Communication - How to be a leader who communicates with purpose and on purpose
WARNING: This is a draft chapter of a book I am writing.
There is a lot of content here and I do welcome your feedback in the comment section below.
Knowledge, Skill, and Ability 1.5 Communication
‘Communication’, such a simple word. We all know what it means…do we? Do we really? Like many words, ‘communication’ means different things depending on the context. Without providing a definition, we could be meaning very different things even though we are both using the same word. In order to eliminate a possible vocabulary barrier, this is a working definition for ‘communication’:
Communication—The act of transferring information from one place, person or group to another. Every communication involves (at least) one sender, a message and a recipient. The key word in the above simple definition is transfer—move from one place to another. Communication cannot be considered effective until the sender knows the recipient understands and can act on the message in the way the sender intended; without that, the information has not been transferred. The effectiveness of the transfer is the equal responsibility of the sender and the receiver.
Let’s not be shy: Most people are crappy communicators. Several studies of the construction industry have found that the major reason projects fail is because of lack of communication. Just stop and think about that! In my opinion, technology has very little to do with this. I think we are terrible communicators because we tend to forget the importance of the receiver. We stop communicating once we have sent out a message and fail to confirm understanding and the receiver’s ability and desire to take action. We are too linear, impatient, and ego-centric in how we approach communication. Take some time to think about the communication style of people with admirable leadership traits.
How do they communicate?
How do they treat the receivers in simple one-on-one conversations and in mass communications?
Everyone can work on improving communication skills by being more aware of what is done and not done in every interaction. I am sure there is something in this section you can find to work on and practice to immediately improve your communication and leadership skills.
Did you know that there are no less than eight major models of communication? There are linear models (communication takes place only in one direction), interactive models (two-way communication with feedback), transactional models (emphasize that communication is a cooperative process where communicators create shared meaning, shape relationships, and navigate cultural contexts, while also acknowledging barriers to effective communication). Then you have types of formal and informal communication which can be: verbal, nonverbal, written, and visual. The audience matters: intrapersonal (your self-talk), one-to-one interpersonal, small groups, public audiences, and mass communication. Duration matters: seconds, minutes, hours, days, months. Frequency matters: single exchange, daily, weekly, quarterly, annually, long-term communication strategy.
We unknowingly apply each a kazillion times a day: collaboration, problem-solving, documentation, providing direction and delegation, feedback and coaching, conflict resolution, inspiring and motivating, influencing and persuading, listening, facilitating, answering questions, negotiating, driving change, … We have an array of types of communication: verbal, written, nonverbal, and visual multiplied by an array of channels we use: social media, face-to-face, phone, text, email, intranet, chat, blogs, videos, training, etc. Choosing the communication channel is as important as choosing the message and audience. Some messaging requires multiple channels to be effective. When choosing what, how, and when to communicate keep in mind organizational culture is an often-underappreciated influence on appropriate selections.
Communication happens all the time, to become a skilled communicator takes practice and attention. Using communication skills to lead others requires intention.
When communicating,
figure out what you want people to do with your message before starting.
Do you want action?
Are you simply informing?
Is there urgency?
It is easy to say this: Leadership is about communication!
Yep. Okay. And…What does that mean? What does that look like? How does someone become a better leader by becoming a better communicator?
A simple way of thinking about communication is:
Communication = [MESSAGE] + [SENDER] + [CHANNEL] + [RECEIVER] + [FEEDBACK ]
The ‘leadership skill’ part of communication is activated when you:
Become aware that each of these pieces has technical aspects and human aspects.
Become concerned about the human elements inherent to both the sender(s) and receiver(s)
Act with concern for the human elements.
By ‘technical aspects of communication’, I am referring to the relatively easy stuff, the elements that you can select and data you can consider when communicating. I am calling the non-technical parts of communication ‘human aspects’. These are all the intangibles which can help or hinder the receivers in the communication chain.
With just the options contained in this section there are over 1,384,400 possible choice combinations to use to communicate a single message. That does not even consider the human aspects. Maybe this is why we have such a hard time communicating: the chances of selecting the right method at the right time, etc. are pretty low; especially if we don’t pause to think about it. Communication planning and strategizing are skillsl that can be a powerful tool for individuals, managers, and leaders. Some people seem to be naturally adept while others…well, we have all received messaging that makes us scratch our heads and wonder: what were they thinking?!
Messages contain content.
This may be obvious: Figure out the purpose and audience BEFORE developing the content.
Like many tools and techniques, communication planning is scalable. Your plan could be as simple as deciding the desired outcome of a phone call or as complex as a marketing campaign or change initiative. Anyone with experience in managing change knows that the way the change is communicated; sometimes repeatedly, differentiates successful initiatives from unsuccessful initiatives.
My most effective communications have occurred when I have paused to reflect on the results I want, who I am talking to, what information they need from me to do what they need to do, and what information I need from them. From there, I can choose how to best transmit the message and collect feedback. To work on improving communication skills and planning, there are several things to consider including: purpose, sender, audience, how to transmit, how to receive, timing, etc.
Message Purpose
Identify what you want the communication to do--your desired result(s). Do you need something (feedback, data, information)? Are you trying to get someone to do something? Are you building relationships? Do you want to discuss specific topics? Jot it down.
Apply a little introspection: What are your thoughts and feelings on the communication / desired results? Do you want your message to convey these emotions? Your answer to this is very important. Consider the impact if you do or don’t convey emotion in your communication. Think: ‘time and place for everything’. Will conveying your emotions help attain the desired outcome? Will it build or erode relationships (and does the impact on relationships matter)?
| Technical Aspects | Human Aspects | |
|---|---|---|
| Clarify the Purpose | Desired outcomes: • Inform... • Persuade... • Educate... • Build Relationships... • Resolve Issues... • Inspire... • Collaborate... • Advocate... |
My emotions and feelings: • Excited, happy, enthusiastic • Caring, sympathetic, empathic • Anxious, stressed, relieved • Apologetic, guilty • Frustrated, disappointed, angry, stubborn Do I want to let these emotions show? |
Audience
Skip thinking about who are you communicating with
if you are unconcerned about your message being effective.
‘Receiver’ is a key part of the basic definition of communication. Once you have clarified the ‘why’ you are communicating somethings, consider the ‘to whom’ you are communicating. Your audience has technical and human characteristics.
Some technical aspects to consider are:
What is the audience relationship to you? Are they peers, direct reports, superiors, clients, potential clients? Should your style be informal or formal with this audience
How many people will this message go to, who might see it outside of your intended audience?
Are there confidentiality or security concerns?
What is the life cycle of the audience? Is the message intended for just those people who need information or to take action now or will there be future users of the message?
Identify Your Audience Relationship
Here are some words that can be used to categorize the closeness of individuals or groups you may want to communicate with:
| Recipient Type | Immediate or Reference |
|---|---|
| Close Contacts | • Inner Circle • Key Stakeholders • Core Team • Collaborators • Immediate Colleagues • Direct Reports • Strategic Partners |
| Intra-Company | • Internal Departments • Cross-Functional Teams • Departmental Colleagues • Managers and Supervisors • Co-workers |
| External Within Industry | • Industry Peers • Professional Networks • Trade Associations • Competitors • Industry Experts • Suppliers and Vendors |
| National | • Local Partners • Clients/Customer Base (within the country) • Local Stakeholders • Regional Offices /Branches • Government Agencies (national level) • National Media |
| Global | • International Partners • Global Customers/Clients • Global Stakeholders • Overseas Offices/Branches • International Government Agencies • International Media • Global Community |
These categorizations can help you determine the level of communication required, the channels to use, and the messaging approach to adopt for each group. These categories can overlap, and the level of closeness may vary depending on the context and specific relationships.
Types of Recipients
What types of recipients does the message/communication target? Communications often need to address an immediate and a future audience.
Immediate audiences (often called primary audiences) are characterized by:
Being directly impacted by the message
Being specifically engaged with the information
Needing the information to proceed
Needing to take action right away
Future (or reference) audiences are those people may need to use information at some other time. They will most likely refer to information on an as needed basis.
Try classifying your audiences as immediate or reference audiences
to help plan content, channel(s), sender(s), timing, frequency, etc.
Audience Size
When it comes to communication and audiences, size matters! The larger the audience, the more diverse the audience. As audience size grows so does the audience’s collective background, expertise, and familiarity with your message. Your ability to get feedback changes as well.
People are more likely to reply to a query when they think they are the only person being asked.
Managing feedback and questions changes dramatically as audience size changes; the larger the crowd, the more technology can help process responses and analyze feedback. Audience size impacts communication channel selection. In many cases, corporate communication planning will stratify audiences into smaller categories and tweak messages for each category.
Sensitivities
In a previous chapter we covered political savvy and business acumen. All communications are an exercise in these skills. Since we are talking about crafting communications here, it is important to address sensitive or confidential information. People, especially young professionals and new employees have found themselves in big trouble simply because they didn’t know what they didn’t know and they didn’t have enough business acumen or political savvy to warn them they had a knowledge gap before sharing information in an inappropriate manner. Don’t let this happen to you! Check your contracts, Non-disclosure Agreements (NDA), company ethics statements, etc. Above all, when in doubt: ASK!!! The emphasis on ‘transparency’ and ‘clarity’ in a lot of leadership literature and social media posts is, ironically, muddying the waters. Not everyone needs to know, or should know, everything all the time. Here are some general things to think about:
Need-to-Know Basis: Some information should only be shared with individuals who have a legitimate need-to-know. You may need to limit the dissemination of the information to those directly involved or who require the information to fulfill their roles or responsibilities.
Secure Channels: Pay attention to the channels you use, there are situations that require secure and encrypted communication methods to transmit sensitive or confidential information. This includes using encrypted email services, secure messaging platforms, or password-protected documents to prevent unauthorized access or interception.
Controlled Access: If communicating sensitive information through physical documents, ensure controlled access to prevent unauthorized individuals from viewing or accessing the information. Consider using lockable cabinets, restricted areas, or secure document management systems to safeguard physical documents.
Discretion in Verbal Communication: When discussing sensitive or confidential matters in person or over the phone, exercise discretion and ensure privacy. Choose a quiet and secure location where the conversation cannot be overheard and be mindful of who is present during the discussion.
Non-Disclosure Agreements (NDAs): When appropriate, consider having individuals sign non-disclosure agreements to legally bind them to maintain confidentiality. NDAs provide an additional layer of protection and can help enforce confidentiality obligations. Be prepared to open sensitive conversations with a reminder of NDA’s. In some situations, you may need to bring copies of signed NDA’s and verify you have a current one from each person before disclosing information.
Context and Sensitivity: Tailor the communication to the sensitivity of the information and the recipients involved. Use appropriate language, tone, and level of detail to convey the message effectively without compromising the confidentiality or causing unnecessary concern.
Handling Responses and Follow-up: Determine how responses or follow-up communication regarding sensitive or confidential information will be handled. Consider establishing secure channels for further discussions, implementing authentication protocols, or using encryption for ongoing communication.
Disposal and Retention: Establish guidelines for the proper disposal or retention of sensitive or confidential information after the communication has served its purpose. Safely dispose of physical documents or securely delete digital files to minimize the risk of unauthorized access or data breaches.
Legal and Regulatory Compliance: Ensure that your communication and handling of sensitive information comply with applicable laws, regulations, and industry standards. Stay informed about data protection and privacy requirements to avoid any legal or compliance issues.
Make sure you communicate what information is sensitive
so that others know to be cautious and follow protocols.
Don’t let people guess.
Provide clear instructions and guidelines to recipients regarding the handling and confidentiality of the information. Clearly communicate any restrictions on sharing or forwarding the message and emphasize the importance of maintaining confidentiality. One of the fastest ways for an employee, manager, or leader to lose a position is to violate information security or confidentiality. Protect yourself and your employees, train your employees to do so as well.
Audience Mindset
Let’s not ignore the fact that ‘audience’ is a collective term, it describes a group of people. ‘People’ is also a collective term describing multiple persons. Persons are individuals possessing a unique combination of physical, mental, and emotional characteristics. Each person is influenced by their cultural, social, and environmental factors, which contribute to their worldview and shape their experiences and perspectives. They have their own aspirations, goals, and desires, and capacity for personal growth and development. These are all factors influencing how a message will be received.
Cheat Sheet to Identify & Consider the Audience
| Technical Aspects | Human Aspects |
|---|---|
| Identify & Consider the Audience | Audience Relationship (to me): • Close contacts • Intra-company • External within industry • National • Global |
| Audience Mindset: • Culture • Education level • Experience level • Language (including jargon) proficiency • Communication channel preferences • Accessibility • Other demographics • Personality Styles • Mood • Emotions: How do I think the people will feel about this? Will they be receptive, open-minded, cooperative, pleased • Resistant, close-minded, afraid, frustrated • Apathetic • Diversity regarding the above |
|
| Recipient type(s) | • Immediate • Future/reference |
| Audience Size | • Intrapersonal (self-talk) • One-to-one • Small Group • Medium Group • Large Group • Massive Group |
| Content Sensitivity | • Need-to-know • Secure channels • Controlled access • Confidentiality concerns • Security concerns • Public or private information • Handling responses and follow-up • Disposal and retention of information • Legal or regulatory compliance concerns |
Message timing and frequency
Does timing matter?
Yep!
By considering timing and frequency in your communications, you can enhance their impact, relevance, and effectiveness while respecting the recipients' needs and optimizing their engagement. There are timing considerations which can sort of be put into our technical and human aspect categories:
| Technical Aspects | Human Aspects |
|---|---|
| • Relevance • Urgency • Bandwidth • Consistency |
• Respect for Others’ Time • Cultural Considerations • Need for Feedback and Two-Way Communication |
Relevance: Consider the timing of your communication in relation to its relevance to the recipient. Ensure that the message is delivered when it is most needed or valuable to the recipient.
Urgency: If the information is time-sensitive or requires immediate action, communicate it promptly. Urgent messages should be conveyed without delay to avoid any negative consequences.
Bandwidth - Avoiding Information Overload: Be mindful of the frequency of your communications to prevent overwhelming recipients with an excessive volume of information. Strive for a balance that provides necessary updates without causing information fatigue.
Consistency: Maintain a consistent communication schedule to establish expectations and avoid surprises. Regular and predictable updates foster trust and allow recipients to plan and allocate their time and resources effectively.
Respect for Others' Time: Be respectful of others' time commitments by avoiding unnecessary interruptions or excessive communication. Prioritize essential messages and ensure that non-urgent communications are delivered at appropriate times.
Need for Feedback and Two-Way Communication: Choose your timing to allow for feedback and two-way communication to ensure recipients can provide input, ask questions, and share their perspective. In my experience, most people will reply within a few hours after receiving a message or they will not reply at all. If possible, send out messages to which you need a response at times when you are able to promptly address any inquiries or concerns to maintain engagement and transparency. (Tip: include the date and time by which you need a response to help people manage their time.)
Cultural Considerations: Be mindful of cultural norms and preferences regarding timing and frequency of communication. Some cultures may prioritize certain times of day or days of the week for communication, and excessive or untimely messages may be perceived as intrusive.
Recognize that different situations may require adjustments in timing and frequency. Adapt your communication approach based on evolving circumstances, changing priorities, or feedback from recipients. Timing is going to have a huge impact on communication channel(s) selection. Consider the appropriate communication channel based on the urgency and nature of the message. Urgent or critical information may warrant real-time channels like phone calls or instant messaging, while less time-sensitive updates can be shared via email, intra(inter)net, or other asynchronous means.
Channel(s)
Selecting Communication Channel(s)
We need to expand how we define mechanisms of communication. Do a web search for communication channels and you will get: Phone, Email, Text Messaging, Instant Messaging, Social Media, Company Intranet, Website, and Snail Mail. (duh, I didn’t learn anything new there either.)
This list leaves out some major communication channels. What about:
Database, Forms, Reports, Apps
Shared Documents
File servers, document libraries
Training, meetings, meeting minutes
White boards, SCRUM boards
Policies, procedures, specifications, contracts, schematics, drawings, lessons learned, etc.
Discussion boards, collaboration software, wiki’s, etc.
We communicate in all these ways too! In fact, organizations spend millions of dollars to create and improve these tools but we don’t really think of them as communication channels; weird because this is where a lot of our communication overload complaints come from. Sure, some are very linear: single path and one-way. Others are highly collaborative processes with multiple feedback loops.
Communications intended to drive change, provide guidance, standardize, etc. are most likely going to require multiple channels. Effective communication across these channels will depend on the reliability and efficacy of the content pushed through each channel, the technologies used, AND the audience’s ability to access, understand, and use it.
| Technical Aspects | Human Aspects |
|---|---|
| • Live, recorded, or automated? • Phone • Text • Instant Messaging • Social Media • Company Intranet • Website, discussion boards • Snail Mail • Database, Forms, Reports, Apps • Shared Documents • File servers, document libraries • Training, meetings, huddles • White boards, SCRUM boards |
• Preferred communication style • Accessibility • Perceived reliability of information content and channel(s) • Perceived timeliness and applicability • Perceived sense of urgency |
Select Desired Communication Direction
Identifying communication directions helps in understanding the nature of the communication process and the level of interaction involved. Here are descriptions of three common communication directions:
Linear (One-Way) Communication:
Linear communication is a one-way flow of information from the sender to the receiver without active feedback or response. In this direction, the sender transmits a message to the receiver, who passively receives it. The focus is primarily on delivering information or influencing the audience. Examples of linear communication include public speeches, lectures, press releases, or traditional advertising. The sender has control over the message, and the receiver's role is to receive and interpret the information.
Interactive (Two-Way) Communication:
Interactive communication involves a two-way exchange of information, where both the sender and the receiver actively participate. It allows for feedback, clarification, and discussion. In this direction, the sender initiates the communication, but the receiver has the opportunity to respond, ask questions, and engage in a conversation. Examples of interactive communication include face-to-face meetings, phone conversations, live presentations with Q&A sessions, or interactive workshops. The sender and receiver both contribute to the conversation and share responsibility for effective communication.
Transactional (Collaborative) Communication:
Transactional communication is a dynamic and collaborative process where both parties engage in active communication, negotiate meanings, and jointly create understanding. In this direction, the sender and receiver both play active roles in encoding and decoding messages. Communication becomes a mutual exchange where ideas, thoughts, and meanings are co-created. Examples of transactional communication include team meetings, brainstorming sessions, collaborative problem-solving, or group discussions. It emphasizes the importance of shared understanding and collaboration to achieve common goals.
It's worth noting that these communication directions are not mutually exclusive and can often overlap. Effective communication strategies often incorporate elements of both interactive and transactional communication, fostering engagement, collaboration, and open dialogue with the audience or participants.
Selecting a Communication Channel
A communication channel refers to how a message is sent and received. There are numerous communication channels available, each with its own strengths, weaknesses, and purposes.
Rules of Thumb for Choosing a Communication Channel
| Communication Channel | Usage Rule of Thumb |
|---|---|
| Face-to-Face Meetings | • Complex discussions and problem-solving • Building rapport and trust • Delivering sensitive or critical information • Brainstorming and ideation sessions • Training intended to build culture & relationships |
| • Formal or detailed communication • Sharing information, updates, or reports • Documenting decisions or agreements • Sending attachments or files |
|
| Phone Calls | • Immediate and direct conversation • Clarifying complex information • Discussing urgent matters or emergencies • Building personal connections |
| Instant Messaging | • Quick and informal communication • Asking quick questions or seeking immediate responses • Team collaboration and coordination • Sharing links or files in real-time |
| Video Conferencing | • Remote team meetings and collaborations • Presentations and demonstrations • Virtual interviews or remote hiring • Collaborative brainstorming sessions |
| Project Management Tools | • Tracking progress and assigning tasks • Sharing project-related information and updates • Collaborative project planning and scheduling • Documenting project documentation and workflows |
| Intranet/Company Portal | • Sharing organizational news and announcements • Accessing company policies and procedures • Sharing resources and documents • Employee engagement and collaboration |
| Social Media | • Brand promotion and marketing • Engaging with customers and target audience • Sharing company news and updates • Gathering feedback and customer insights |
| Written Letter | • Formal or official correspondence • Expressing gratitude or appreciation • Sending physical documents or contracts • Building personal relationships with clients or partners |
These examples represent a range of communication channels, and choosing the most appropriate ones depends on your communication goals, target audience, message content, and available resources.
To help pick the right channel(s) to meet your purpose, here are some pointers:
Informing: Providing information, updates, or news to individuals or groups. This could include sharing announcements, product launches, policy changes, training or any relevant information that helps keep people informed.
Persuading: Aiming to influence or change attitudes, behaviors, or opinions. This could involve marketing campaigns, persuasive speeches, sales pitches, training, or any communication intended to sway an audience's perspective.
Educating: Impart knowledge via training sessions, workshops, tutorials, presentations, or any form of communication aimed at teaching or instructing others.
Building Relationships: Establishing rapport, trust, and understanding with individuals or groups. Relationship-building communication can occur through networking events, social interactions, team-building activities, or one-on-one conversations.
Resolving Issues: Resolving conflicts, addressing concerns, and finding solutions. This can involve effective listening, mediation, negotiation, or any form of communication aimed at resolving disputes or overcoming challenges.
Motivating: Inspire and motivate individuals or groups. This could include delivering motivational speeches, providing positive feedback, recognizing achievements, or any communication intended to boost morale and encourage action.
Collaborating: Exchanging ideas, coordinating efforts, sharing feedback, and facilitating group decision-making. Collaborative communication can take place through meetings, brainstorming sessions, virtual collaboration tools, or any means that foster cooperation.
Advocacy: Raising awareness, generating support, and mobilizing individuals or groups towards a common goal. Advocacy communication can include campaigns, public speeches, social media activism, or any communication aimed at promoting a specific cause.
Communication plans help when messages serve multiple purposes and require multiple channels simultaneously. Communication strategies should consider how the message will evolve over time, how to measure impact and effectiveness, and how to adjust and improve based on results.
Building a communication strategy and developing supporting communication plans should consider several factors:
Audience Preferences: Understand your target audience's preferences and communication habits. Determine which channels they are most likely to use and engage with. Consider demographics, age groups, technological literacy, and cultural factors that may influence their channel preferences.
Message Complexity: Evaluate the complexity of your message and the level of interaction required. Some messages may be better suited for channels that allow for detailed explanations, such as emails, articles, or reports. Other messages might be more effectively conveyed through visual mediums like infographics, videos, or social media posts.
Reach and Accessibility: Consider the reach and accessibility of different channels. Are you targeting a specific geographic location, industry, or demographic? Choose channels that have a wide reach and are accessible to your target audience. This could include social media platforms, websites, email newsletters, or traditional media outlets.
Real-Time Interaction: Determine if real-time interaction is necessary for your communication. Channels like phone calls, live chat, or video conferences provide immediate feedback and allow for interactive discussions. If timely responses or instant feedback are crucial, prioritize channels that facilitate real-time interaction.
Budget and Resources: Evaluate your available budget and resources for communication. Some channels may require significant financial investment, such as advertising campaigns or direct mailings. Consider the costs associated with each channel, including production, distribution, and maintenance.
Channel Integration: Determine if using multiple channels in an integrated manner will enhance your communication strategy. A combination of channels, such as social media, email, and in-person events, can reinforce your message and reach a broader audience. Ensure that the channels you select work cohesively to create a consistent and unified communication experience.
Analytics and Measurement: Consider the ability to track and measure the effectiveness of your communication efforts. Choose channels that provide analytics and insights into audience engagement, reach, and response rates. This data will help you evaluate the success of your communication strategy and make informed adjustments.
Timing and Urgency: Evaluate the urgency and timing of your message. Some channels, like social media or instant messaging, allow for quick dissemination of time-sensitive information. Other channels, such as newsletters or postal mail, may have longer lead times. Choose channels that align with your message's timing requirements.
Remember that selecting communication channels should be a
thoughtful and strategic process.
Regularly evaluate the performance of your chosen channels and adapt your strategy based on feedback, analytics, and changing audience preferences.
Becoming an astute communicator requires a firm grasp of this basic truth: communication (at a minimum) = message + sender + receiver.
Selecting the Sender(s):
Selecting who sends the message is an interesting conversation. Most people are the senders of their messages, so selecting the sender is usually simple (you). There are many situations, particularly when sending organization-wide messages and external communications, where the sender is strategically selected. This is often called: selecting the voice(s). Selecting the right voice at the right time can make or break a communication cycle. If you have more than one child, you know exactly what I am talking about: “Mom! Can you tell Jackson to clean the bathroom?” My daughter is selecting a voice other than hers in an effort to have a stronger impact on the receiver, her brother.
When considering the best person to deliver a message, several factors come into play. These factors are often assessed rapidly, without conscious realization of conducting a detailed analysis. Some of the key considerations include:
Voice: The individual's ability to communicate with confidence, clarity, and proper pronunciation, ensuring the audience easily comprehends the message.
Gravitas: The capacity to convey seriousness, dignity, and weightiness in delivering the message. This includes projecting wisdom, credibility, and maturity, which augment the speaker's influence and impact.
Charisma: The innate ability to attract and captivate people's attention. A charismatic speaker effortlessly connects with the audience, builds rapport, and inspires them.
Demeanor: How the speaker sets the tone for the overall communication. Their demeanor influences the atmosphere and can significantly impact the message's reception.
Executive Presence: The capability to exude confidence, authority, and professionalism. Speakers with executive presence command attention and respect from the audience.
Credibility: The establishment and maintenance of trustworthiness and expertise. Credible speakers support their claims with evidence and reliable sources, earning the audience's trust and respect.
Power / Authority: The speaker's position or authority, which may influence how their message is received. It is important to consider whether the message would carry more weight coming from someone in a position of power.
Agility: The ability to adapt and respond to the audience's mood and feedback. An agile speaker can think quickly on their feet and handle unexpected situations effectively.
When choosing an alternative speaker, factors such as voice, gravitas, charisma, demeanor, executive presence, credibility, power/authority, and agility are taken into account to ensure effective message delivery.
To stay consistent with dividing aspects of communication into only one of our two buckets: technical and human, I think selecting the ‘voice’ would look something like this:
| Technical Aspects | Human Aspects |
|---|---|
| • Power • Authority • Credibility • Expertise • Agility |
• Voice • Gravitas • Charisma • Demeanor • Executive Presence |
These factors should be considered regardless of channel selected.
This is another example of a tool that has many applications. For fun, let’s play with how this list could be titled.
| Possible List Titles | Human Aspects |
|---|---|
| Characteristics Of Effective Speakers (as in public speaking) Personal Brand Dimensions What To Look for In A Leader Soft Skills Our Managers Most Need to Develop |
• Power / Authority • Credibility • Expertise • Agility • Voice • Gravitas • Charisma • Demeanor • Executive Presence |
Engineers, scientists, and IT specialists who want to be leaders must be able to communicate! Technical projects often require teamwork and collaboration. Clear and concise communication ensures that team members understand project goals, share ideas, and coordinate their efforts effectively. Technical problem-solving often involves complex concepts that need to be conveyed to non-technical stakeholders. Strong communication skills enable technical professionals to explain technical issues, propose solutions, and guide others through technical processes. Technical work typically involves producing documentation, such as reports, specifications, and user manuals. Communicating information accurately and comprehensibly is crucial to ensure the intended audience can understand and utilize the technical documentation effectively. All too often people get promoted into management positions because of their technical abilities before their leadership skills are developed to suit a leadership role. These people (and everyone around them) become frustrated, easily de-motivated and dis-enfranchised.
Effective communication is a core competency for managers and supervisors.
Managers must clearly communicate organizational goals, objectives, and strategies to their teams. They need to convey expectations, assign tasks, and delegate responsibilities effectively to ensure that everyone is aligned and working towards a common purpose. Managers provide feedback, guidance, and coaching to their team members. Strong communication skills enable managers to deliver constructive criticism, acknowledge achievements, and provide clear directions for improvement. Conflicts and disagreements are inevitable in any workplace. Managers need to resolve conflicts by facilitating open dialogue, active listening, and finding common ground. Effective communication helps managers navigate difficult conversations, mediate conflicts, and maintain a harmonious work environment.
Communication is a hallmark of effective leadership. Leaders must inspire and motivate their teams to achieve common goals. They communicate the vision, values, and purpose of the organization, creating a sense of shared purpose and commitment among team members. Leaders need to influence and persuade stakeholders, including employees, clients, and other leaders. Effective communication enables leaders to articulate their ideas, make compelling arguments, and gain support for their initiatives. A key aspect of leadership is the ability to listen actively. Leaders who actively listen to their team members, colleagues, and stakeholders demonstrate empathy, build trust, and gain valuable insights. They can make informed decisions and foster a culture of open communication.
Sinking-in
There are lots of pithy quotes out there that highlight the importance of repeating messages before they ‘sink-in’. Memory is a complex process and can be influenced by various factors. Memory is not solely reliant on repetition. Factors like meaningfulness, relevance, and active engagement with the material can also play a significant role in memory formation. Individuals have different learning styles, and some may require more or fewer repetitions than others to remember information effectively. It's a complex process influenced by multiple factors, and it can vary from person to person and situation to situation.
Keep it concise: Deliver your message in a clear and concise manner. Avoid unnecessary details or tangents that can distract listeners from the main points.
Use repetition: Repeat key ideas or concepts throughout your speech or conversation. Reinforcing important information increases the chances of retention. In my experience, there is no magic formula or number like repeat 7 times, 20 times, 1,000 times. The number of times it takes for someone to remember something can vary greatly depending on several factors, such as the complexity of the information, the individual's cognitive abilities, their level of interest or motivation, and their prior knowledge or familiarity with the subject matter. The exact number of repetitions needed for someone to remember something can vary widely.
Utilize visual aids: Incorporate visual aids such as diagrams, charts, or slides to complement your verbal message. Visuals can enhance understanding and retention.
Tell stories: Storytelling is a powerful tool for memory retention. Craft narratives or anecdotes that illustrate your main points or convey the message you want to be remembered.
Make it relatable: Connect your message to the audience's personal experiences or current events. When people can relate to what you're saying, they are more likely to remember it.
Engage the senses: Whenever possible, engage multiple senses during your presentation. Use visuals, props, demonstrations, or even appealing scents or tastes to create a more memorable experience.
Provide context and relevance: Help people understand the importance and relevance of the information you're sharing. When they see how it relates to what they already know, their experiences, lives, or goals, they are more likely to remember it.
Use mnemonics or acronyms: Create memorable acronyms or mnemonic devices to help people remember complex information or a series of key points.
Encourage active participation: Engage your listeners through interactive activities or discussions. Active participation helps reinforce learning and improves retention.
Follow up: After your speech or conversation, follow up with a summary email or written materials that recap the main points. This reinforces the message and provides a reference for people to revisit.
My advice:
Communicate
WITH purpose AND ON purpose
Be consistent but not boring: Use various channels, techniques, and wording to reinforce core messages in various ways. When people become bored with the communication, it becomes just background noise.
Illustrate to define ‘good’: Find examples of what the result should look like. Choose visuals over words whenever possible!
Do it: Model the behaviors you want from others.
Follow-up: Hold people responsible and accountable using objective measures.
Reflections
How can my ‘voice’ be improved?
What can I do to better adjust my ‘voice’ to be more appropriate depending on whatever situations I find myself?
How can I help others around me find and develop their ‘voice’?
Can I re-organize communications to take better advantage of diverse ‘voices’?
Wow! You made it! The next section of the book is about Communication Bandits. Check that out next!