Page 25 - The Voice of Authority

They’re getting incomplete information.
They don’t understand what you mean. Your message
is unclear.

You’re being purposefully evasive—with either good
or wrong intentions.
What you’re saying seems inconsistent with what
you’re doing.
They don’t consider you credible—either you don’t
look or talk the part or they don’t like you.
They think you don’t care about them personally.
They don’t feel a connection with you.
You’re slow to communicate. They’ve heard impor-
tant information from somebody else—and they feel
“done wrong” because you didn’t tell them first.
They think you’re incompetent in your job because
of weak communication skills.
They’re working in isolation, with no opportunity for
input or feedback.

Each chapter in this book will tackle one of these basic
challenges and present strategies for successfully “getting
through” to people despite these feelings and situations.
You’ll discover ways either to prevent the reality or change
the perception that “there’s just no communication
around here.”
For example, these strategies will help you decide when
to communicate. Before you have all the facts? In the
middle of investigating a problem or incident? After you’ve
made a final decision? Before you know where people
stand on an issue?
You’ll also identify what to communicate. What do
people need to know to do their jobs well? Why do people

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