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The post “Great Communicators Are Great Explainers” by John Baldoni describes the importance of explanation as an attribute of leadership communication. The leader must be able to answer the questions “What does it means and why are we doing it?” John provides the following three ways for leaders to become effective explainers
- Define what it is. The purpose of an explanation is to describe the issue, the initiative, or the problem. For example, if you are pushing for cost reductions, explain why they are necessary and what they will entail. Put the cost reductions into the context of business operations. Be certain to explicate the benefits.
- Define what it isn’t. Here is where the leader moves into the "never assume mode." Be clear to define the exclusions. For example, returning to our cost reduction issue, if you are asking for reductions in costs, not people, be explicit. Otherwise employees will assume they are being axed. Leave no room for assumptions. This is not simply true for potential layoffs but for any business issue.
- Define what you want people to do. This becomes an opportunity to issue the call for action. Establishing expectations is critical. Cost reductions mean employees will have to do more with less; explain what that will entail in clear and precise terms. Leaders can also use the expectations step as a challenge for people to think and do differently. Your explanation then takes on broader significance.
Explainers are good at weaving together appropriate stories, anecdotes and examples, with relevant facts and data. Leaders need to also consider the appropriate communication channels. Detailed communication is best reserved for written documentation or face-to-face meetings.
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Many leaders have what Chip and Dan Heath called the “curse of knowledge” in their book Made To Stick. Leaders know what they want in their head and then assume that everyone else knows what they are talking about. It’s important to assume nothing in your communication with anyone.
Probably one of the most critical parts here is the explaining “why” whatever change the leader wants is necessary. Despite what some people think, you really can’t just “order” change. You have got to convince people that the change is necessary.
Example. A department head briefs his subordinate leaders that budget cuts are necessary, and leaves it at that without explaining why or attempting to get people on board. Now the department head is going to have to constantly monitor his or her subordinates to ensure that they make the necessary cuts. Why? Because they weren’t brought on board, they will probably not “go out of their way” to achieve what the boss wants. Sure, they’ll comply with the obvious. But it is the “not so obvious,” or the “grey areas” that are going to make the real impact in the department head achieving the goal.
Now, if the department head had properly gotten people on board and given the big picture then he wouldn’t have this problem since his or her subordinate leaders would take the initiative and actually “go out of their way” to achieve the goal. Now, whenever a grey area came up, they’ll more than likely act in the interest of the department head.
Just my 2cents,
Kyle