Getting the message across

Getting the message across

Getting the message across

The term communication encompasses an ever-widening range of interactions. Leaders communicate their visions to their staff. Executives communicate to the lower-level employees. Organizations communicate to their customers and the public. Press conferences, press releases, employee newsletters, catalogues, direct mail, phone calls, employee suggestion systems, meetings, formal performance appraisals, on-the-job feedback from managers, attitude surveys, speeches,, conference room briefings , letters , memos and evaluation forms-all of these involve communication. Amid papers whirling all around, phones ringing and computers on every desk, you frequently hear the comment, often laced with frustration or anger: There's just no communication around here! The problem with communication is the illusion that it is complete. Yet, clear, effective communication of directive and ideas is one of the most valuable skills a leader can possess.

Communication is not the same as information.

Survey after survey indicates that executives think their goals have been communicated to all those who need to know them. But a Louis Harris study under Sores that less than one-third of employees say management provides clear goals and directions. Clearly, there is a large gap between perception and reality.

Blame the individual ?

Some people say managers shirk their responsibility-Particularly when it comes to delivering bad news about performance, project failures, finances or downsizing. Others insist that individuals can't write, read, listen or present ideas effectively. Yes, good communication is a personal responsibility. But individuals do not deserve all the blame. Some blame poor communication on the organization as a whole. A culture of distrust, no formal channels to hear from the front-line , lip service from leaders, kill-the-messenger tactics - all of these can be the basis of poor communication. Whoever or whatever deserves the blame in your organization, effective communication is too important to be left to chance.

Strategy needed.

People have the technology to communicate , but technology is not a strategy in itself. In fact, the more elaborate the technology for communication, it seems, the less effectively people communicate. Why is that so ? Technology's biggest problem is impersonality. And that drawback is a major one-because you are communicating with people, not electronic blip or buildings. And people have feeling, perceptions and wills. That is why it is necessary to exercise control. Technology can't manage how your words affect people. That is the key issue behind developing your strategy of effective communication-personal strategy and corporate strategy. Managers can't manage if they can't communicate. Leaders can't lead if they can't communicate. Managers and executives have a huge role in this communication strategy as internal or external consultants. They define business needs and establish working partnerships. They help clarify expectations, goals and plans of action. They synthesize information from multiple sources. They sell recommendations. Then they lead change. They stand centre stage in the communication arena in organizations.

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