I have not written in some time. The reason? I did not have anything to say.
I believe strongly that the only reason to write (and for that matter, speak) is to share something important, something that has the potential to add significant value to the lives of others. Outside of this, as the saying goes, it is hard to improve upon silence.
I now have something to say.
What I will share is not of my own thinking, but rather, that of others whose work I think is brilliant. Brilliant because it is simple to understand, can be applied immediately and perhaps most importantly, delivers career-advancing results.
This work is called The Leader’s Voice and here is only one of the important ideas it offers:
When we communicate as leaders, we assume that people:
- UNDERSTAND what we said;
- AGREE with what we said;
- CARE about what we said; and
- Know exactly what to do Monday morning as a result of our communication. We assume that they will know how to ACT.
Ron Crossland and Boyd Clarke, authors of The Leader’s Voice, call these the Four Fatal Assumptions of leadership communication.
Here is the application:
Whenever we do not get the results we are seeking, it is likely that our communication was not as effective as it could have been. What is not always obvious, however, is where exactly it fell short, and therefore, where we need to be focusing our future efforts.
The Four Fatal Assumptions can help.
When, in working with and through others (aka leadership), you do not obtain the results you are seeking, run through the above list.
-
Did you make the other(s) understand what you said?
-
Maybe they understood but didn’t agree?
-
Perhaps they understood and agreed, but you failed to make them care enough to want to take action
-
Or, maybe they understood, agreed and even cared, but as they were not sure exactly what they were supposed to do differently, they did nothing.
If you have communicated such that your team understands and agrees, for example, but they simply do not care, communicating the same message you have been would be analogous to saying “I don’t speak Spanish” several times (no doubt louder with each repetition) to a Mexican who does not speak English. More of the same won’t get you anywhere but frustrated.
You must fundamentally change your communication.
In this case, you must make others care – perhaps one of the most difficult assumptions to overcome.
Try This:
Reflect upon your most recent communications. Which ones were most effective? Which ones were not? Consider why and if the Four Fatal Assumptions provides some clues.
This article is dedicated to the late Boyd Clarke – thank you for the brilliant work you left in this world, and to Ron Crossland – you wrote a truly exceptional second edition to this important piece of work! Thank you.
Susanne Biro is the Director of Leadership Coaching and the co-author of Unleashed! Expecting Greatness and Other Secrets of Coaching for Exceptional Performance. She welcomes your comments, feedback and stories.
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