Yet just because we know the basics doesn’t mean we practice them. (The road to good intentions is paved with hell.)
For example, 52% rated information overload as their biggest barrier to effective leadership communications while only 3% said it wasn’t a barrier at all. Yet, nobody commented on steps they’re taking to cut clutter rather than contribute to it.
Also, more than a third aren’t doing anything to hold their leaders accountable for communicating with employees, yet many said in both quantitative and qualitative questions that accountability was important.
So what are some steps you can take to get back to basics for leadership communications?
1. Limit the scope of your communication content. Focus on strategy and other mission critical topics, such as customers and the competitive landscape. Spare the air on other issues. Encourage business unit and functional leaders as well as people leaders to follow suit.
This is not an invitation to hit the mute button. Instead, it’s a suggestion to dial back on non-essential issues so you amplify the topics that matter.
2. Start scheduling your 2010 face-to-face meetings and webinars now, if you haven’t done so already. When you start planning the content, go light or avoid any subjects that employees can easily find on Google or your intranet. Instead, include thought-provoking questions, scenarios, or emerging issues that will make for a lively discussion that people can’t find online by themselves.
Also, be ready to offer up coaching to any leaders who either don’t have much experience conducting successful employee meetings or to those who always look as if they’d rather be somewhere else. (And if they seem resistance to coaching, suggest two to three pointers anyway that play to their strengths and will make them appear more relaxed yet spontaneous.)
3. Measure in the moment, right after leaders meet with employees either in person or virtually, with either a short online or even paper pulse checks. Ask questions about the content of the leaders’ comments, the quality of the discussion and the leaders’ trustworthiness.
For example for the latter, the questions could include:
• Leader X demonstrated the same values he/she spoke about.
• Leader X showed that he/she was listening to us.
• Leader X does what he/she says he’s going to do.
Just be sure to measure outcomes, not outputs or activities. You want to see results not efforts. It’s not enough that leaders make the effort to meet with employees. You want employees to believe they’re getting value out of the encounter and it’s worth their time.
Going back to basics does not have to be dull, boring or conventional. When you’re grounded, you’re much better positioned to reach for the stars. In the words of Oscar Wilde, “We are all in the gutter, but some of us are looking at the stars.”
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Liz Guthridge is a consultant, author and trainer specializing in strategic communications that incorporates LEAN practices and principles. She is the founder and managing consultant of the boutique firm Connect Consulting Group LLC. Liz also is the creator of The Lean Communicator, the popular free monthly e-zine on how to do more with less and get great results and the author of the manual LEAN Communications: The 5-Step LEAN Communications Systemä for Doing More With Less and Getting Great Results.The purpose of LEAN communications is to add greater value, eliminate waste and make continuous improvements to improve business results. For more information, contact Liz, liz.guthridge@connectconsultinggroup.com or 510-527-1213. Also, follow Liz on Twitter at www.twitter.com/lizguthridge.
