Tag: communication

Communication Clarity

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Less is More

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

One of the most common challenges associated with leadership communication is message clarity. Fortunately, this is also the easiest issue to fix.

Quite simply, to improve clarity, use less words.

Visualize this setting for a moment. The leader requests to have a corrective coaching session with a team member. Starting with “you know that you have been a very effective employee here and we appreciate your hard work, attention to detail and reliability.” Continuing without a breath to “In fact, the time back in 05 when you came in early during the computer transition was especially valuable and recently when you helped with the holiday party was very valuable.” Droning on with “The bottom line is that we need more people like you but unfortunately, we cannot tolerate you not getting along well with your fellow, and equally valuable, team members.”

Clarity was impacted early and often in the above interaction. The point of the dialog was to discuss the team member’s relationship with peers. Did the team member understand that or was he completely disengaged by the time that point was made? It is extremely likely in the above model that the team member did not get the point and was entirely uninterested by the time the point was communicated.

Think about another example related to a changed procedure for a minute. The leader begins by saying “when we began processing orders in the late nineties, there were only a few of us working on about thirty orders every day.” “From there, we installed the first automated processing system, that a few of you long-timers can remember; and I am sure you remember the problems we had with that conversion.” “We are now at a great crossroads in our department where I had to hire a consulting team to work with our order processes and hope to devise a method to handle the new increased volume, mostly from the internet, without hiring an army of new people.” “With that said, we will need to, effective immediately, begin coding our orders with a separate source identifier when it is an internet or email order.” Even the most eager and high energy team members will be long gone by the time the punch line rolls around on this one.

In both examples, the leader needed to engage in object oriented communication which is the articulation of the objective first and then holding all other detail for counter-punching opportunities or to respond to questions. This means to express the important part first to make sure communication receiver is engaged and to not jumble the message with unimportant fluff or unneeded explanations.

Some people are a little too anxious to add explanations and history when none is necessary. Still others will try a little too hard to provide mounds of information in support of their position. When this is done, in an unsolicited or in an environment that is not needed, the speaker loses credibility. Many subordinates will see through the overly pontificating boss rather quickly and this loss of respect will be hard to recover.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

The Starting Points of Coaching

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Competencies in Coaching

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Coaching is defined in many ways, terms and contexts. For our purpose, coaching is a stream of communication from the leader to team members for the purpose of maintaining and improving performance.

Often times, coaching is viewed as an athletic function and visions of Bobby Knight, Dean Smith, Tom Osborne or Lou Holtz are summoned. The model provided by the athletic version of coaching is not far off from the business model but there are some distinct differences.

One of the comments that has often been expressed about coaching is the lack of time to devote to this activity. This is a classic symptom of a leader being too involved in doing and not involved in leading. When debunked this comment is really more about a lack of comfort in coaching skills than it is about available time.

Team members who do not receive regular coaching often feel disengaged from the organization and leader. Morale will suffer and in the absence of good coaching, team members will take an active role in defining what is good and bad in the organization. Strong personalities, sometimes for very bad reasons, will rise to an unofficial position of importance and drive team effectiveness. Team members with no coaching will also become fearful, tentative and resentful of the lack of knowing where they stand.

When effective coaching is present, the opposite will occur. Team members are engaged, upbeat, clear in their direction and clear in their understanding of where there performance is at. Team members will develop a much clearer understanding of the organization’s needs and how they fit in the big picture with good coaching. They also will see hope in their own growth.

The core coaching competency is good communication skills. To coach you must be able to communicate. In groups, with individuals, following-up in writing; a leader must be able to express their comments, suggestions, praise and encouragement effectively.

The other core competency in coaching is the need to be a people person. Although this phrase is pretty grossly overused, you must enjoy interacting with team members to be an effective coach. The boss that hides in her office and buries her nose in projects and paper work is often expressing a discomfort with dealing with people and thus avoiding coaching activities.

The journey into effective and excellent coaching will begin with breaking coaching into three separate pieces. The first piece is feedback. Feedback is providing either positive or corrective information to team members about their performance or behavior. This is the most common form of coaching and should represent a big part of a leader’s coaching interactions.

The second tenet of coaching is teaching and mentoring. This is different from feedback in that it takes a more long-term and nurturing approach. Teaching and mentoring is about providing skills to be successful and growing people for maximum results.

The final piece of the coaching puzzle is a catch-all wing that includes decisions to release team members, game planning and protecting team members. For the purpose of simplicity, we will call this operational coaching.

No single part of coaching is more important than another and none are effective without the other. For team success, feedback is needed, mentoring and teaching are needed and the operational elements of coaching are certainly engaged. Equally important and equally distributed from a leadership perspective.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Leadership Communication-Frequency Matters

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Leaders Gain Trust Through Communication

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

As far as leadership jobs go, the strong, silent type need not apply. Leadership requires a consistent stream of quality communication to team members. Communication frequency is at the core of group performance issues like trust, understanding direction, achieving objectives and even integrity.

One common mistake made by leaders is that volume makes up for frequency. So instead of talking frequently with team members, the leader simply conducts a marathon staff meeting once a month. During that meeting, the leader pines endlessly about all the issues past and current and indulges in a pontification designed to prove their commitment to quality communication. A three hour state of the organization address does not make up for a lack of consistent and frequent communication on a more personal and individual level.

In comparing volume and frequency, consider the human disconnect point in communication. In any dialog, humans report that somewhere between ninety seconds and three minutes, when the object of the dialog is not forthcoming and the content has suspect value, people disengage and cease listening. So, as a leader drones on endlessly, the target audience is left day dreaming. Visualize a Far Side cartoon when the dogs hear “blah, blah, blah, spot.” More frequent and shorter interactions will cure this phenomenon.

The other big issue surrounding communication frequency is trust. Without frequent communication, team members will often mistrust the motive of the leader and lack the personal connection and loyalty needed to be as effective as possible. Equate this to personal relationships. When communication is infrequent, trust will often sag dramatically. When communication occurs, even in troubled relationships, trust can be established as a baseline for moving forward. Relationship therapists will always work to establish frequent communication prior resolving other issues in the relationship.

Team members also report that one of their largest frustration is not knowing where they stand with the boss. They are unsure of their future and don’t know where they fit in the organization. All of these issues are curable by increasing the frequency of leadership frequency.
The easy way to improve frequency is to remember that the leadership legacy is about other people’s achievement and not your own work flow. With increased communication, your team will gain trust and work harder for you.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Leadership-Communication and Richness

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Communication is Critical in a Leading Role

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

 

The needs for effective communication in a leadership role are indisputable. The role of poor communication patterns and skills is equally known and understood. In fact, most issues surrounding team morale, lack of involvement, poor accountability and bad performance can be traced back to the communication of a group’s leader.

Communication is a tricky combination of art and science. In it’s basic form, communication is the flow of information between humans. The last part about being a human phenomenon is important to remember. Communication is a human connectivity that is critical to the leadership role because it enjoins people in a unique and personal way to the tasks and mission of an organization. It also relates directly to the personal nature of leadership and the connection point of why people will follow a leader. To have people to want to follow, the leader must communicate with them.

If you look at leadership as the consistent and constant application of skill sets, communication is the foundation upon all others will be built. Failed communication is the cardinal sin of leadership. Effective communication will be the rock on which the other skill sets rest.

Richness

The first concept of communication effectiveness in leadership is to understand message richness. Richness describes the total content within any communication and the connect points that a communication receiver is able connect. Richness is also highly related to the emotional nature of humans. Our team members are creatures of emotion and not creatures of logic. The greater the degree of richness, the greater the emotional connection to the message.

In-person interaction has the highest degree of richness because all parts of the message sender and receiver can be evaluated and processed. Body language can be read. Tone can be interpreted with accuracy. Clarification can be requested. Understanding can be evaluated. Rapport can be built. By far and away, one-on-one personal dialog has the highest richness.

When using the telephone, richness begins to diminish. Although tone can still be evaluated and clarification can be achieved, there are no non-verbal messages to evaluate. Similarly, in public communications, meetings and presentations, richness also fades because of the lack of interactive elements related to clarification and understanding.

Richness takes a final hit when we convert communication to the written word. With the exception of Nobel Laureate winners, most people cannot achieve any type of meaningful connectivity in writing. Even with emoticons, colored backgrounds and dancing symbols, emails have a coldness and lack any ability for clarification. Written communication also has a high probability for misinterpretation and misunderstanding. Humor and personality can rarely be translated in the written word.

One challenge to consider is compare the amount of time spent recovering from a misunderstood email to the amount of time spent to walk down the hall and talk to the recipient. Consider how much time you might spend repairing a relationship from a terse one line email. When possible, engage in interpersonal, one-on-one communication.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Message Richness

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Message Richness Allows Effective Communication

Richness Allows Effective Communication

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The first concept of effective communication is message richness – the message (content) and the way the sender and receiver are able to connect.

Richness is highly related to the emotional nature of humans. In essence, the greater the degree of richness, the greater the emotional connection to the message.

First and foremost, it’s important to base the importance of message richness on this undeniable fact: We’re creatures of emotion, not cold, disassociated creatures of logic. And it’s vital to understand how message richness is achieved.

In-person interaction has the highest degree of richness because all parts of the message can be evaluated and processed. We take in and process all nuances. We understand the message better simply by watching body language. We best interpret tone. When we’re there, right then and there, we can seek clarification. We can evaluate understanding, and rapport.

Over-the-phone interaction diminishes richness. Although tone can still be evaluated and clarification can be requested, we miss the non-verbal clues.

Perhaps surprisingly, in public communications, (meetings, presentations and the like), richness also fades because of the lack of interactive elements related to clarification and understanding.

Richness takes a final hit when we convert communication to the written word. With the exception of Nobel Laureate winners, most people cannot achieve any type of meaningful connectivity in writing. Written communication has a high probability for misinterpretation and misunderstanding. Humor and personality can rarely be translated in the written word. And, even emoticons, colored backgrounds and dancing symbols, emails have are impersonal and lack ability for clarification.

So how do you establish richness?

Compare the amount of time you might spend recovering from a misunderstood email to the amount of time it takes to walk down the hall and talk to the recipient. Whenever possible, engage in interpersonal, one-on-one communication.
Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Communication=Connectivity

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Communication is a Tricky Human Phenomenon

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Communication is a tricky combination of art and science.  In its basic form, it is the flow of information between humans. In all its complexity, it surely must be regarded as a human phenomenon.  Why is it so important to management leadership?

  • Communication is human connectivity. It enjoins people in unique and personal ways to the tasks and mission of an organization.
  • Communication is the inspiration point, the catalyst of why people follow a leader.  To have people want to follow, the leader must consciously hone communication skills.
 Get out your playbook.  Over the course of this blog, we’re going to hone communication skills specifically for managers, leaders and those aspiring to improve their lives.  We’re going to offer advice and easily executed tips. We invite your comments and dialogue.
Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.