Great Leaders Know How to Communicate

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Leaders who communicate effectively will have more resilient and capable teams. When team members feel well informed about what is going on, they have greater trust in their leaders and find more meaning in their work.

When organizations have open and honest communication at all levels and in all directions, they will be more likely to maintain their morale and productivity when a crisis hits.

Here how great leaders communicate:

Overcommunicate

While most leaders think they are sharing enough information with their employees, the opposite is usually the case. When I survey employees, most wish they had more information from senior leaders. Don't assume that everyone will get your message with just one announcement or email. Communicate critical information in several different ways and in various forums to make sure it is heard and understood. In a crisis, communicate much more than you think is necessary.

Restructure Staff Meetings

Too many staff meetings start with the most senior person speaking, and then each team member giving their report. While this one-way communication shares information, its benefits are limited. Many people stop listening and check out of the meeting. Consider focusing staff meetings on a theme or problem and then have a discussion that engages everyone. You want dialogue, not monologue. If you're running the meeting, consider going last to avoid dominating the conversation.

Ask Questions

One of the best ways to improve communication is to ask probing and thoughtful questions. The more senior you are, the more questions you should be asking. Then, shut up and listen.

Share Bad News

Failure to communicate negative news often leaves a vacuum that will be filled by gossip and stories far worse than reality. Communicate what you can early and often. If you don't have all the facts, it is ok to say that and tell people what you can. If you cannot tell a full story due to privacy issues, say so.

Talk In Person

An email is a limited form of communication best used to confirm information, clarify tasks, or deliver non-complex details. It is a terrible tool for resolving conflict, negotiating, or discussing complex issues. Pick up the phone, schedule a meeting, or (once we’re back in our offices) walk down the hall to communicate in person. You'll have a more robust and often effective conversation when you talk in person.

Be Clear and Concise

Think elevator briefing - a brief, persuasive speech - every time you communicate. With limited time and way too many emails, writing a concise email, or giving a quick, simple explanation will mean you're better understood.

Have an Open Mind

Suppress your opinions and solicit input with a genuine desire to learn from others. Employees will often tell the boss what they think they want to hear instead of their real thoughts. Avoid this by speaking last and valuing the opinions of others.

What have you done to improve your communication?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.

Want a More Resilient Team? Improve Communication.

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When team members feel well-informed about work-related events, the team is more likely to thrive in adversity. Keeping people informed sounds simple, right?

Unfortunately, it’s not as easy as it sounds to communicate the right amount of information to the right people at the right time.

I've conducted dozens of resilience training sessions for teams around the world, and most of them identify communication as their most significant problem area.

Given the complexity of how people communicate, how do you encourage sufficient information sharing without overwhelming team members? Here are a few tips:

Reduce Email

While email can be a useful communication tool, it is often overused. Many of us use email instead of picking up the phone or walking down the hall because it is quick and easy. However, when we do that, we lose context and nuances and may say something we wouldn't express in person. That's why it's best to avoid fighting or negotiating by email. Use email to memorialize conversations, provide clear taskings, and for simple communications. Speak in person for more complex discussions.

Encourage Questions

Questions spark dialogue, which is a much more productive form of communication than only reporting what you know or did. Senior leaders often speak much more than they should because they have the most power in the room. Instead, they should be asking questions, soliciting input, and seeking out other's thoughts and ideas. I write the word "wait" in my notebook to remind myself to ask, "why am I talking?"

Promote Critical Thinking

The Foundation for Critical Thinking defines this as "self-guided, self-disciplined thinking which attempts to reason at the highest level of quality in a fair-minded way." Critical thinkers are open-minded, willing to hear alternative approaches, and challenge their assumptions. If you're senior, give staff permission to challenge your conclusions and decisions respectfully.

Solicit Differing Views

Before expressing your opinion, solicit input from your colleagues. Ask if anyone has an alternative view. Be open to hearing different ideas and suggestions. If you're the decision-maker, thank everyone for their input and explain why you chose one direction over the alternatives.

Share Information

Information is power, and many people are reluctant to share this power. There may be good reasons to limit information sharing, such as HR rules or political risk, but make not sharing the exception rather than the rule. 

Run Good Meetings

While meetings are an essential forum for information sharing and dialogue, most people hate them because they aren't run well. Make sure your meetings are worthwhile by starting on time, keeping them short, having clear agenda items, and encouraging robust discussions. Check out this advice from Forbes on how to run successful meetings.

Avoid Communication Vacuums

In a crisis, most people are hungry for information. When we get a hint of bad news coming, many people try to gather as much information as possible to be prepared for the hit. If leadership doesn't quickly provide details, rumors start to spread, and gossip takes over. Leaders must fill this vacuum with something, even if it's to say, "I don't know, but I'll let you know when I hear something." Resist the temptation to wait until you have all of the facts before saying something. Instead, immediately share what you do know and promise regular updates.

What have you done to improve communication in your workplace?

___________________________

To learn more about how you and your team can thrive in adversity, visit my website, and follow me on LinkedIn, Facebook, and Twitter. And, check out my online Resilience Leadership course.