This is the second of a two part series on communications. Part one discussed communication “up” the chain of command. This time we focus on communication “down”. Part one may be read clicking Here.
As a leader, you must be clear about expectations in every communication.
For example, I have noticed many CEOs like to send out articles by email, with no clear instructions. Most employees would see these as a reason to act, unless otherwise noted.
As a therapist, I was trained to understand how power differentials affect relationships. The therapist holds more power than the client. Therefore, the therapist has more responsibility for the safety and security of the relationship than the client. Put a lot less clinically, it’s not a fifty-fifty proposition.
It is the same with being a boss.
Which is ironic, because in my role as a boss talking to other leaders, I have heard people say, “Can’t they meet me half way on this?” about direct reports. Well, maybe they can, but that should not be the go-to expectation. To put it into business-speak, the boss is the majority shareholder of the relationship. If you want to have successful communication “down”, then you have to own your responsibility in making it work.
This starts with you clearly knowing what you want and knowing and using your own style.
Then you need to let others know your expectations. That is where it gets tricky. See, you need to not only understand your communication style, but also the style of your direct reports. How do they best receive information? The most effective communication may mean you take different approaches with the members of your team and, yes, it may mean work for you?
Have you thought about how you deliver good news verses bad news? I used to deliver bad news in a suit so often that my staff joked about it. Message received!
To summarize, if you want someone to do something, make it clear. If you are just providing information, make that clear, too. Complete communication means expressing the goals and reasoning supporting the message with no hidden agendas or plans.
I have found that a full understanding of “why” improves the overall understanding of “how”. Indeed, I have discovered that when employees understand the reasons for directives, they produce better outcomes.
Finally, Consistent Communication may be the hardest aspect of all because consistency takes work. Being consistent in your communication means treating everyone the same, every time you communicate.
In dealing with direct reports I document every meeting using nothing more complex than an email with bulleted points distributed after the meeting. Being consistent also means following up in the same way. How do you deliver news, who gets notified, what is the flow of information in an organization?
All of these actions should follow a pattern so the people who work for and with you will know what to expect.
Improving your communication skills is an ongoing practice, just as it is with improving your leadership skills. It takes work and disciple to maintain consistency.
Start leveraging the strength of your own style of communications by being Clear, Complete, and Consistent.
Bryan G. Stephens is an executive on a mission to transform the workplace. He is the founder and CEO of TalkForward, a consulting and training company, utilizing Bryan’s clinical and management expertise to develop managers and teams in a corporate environment. As a licensed therapist with strong understanding of developing human potential, he is dedicated to the development of Human Capital to meet the needs of leaders, managers, and employees in the 21st Century workplace.
Bryan has an Executive MBA from Kennesaw State University, Coles School of Business, and both a Master’s and Bachelor’s degree in Psychology.
