It is often said that the key to leadership mastery is communication. Yet without the underlying element of comprehension, communication is likely to be fruitless. People can be communicated at ad infinitum, but if there is little or no understanding there will be a significant lack in the amount of progress that can be made.
How can leaders be aware of and leverage this essential component?
Communicate information at the most effective time
Is information given in enough time for it to be received, decoded, and applied? Frequently leaders will give information close to the deadline for when it will be used, making the assumption that teams will have adequate time and resources to make the checks that they need. This can lead to teams not coming back with questions because it is too late. Assumptions can also be made around the amount of time that people need to assess the information, particularly if leaders are not aware of what other work the team is currently undertaking.
Make no assumptions about levels of understanding
Not everyone in organisations has the same level of proximity to subjects and therefore the same level of insight as to what the projects entail. By not assuming that everyone is up to the same speed, leaders can ensure that a clear baseline of information is made accessible to all. This reduces misunderstandings and misinterpretations.
Recognise that people might not say when they are struggling
It can be difficult to own areas that are challenging. If they’re working for an organisation where there is a strong culture of success and performance, some team members might not feel comfortable saying that they do not understand something or asking questions. Defensive behaviour can creep in as people seek to protect themselves from criticism or blame. This might be conscious or unconscious: people may or may not know that they are responding in this way. Leaders who have mastered this area are able to tackle these cases sensitively and without shaming. It is key to be aware that everyone will struggle with something and be able to acknowledge this openly and without recrimination.
Be aware that there will be introverts and extroverts on the teams
Everyone has different ways of processing information. The most successful leaders appreciate that some people will be able to respond to information quickly and succinctly, whereas others will need time to take the information away and reflect on this. It does not mean that if someone does not come back quickly that they do not care or are uninterested. Take time to understand how team members like to be communicated with and respect their preferences.
Never scrimp on communication
It is frequently said that you can never communicate too much. If it feels like information is being overcommunicated, could it be that it is being communicated in the wrong way? For those people old enough to remember: is a fax trying to be sent to a phone number? If one form of communication doesn’t seem to be working try different ones, to see if it is the method of communication and not the message that is the stumbling block. From a neuroscientific point of view, the brain hates not knowing something, so it will always fill in the blanks if the information isn’t there — often with the incorrect information.
Being a leader can be challenging, especially when one is new to the role. Remembering that people want to be communicated with, and understood, can help to build those crucial relationships right from the start.
By Julia Rogers CPC, MCC, MA
