Page 222 - Fearless Leadership

Talking Straight Responsibly 209

always, or never. Seldom do leaders literally mean all as in every case or
never as in no case. But you may find yourself using these words to empha-
size a point, only to discover that your words are taken literally.
When the CEO spoke to the leaders of a business unit, she said, “We’re
cutting costs immediately and eliminating the use of all consultants.”
Immediately following her talk, she took off for a two-week vacation and
panic set in. More than 30 percent of the workforce was hired on a con-
tract basis, which fit the definition of consultant, and people were fright-
ened about losing their jobs. Fortunately, the business unit leader learned
of the reaction and quickly clarified the CEO’s comments by saying, “I’ve
learned that the CEO’s use of the word ‘consultant’ has created some con-
cern. What our CEO wants is a reduction in overall costs such as elimi-
nating the use of external consultants. She was not referring to internal
contractors such as yourselves. Your job is not in jeopardy.”
When the CEO returned from her trip, the business leader explained
how he had clarified the CEO’s communication to his group. The CEO
said, “Good call—that’s exactly what I meant to communicate.”
Say what you mean, and mean what you say. Unintentional words, poorly
chosen phrases, or generalizations can cause a small or large panic. Eliminate
generalizations when communicating messages that have the potential to
create apprehension or misinterpretation. Be specific and precise, and when
you do not have all the details, tell people exactly that. You must be as def-
inite about what you do not know as you are about what you do know.

Make Private Conversations Public
Making private conversations public is another way of saying that all issues
must be put on the table with the appropriate person in order to resolve
them. You must be willing to set aside your personal preference and
abandon your need to be right. As we discussed in Chapter 6, committed
partners learn how to interact in a new way—as a united group, not as
splintered factions.
The power in making private conversations public is that it allows the
team to learn from breakdowns and generate systemic and behavioral
changes to prevent them from occurring again. Conspiracies against oth-
ers, which form in an instant, are stamped out as individuals and teams
learn how to constructively confront sensitive issues.