facial expressions and posture, but also about how you’re standing (or sitting), whether your arms are defensively crossed or relaxed, etc.

 Timing. When you deliver a message is just as important as the message itself, and makes a huge impact on how people respond to it. If you have to send a tough email or deliver a tough message, think about when best to send it.

 Setting. Being visible, and face to face, as much as possible helps build credibility and allows you to create a more personal relationship. Also, where are you physically located? Are you trying to stop someone in a hallway with a long, drawn- out discussion? Are you having a private conversation in a public space? Pay attention to where your employees will best receive the information that you put out. If no one looks at the bulletin board, it probably isn’t the best place to put critical announcements.

 Be clear and simple with your messages. Try to eliminate all traces of vagueness. Make it obvious: this is the goal, this is how long the task will take, these are the resources you’ll need, here’s how you can streamline the process. People just respond better to simplicity, and if you aren’t absolutely clear you’ll just have to explain it again later (possibly after they’ve done it the wrong way).

 Tailor messages to the audience. Don’t say it the same way in the board room that you’d say it in the machine shop. Good communication means being able to speak the same language as your audience. (Even so, there’s no reason to “fancy things up” for C-suiters, board members, or high-level clients. Most people appreciate simplicity and plain language.)

 Be as transparent as possible. We talk about this elsewhere in the book, but it bears repeating here: be as transparent as you can be at all times. When people feel you have a hidden agenda, they don’t trust you and they are likely to feel anxious. If there is a valid reason why you can’t tell them everything, just say so. Otherwise they will read this as you being evasive. Be honest in good times and in bad.

 Use communication as an anxiety-relieving tool. Keep people posted on projects that are underway. If an important deadline is coming up, regularly check in with both higher-ups and employees and let them know, “Hey, we’re in good shape.” When you know an issue or event is on someone’s mind, be proactive about keeping them in the loop. When they hear nothing, people tend to assume the worst. The more you check in, the less anxious they’ll be. Always seek to demystify and reassure with regular communication.

 Don’t bombard people with too much information. If you’re constantly talking and sending a thousand emails, people will tune you out. Make sure they truly need the information. Make good decisions about who you copy on emails. Literally say, “If I am copying you and you don’t need to be copied please tell me.” Never use a blind “cc.” Also, don’t overload their inbox over the weekend. They’ll only feel overwhelmed and dread Monday morning.

 Constantly ask yourself, “What do I know that others might also need to know?” The irony is that while people complain about too many meetings and too much email, they also feel they aren’t getting the information they really need. Always be thinking about what you need to share with people so they can do their job to the best of their ability.

 Communicate important things more than once and in a variety of ways. If it’s a critical message you may want to say it 10 different ways: in meetings, in emails, in company newsletters, in routine conversations about projects. Remember, your message has to get through a wall of information so it’s better to err on the side of saying it too many times versus taking the risk of not being heard. Also, know people’s preferred communication methods—some prefer email, some prefer phone calls, some prefer a face-to- face meeting—and use them when you can.

 Be sensitive to making virtual workers feel part of the team and “in the loop.” In other words, Skype or videoconference whenever you can. It’s easy for these workers to feel cut off from the rest of the company. Seeing your face on their screen will help. On the rare occasions when you do get to see a remote employee face to face, really make the most of it. Try to do something fun. You will send the message that they’re a key part of the team and you genuinely care about them.

 Don’t assume people are hearing what you say. Verify by asking if they understand. Communication is a two-way street. Be sure employees respond to you in a way that lets you know they truly “heard” what you said. (As mentioned earlier, this is part of being an active listener.) The way you communicate as a leader sets the example, but if they aren’t picking up on it don’t hesitate to say so. Also, narrate the importance of good communication practices so they will adopt them, too.

 Regularly communicate bright spots and wins. This is the kind of communication that feels good to leaders and employees. It doesn’t always come naturally to leaders because we are trained to look for problems and solve them, but we need to share positive messages often. Research shows it takes a 3-to-1 ratio—three positive messages for every negative message—for people to feel good about you as a person and a leader. Get intentional about sending these kinds of messages.

 Make good communication part of your culture. Make sure you’re sending the right messages about valuing communication. Be easy to communicate with. Keep your door open and make sure people know they are welcome to talk to you at any time. When they come to you with an issue, be welcoming and ultra-responsive. Encourage people to ask questions until they understand; don’t make them feel like they are interrupting or irritating you.

Also, put systems in place to make sure people “get” the importance of regular communication. For example, tell them to send their to-do list several times a week so you know exactly what they are working on. You might also want to set aside a few hours at least once a week for employees to connect on a deeper level. During this time they can approach you with any concerns or questions they may have. This will train you and them to make time for focusing on communication.

Communication is how work gets done. Great communication is a force multiplier. It makes everything you do more effective.

When you zero in on how well you are communicating and really get intentional about doing it better, you will be amazed by how much improvement you’ll see. You may find that there are fewer mistakes and that people meet their deadlines more often. You may find that, in general, there is less anxiety, more engagement, and a more positive culture. Not a bad payoff for paying attention to the messages you’re sending.