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
