People. Our business, your bottom line.
    Vol. 4, Issue 9, Sept 2016   
  
You've heard it before....consultants asking top executives like you "What keeps you up at night?" In our practice, we continue to observe a common thread woven within client concerns. Though masked as a multitude of business ills, poor communication is frequently the culprit that derails even the most well-conceived and sophisticated strategies and tactics. In the absence of clarity and complete information, managers and employees, and even executives, often fail to understand expectations or basic elements or the purposes of plans, messages or directives. The result often leads to substandard performance and conflict, all of which can erode trust in top leadership. 

"The art of communication is the language of leadership."
--Jerry Humes
former White House speechwriter

Poor Communication, a Culprit
 
CEOs are confident that they have been clear about the strategy and direction of the organization and the elements of the business plan that must be accomplished. Yet time and time again they wrestle with the issue of accountability and wonder why communication does not cascade down and collaboration does not occur.
 
Just as important as communications lacking clarity is the failure to listen. Marcia Riley, a Managing Director at HCA, cautions that "active listening," the attention and discipline required to be effective listeners, is a skill sadly lacking in many people. So failure to be clear and failure to listen, collectively burdens any team or organization and severely hampers its ability to succeed.
 
There is Nothing Soft About Communication 
 
When communication fails, organizations fail or, at a minimum, underperform. A study by Gallup in 2014 revealed that actively disengaged employees cost the US $450-$550 billion each year in lost productivity. A study by Towers Watson found that effective communication and financial performance are strongly related. Corporations that are highly effective at communication are 1.7 times as likely to outperform their peers.

Years ago training companies introduced "communication skills" as part of their "soft" topics. Well, there is nothing "soft" about communication where teamwork and collaboration are the absolute keys to success. 
 
Straight Talk
 
Straight talk is powerful. Straight talk is where people are candid, direct and they fully disclose on the matter at hand. Adds Riley, "When straight talk becomes a norm, people begin talking 'to' each other instead of 'about' each other. More importantly, they trust what they hear and believe that there are no hidden agendas. This, in turn, greatly impacts team performance in a most positive way."

Straight talk is not easy by any means. Employees must be trained in how to surface difficult issues in a constructive way and they must learn how to accept straight talk and embrace its message.

"I only wish I could find an institute that teaches people how to listen. Business people need to listen at least as much as they need to talk. Too many people fail to realize that real communication goes in both directions." 
--Lee Iacocca 
former CEO Chrysler Corporation
How Does Your Organization Measure Up?

How does your organization stack up in effectiveness of communication? If you are not sure, consider a survey. Here are some basic areas of assessment.
  • Is there open, honest two-way communication, i.e., straight talk?
  •  Do employees feel their ideas, opinions and suggestions count?
  • Do employees receive information and communication needed to do their jobs effectively?
  • Does senior leadership routinely ask "What could we do that would help you do your job even better?"
  • Do employees understand the mission, values and strategies of the organization?
You've built a strategy for growing your business. Isn't it time to build a strategy for reaping the benefits of improved communication? 
 
Some Tips to improve Communication
 
Do a root cause analysis. Issues are usually specific to one or more barriers and are best addressed by hardwiring a framework of communication that assures clarity and accountability. That framework may be different for each leader and each organization, but the key is to address it in a structured way.

Be clear to all team members about who owns a project or initiative. Always assign a champion and make sure it's known. Never assign more than one individual in charge or you will undermine accountability. Activities can be supported by cross-functional, multi-departmental teams but only one person can ever completely "own" a project.

Be explicit in all of your communications. Make sure key messages are scripted so all of the top leaders speak with one voice which will minimize "mixed messages." Have someone read or listen to your message to be sure it has its intended impact.

Create meeting protocols.
  • All participants are invited to suggest topics to the agenda.
  • Agendas are distributed at least 24 hours in advance to allow for attendees adequate "thought preparation" time.
  • Create a climate that will encourage all participants to participate, verbally or in writing.
  • Create some mechanism, formal or informal, to evaluate the impact of every meeting.
  • Encourage post meeting written feedback for meetings that cover significant matters.
Make sure that organizational roles and responsibilities are clear so that employees know who to go to in order to resolve issues that surface.

Begin to "invert the pyramid of performance management" by inviting employees to provide their supervisors feedback on a frequent basis. This can be accomplished through upward evaluations or 360 degree initiatives. This will help to normalize dialogue and send the message that everyone's feedback and opinion matter!

Encourage managers to seek regular one-on-one, informal feedback from subordinates. i.e., what they should continue doing, what they should stop doing or what new things should they be doing.

Riley reminds us that "effective communication is not a singular act but a habit and organization behavior and value. You are what you repeatedly say and do!"

Putting more focus and emphasis on effective communication will result in greater business performance...and you might even get a better night's sleep.




Click here to see previous issues of The Human Capital AdvisorŠ in our Archives.
 
 
 
 







Meet a new
HCA Advisor


Managing Director, HCA
Marcia is a Managing Director at HCA. She excels in organizational and leadership development and has served as a leadership coach and business partner to executives for over twenty years. Marcia assists organizations in developing high potential leaders and teams, while ensuring key initiatives are aligned with the mission, vision, values and business goals of the organization. She is trained and highly experienced in a range of team building and professional development platforms. Marcia is a recognized expert in facilitating and interpreting comprehensive talent reviews, nine-box assessments and 360 feedback. She held senior positions in talent and organizational management in a range of organizations, including serving as the chief learning executive at Inova Health System, Lauriat and Sallie Mae. Marcia earned a BA in psychology and was a graduate student in organizational development at Johns Hopkins University.
 
 
 
 
 
BOOKS OF THE MONTH 
 
pile_of_old_books.jpg
 
Here are two books to help further your knowledge of effective communication.

Beyond the Babble: Leadership Communication that Drives Results by Bob Matha and Macy Boehm
http://bit.ly/2cFXT4O

Great Communication Secrets of Great Leaders 
by John Baldoni 
http://amzn.to/2cNbnJQ 
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