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Tag Archives: Effective Communication

Seagull screeching the words "Clarity in Communication"

Communication is the lifeblood of all organizations. So much so, there are whole industries built around identifying the divides between people and bridging them to create effective teams. If your co-workers do not understand the goal or details you are trying to convey, it is likely there will be confusion strewn throughout the entire process of your project. Clear communication is not all about group dynamics and personalities. There is a rhyme and reason to the process that can be reflected and improved upon on an individual basis too. If you’re interested in improving your own communicative process, consider the tips below:

1. Pay Attention To Language Preferences

Everybody has language preferences. If you spend enough time in an organization, you’ll likely develop a sense of the different backgrounds people come from, and the type of language that engages them the most easily. Pay attention in meetings and in written correspondence to the way ideas are phrased and the presented. Then, apply your findings to your messaging.

2. Body Language and Volume

Humans are emotional creatures, and we are wired to pick up signals not just from speech, but from the way in which our speech is presented. For example, folded arms can undermine your position when trying to encourage participation and collaboration. Getting loud or using animated facial expressions can be read as excited as easily as intimidating. If people shy away or don’t physically present in a way to you that seems engaged, consider how you might adjust your body language to appear more approachable.

3. Expand Vocabulary

Sometimes clear communication is as simple as developing a greater precision in language. Crack open a thesaurus and study the contextual differences and appropriate use of terms you frequently encounter or use in your organization. There’s nuance in English between similar concepts, so any additional ability to distinguish your meaning can be valuable.

4. Ask Questions

If you are confused by someone’s meaning, do not be afraid to simply ask for clarification. Sometimes it can be intimidating to question a superior or pester a group message with a stream of individual questions. However, your confusion may be shared by the group at large, so being proactive and asking for more information can be beneficial for all. If the questions don’t clarify to your satisfaction, consider asking other colleagues or involving a mediator to get everyone on the same page.

There are a lot of factors that make up clear and effective communication. By using concise language and being more aware of others’ manners and modes, you can implement the changes that will lead to more effective team dynamics. Where there is rapport and understanding, there is success!

Margaret Smith is a career coach, author, Insights® Discovery (and Deeper Discovery) Licensed Practitioner, and founder of UXL. She hosts WORKSHOPS for people who need career or personal guidance.
NOW LIVE: Check out Margaret’s NEW online Leadership Course.

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In this talk, Michael Goldberg defines networking as “a proactive approach to meeting people.” He reveals ways to take advantage of opportunities you encounter when meeting new people. Take a look!

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creativity

Here’s a scenario: You bolt awake at night, with the solution to a problem clear as day in your mind. Familiar with this type of experience? If so, congratulations, you’ve had an epiphany.

Now, you must show your coworkers–and more importantly, your boss–what makes your idea so great. Here is where many people stumble. It’s great to have ideas. It’s even better to believe in yourself and be convinced that your idea will really work. But the hard part is pitching it to those who have the power to either make your idea a reality, or push it off into the reject pile.

So, how do you sell an idea to your boss?

1. Know Your Boss

What are your boss’s priorities? What are they passionate about in the business? What are their hot button issues? By knowing your boss, you’ll know how to pitch the idea in a way that makes the maximum impact on them.

2. Know Your Business

How does your business run? Do you know the in’s and out’s of how things get done? Familiarizing yourself with the entire business–not just your part in it–will make your proposal much more appealing.

3. Timing Is Key

Do you approach your boss while their busy with five other projects, or do you wait for the opportunity to have their undivided attention? Of course, different bosses work differently, so you know better than I do when the optimum time to approach them is. Don’t mention your idea until you’ve found that perfect time to do so, because you want the idea to have the biggest impression possible.

For tips on drafting a proposal and presenting it, you’ll have to stay tuned for next week’s post!

 

 

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Reaching for StarWhat comes to mind when you hear the word “leader”? The captain of a team, perhaps? The lead soloist in an orchestra, or the director of a play?

I’d say these are all classic examples, as leaders like these inspire others to follow, thrive in the spotlight, and break new ground with their achievements. When we witness such leaders in action, it’s only natural to wonder: how did they get like that? Are great leaders born naturals, or did they learn and cultivate their skills?

To answer this, we must first dispel the myth that all leaders fit into the same cookie-cutter outlines. The examples I listed above, while all good ones, leave out many other kinds of influential leaders. Mentors, tutors, coaches, and other one-on-one roles are examples of leadership conducted behind the scenes. Similarly, parenting is a type of constant leadership that rarely gets awards or praise. There are scores of leaders who make their mark quietly, without any fanfare.

Once we see that leaders are a large, diverse group of people with all sorts of natural gifts and skills, it’s easier to see where our talents could apply to a leadership capacity. Undoubtedly, some people are naturally better equipped to fill many types of leadership roles, but no leader becomes great without dedicating time and effort into becoming better. And the biggest asset a leader has? Self-awareness.

In her article on Forbes’ website, author and coach Erika Anderson says her experience has shown the best leaders are self-aware: “Without exception, the more self-aware someone is, the easier he or she is to coach; the more improvable and better able to accept what they need in order to improve.”  I wholeheartedly agree. In my coaching experience, there’s not much you can do to help someone who is unwilling or unable to see themselves in a realistic light. I’ve had much more success coaching someone of modest skills who is self-aware.

Know your strengths, know your weaknesses, and know where you plug in to the world around you. This is the big idea behind self-awareness. You may possess amazing speaking skills, or a gift for innovative ideas, but if you cannot even accurately see who you are, and where you fit in, you’ll never be able to lead others.

That’s my thought for this week, and can you believe that next week is already August? I hope you’ve gotten a chance to get outdoors!

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Leadership_Scrabble

I stumbled upon a great blog post this week by life coach Chris LoCurto on what leadership is, and what it is not. As I’ve discussed before, effective leadership depends on support, compassion, and trust, not on strict rules or fear tactics.

According to LoCurto, leadership is:

not a title

not a dictatorship

not selfish

not a blame game

Okay, so that’s what leadership isn’t. What about what it is? LoCurto says leadership is:

-Selfless

-Visionary

-Accountable

-Rewarding

What are good descriptors of leadership that come to mind for you? I’d love to hear your thoughts.

Have a great week!

 

 

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july-4th-tempe-town-lake

On this Fourth of July, I hope you’re taking time to get outside, enjoy time with friends and family, and see some fireworks. But the holiday also offers us a chance to look back on the country’s history and see what kind of lessons and insight we might take from it. In particular, what can we learn about leadership from the first American leaders?

This is the topic of a blog post from Harvard Business review blog: here’s the link.

In contrast to the way we see the Founding Fathers–great, infallible men who did no wrong–the article points out that each founder had both brilliant areas of expertise, but also glaring weaknesses. “Thomas Jefferson, drafter of the Declaration of Independence, was superb with a pen,” writes Jeffrey Gedmin, CEO of Legatum Institute. “He was a notoriously poor public speaker, however.” Similarly, John Adams was extremely intelligent and courageous, but suffered “extreme mood swings” that made him difficult to work with.

So while we may view the Founders in a heroic light, the truth is they too were normal people with normal strengths and weaknesses. The success of the country came not from strength or genius of individuals, but from the power of cooperation and complementary skill sets.

Just a little food for thought. Have a great holiday weekend!

 

 

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time to adapt

I once collaborated on a project with a few people from my department. We all had different areas of expertise, so we relied on each other equally in order to get it off the ground.

The problem was, our visions of not only how we were going to execute the project, but what the project even looked like, were all over the board. It took weeks of frustrating debate just to come to an agreement on the project itself.

Then, there was the tug-of-war between us at every step of the process. One person wanted to draft specific, detailed assignments for each of us to follow verbatim. Since a few of us worked better in a more fluid, open style, that became a point of contention. Another member of the team insisted we meet in person multiple times a week, while there was one individual who thrived working on her own time.

Of course, we eventually got the job done. Once we had time to settle down and look back on the project, we admitted we could have all been more flexible.

It’s easy to get tunnel vision in situations like these. So easy, in fact, that I’ve witnessed the calmest, most professional leaders become almost hysterical when they’re in the middle of a collaborative project. Why is this?

I think it’s mainly due to pride. When we have a task before us, we all visualize how the end result will look, which is very necessary. But we unintentionally force our personal vision onto everyone else, even when we’re unaware that we’re doing it.

Think of a time when you resisted a suggestion from someone in a collaborative situation. I’m willing to bet that your resistance to their suggestion wasn’t necessarily because it was a bad idea. I’ll go so far as to say you objected because deep down, you were convinced that your vision was inherently better than theirs.

This is where the tunnel vision happens. Assuming that you have the better vision, you are unwilling/unable to truly give their idea a fair chance. Often, you’ll realize after the fact that they actually had a great idea, and you may scratch your head and wonder, “Why didn’t I see that at the time?”

The remedy? Remind yourself every step of the way that your vision isn’t inherently perfect. Remind yourself that you are one person, working in a team. Listen to your collaborators. Accept that the product won’t ever be exactly as you envision it. Allow yourself to change your mind and see alternatives.

The good news: having this skill enhances your end product. Flexibility leads to innovation and dynamic results well past what you expected. This is because the ability to be flexible unleashes the awesome power of collaborative work between many talented minds.

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