Communicate
As A Leader:
Getting Everyone Enlisted
In The Vision
By STEVE COATS |
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How do the really effective leaders communicate
with their followers? The answer is "very well!"
If only it were that simple.
Truly communicating as a leader is a much different matter than
merely giving a speech or sending a management edict. It is one
thing to tell people what to do and how to do it. It is quite another
to inspire them to want to do the things that are necessary for
the life of the enterprise.
If there is one characteristic that most differentiates effective
leaders from the rest of the pack, it is the vision of the future
that they provide to the members of the organization. Although creating
an uplifting and inspiring vision is difficult enough, it is not
where most would be leaders fail. They fail in communicating the
vision in a way that continues to enlist the dedicated, emotional
commitment of the people throughout the ranks.
Over the years, we have asked hundreds of people how the visions
of their various companies or organizations have been communicated
to them by their leaders. Perhaps the most common response we received
was "What Vision!" But that is another story. In the meantime,
we heard a variety of different answers.
One of the more frequent responses was that vision tended to be
communicated through speeches given to the masses by executives
at some ceremonial type event (such as a beginning of the year kickoff
meeting), or from interview excerpts with a key officer, published
in a company magazine or newsletter.
A more interesting response was the number of people who immediately
reached for a wallet or daily planner, and after some fumbling (and
grumbling), produced the vision statement, neatly printed on a laminated
credit card. We also discovered in most cases, that by merely turning
the card over, we could find the organization's mission statement
and key operating values as well. How convenient! Perhaps they were
symbolically given during a ceremony, or distributed in a memo to
all employees, which again echoed the importance of vision.
And, of course, our attention was sometimes simply directed to
the distinctive plaque on a nearby wall, where the word-sculpted
vision was certain to be noticed.
Sadly enough, our investigation seemed to validate the fact that
although many people had been exposed to the vision in one fashion
or another, very few were moved by it, let alone guided by it.
Many of these well intentioned attempts to communicate are similar
to the rather well known story about a wife who one morning tells
her husband of 26 years that she doesn't think he loves her any
longer. The husband, a little surprised asks why she thinks that.
She replies, "you never tell me anymore." The husband
then calmly reassures her by saying, "26 years ago, I told
you I loved you. If it ever changes, I'll be sure and let you know!"
Communicating as a leader is more than giving a one time public
accounting of a vision or a statement of direction, either through
speech or printed message. But like the remiss husband of above,
many would be leaders believe that once they have stated something,
it is fully understood and remains so over time, despite the daily
upheavals and changes their organizations may be going through.
It is simply not enough.
Failure to constantly communicate a vision through a variety of
means is like a garden hose with a kink in it: nothing much gets
through. And the trickle that does get through really doesn't do
much good.
Learning International conducted a study about vision communications
a few years ago that produced some startling results. In their research,
they asked a group of senior managers how many had a vision of the
future for their organization. 82%, a remarkable amount, "felt
they had a definite vision of where and what they wanted their companies
to be." But here is the rub! The survey found that only 38%
of the executives felt their vision had been shared throughout their
companies. In a nearly identical 36% of the instances, the vision
remained in the private domain of the executive alone, and in 34%
of the situations, vision was only shared within the executive ranks.
Clearly, the message is not getting through.
Unfortunately, it seems that more often than not, a vision of a
company's future resides solely within the head (and hopefully heart)
of the top executive, or with a few of the chosen elite. For one
reason or another, it has not been effectively communicated throughout
the workforce. Ironically, it is those people, in all parts of the
organization, doing the day to day work, who have the ultimate responsibility
of making the vision a reality.
Numerous approaches have been offered to help people more effectively
communicate their visions, but all too often these suggestions merely
emphasize different kinds of techniques. Strong metaphors, vivid
word pictures, timely humor are all examples frequently suggested
to spice up a presentation. These and dozens of other techniques
are extremely helpful, but they are not enough by themselves. You
can no doubt think of many people, from high ranking politicians
to game show hosts, who have mastered the various techniques, but
are clearly not visionary leaders.
So then, what must leaders do to get the message through, to ensure
their message has a better chance of surviving the various traps
that people set, intentionally or unintentionally, to filter it?
Many executives, we have studied, rely most heavily, if not exclusively,
on a repertoire of very public speeches, writings and symbols to
communicate their visions and other vital messages. The reason is
obvious - a wide range of people can be economically reached in
a very compressed time frame. However, the leaders who are the more
effective communicators, have added another dimension to this standard,
public formula. They make it a point to frequently engage in private,
one on one or small group dialogues with their constituents at every
level. From breakfast chats with front liners to drop in visits
at training seminars, they are fanatical about staying in touch
well beyond their immediate peer group.
Although frequently ignored, the private, personal communication
between leader and constituent may be the most valuable approach
of communicating like a leader. No matter how clear a leader's message
may appear to be in the public domain, it almost always requires
personal clarification. There are two compelling reasons for this.
One is the phenomenon called change, and the other is the individual
biases that each of us brings into any relationship.
Because of the growing impact of change in recent times, organizational
life has been like the proverbial weather in the Midwest (if you
don't like it - wait a minute!). But today, we live in a world best
described as the "nanosecond nineties," where circumstances
literally flip in a billionth of a second. The rate of change in
the world today has become almost incomprehensible.
Think about how this kind of change will affect a leader's attempt
to communicate a vision. From the first moment it is expressed,
changing events within and external to the organization, will immediately
begin blurring the accuracy and intended meaning of the visionary
message. The listeners will soon begin to perceive a mixed message,
likely leaving them confused, cynical and ultimately uncommitted.
Yet, even without rampant change, the individual biases and selective
filters that all people possess, affect the way they hear and respond
to a leader's message. Some will accept a leader's vision as a great,
inspiring course of new opportunities, while others can only see
it as a precursor of lost jobs. Thousands were moved by Martin Luther
King's dream of a nation deeply rooted in freedom, justice, equality,
and the other foundations of this country. Yet, many were not. In
fact, haven't we all felt a bit bewildered, when even our simplest
messages (let alone our most far-reaching visions) have been misconstrued?
Leaders encounter this dilemma on a regular basis.
In fact, if there is one problem that continues to plague leaders
on a regular basis, it is the translation of their original thoughts
and intentions throughout the rest of the organization. It is quite
common for CEO's to rely on their direct reports or other senior
officers, to carry the vision forward (or downward) to all associates.
Since these managers are often perceived as acting for political
purposes or even personal gain, the original vision will immediately
begin to lose some of its heart, take on a different meaning, or
worse case, contribute to global warming as just more "hot
air." Remember: people will never believe the message if they
don't believe in the messenger!
Private, direct communications, one to one, or with a few, is absolutely
vital to ensure that the intended message is getting through. There
is no other way for a leader to genuinely understand how the message
is being received, including whether people actually do believe
it.
Conventional wisdom would indicate that individual or small group
conversation is too time consuming and low in leverage. But leaders
realize these are unconventional times, and that commitment by others
to a vision requires both, an understanding of the message and faith
in the leader. Through more personal, direct communications, the
leader is able to provide more clarity and context, while instilling
new hope and trust within all levels of the organization. Not only
does this send a clear signal throughout the ranks that the leader
actually seems to care about the individuals, it also creates an
enormous source of new ambassadors, who will carry the intended
message much further, faster and with perhaps even more credibility,
to those many colleagues who have not enjoyed the benefit of a private
dialogue with the leader.
Leaders know that when it comes to the relationship between themselves
and their constituents, communications is at the heart of it all.
Therefore, they must continue to personally get to the heart of
all levels of the organization, or their visions will never be fully
embraced.
Copyright (c) 1994 International Leadership
Associates
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