Page 165 - The McKinsey Mind

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140 The McKinsey Mind

We all have default communication styles rooted in, among
other things, our upbringing, education, and training. Our word
choices and tone of voice have great impact on our daily interac-
tions with coworkers and clients. We need to develop a conscious
understanding of our communication style—and sometimes
change it. Formal programs, such as those used at McKinsey, can
assist in that and help us develop a portfolio of communication
skills. Those around us—our parents, spouse, and friends—can
help, too.
Lee Newman, the executive vice president of on-line product
development at HR One, describes how he brought this tool into
his new organization after leaving McKinsey:

The ISW program at McKinsey had great impact on me. The
training was invaluable in developing my strategy for getting
the most out of people in the teamwork environment. One of
the specific tools I brought over was the MBTI [Myers-
Briggs Type Indicator]. We use this extensively, and it helps
us ensure that we leverage diversity in personality types and
work styles to our advantage.

By becoming more familiar with our own communication style
and understanding that other people have their own, different
styles, we can begin to see beyond the way people are saying things
to listen to what they are actually saying.
Overcommunication is better than undercommunication.
When grilling chicken, there is a point at which the meat is per-
fectly done. Too much flame and it’s shoe leather; too little heat
means a quick trip to the emergency room. So it is with commu-
nication; we often under- or overcommunicate our message, but
we rarely get it just right. And just like chicken on the grill, it’s
better to err on the side of too much rather than too little.