Page 188 - Great Communication Secrets of Great Leaders

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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
Both of these situations are classic examples of checking for understand-
ing. Leaders need to adopt similar approaches. Here are some suggestions.
Implement the “brief-back.” Much of communications involves asking

people whether they understood what was said. Rather than settling for
a noncommittal head nod, ask people to tell you what you have told
them and what they will do as a result. This is a technique that Colin
Powell made use of throughout his army career. For example, if you
give a briefing on reducing absenteeism, ask your hearers for a synop-
sis of your message and what they will do in response to it. As with
coaching, insist on specifics and timelines. Gain agreement and follow
up on the specifics. By asking for the interpretation of the message,
you ensure understanding. And if you don’t hear what you want to hear,
repeat your message and clarify it until the person understands. Ensur-
ing understanding is a leadership responsibility.
Designate an information source. Leaders need to deliver the message
and keep reiterating it. They also should be available for follow-up
questions. However, while communications is a paramount responsi-
bility, leaders do not need to be available 24/7. They can, and should,
designate a go-to source for follow-up information. Not only does this
free up the leader’s time, but it also distributes ownership of the com-
munications process. Other people become involved and add their
knowledge and experience. This makes for a much more robust com-
munications process, one that is not dependent upon a single individ-
ual, but rather utilizes a cadre of well-informed individuals.
Delegate responsibility. Ownership of the communications process
needs to involve a delegation of responsibility to an individual or a
team. The leader needs to give that individual or team the authority to
solve problems that may arise from communications. No longer does
the individual or team need to come back to the leader for permission
on every decision; people can make decisions for themselves. When
responsibility is intertwined with communications, the entire organiza-
tion benefits by being both better informed and better able to deal with
its own issues. As an army man, General Marshall always insisted on
his officers taking responsibility. He insisted that his generals make
decisions and live by them.
Invent communication loops. Too much of organizational communica-
tions is restricted to functional channels: The boss sends out a memo
or transmits an email. Often it is confined to a single medium, such as
a video or a brochure. These are fine and serve a purpose, but leaders
need to be flexible. Sometimes it is appropriate to go outside the