A recent conversation with a senior manager underscored the critical importance of
Yet, I frequently observe breakdowns in communication in organizations of all sizes. In this particular instance, a senior leader expressed frustration over a department's lack of focus on one of his new
I had chatted with that person before, and he didn't come across as a slacker. On the contrary, he seemed quite professional. It was hard for me to imagine that he would neglect or fail to properly prioritize one of his manager's key concerns.
I asked, "Do you think the team knows how frustrated you are with this issue?" He replied, "I don't see how they couldn't."
That statement elicited a genuine chuckle that he soon shared. I told him that we should never overestimate what we believe is obvious.
And while I am as big a believer as anyone in the role of facial expressions, body language and displayed temperament in communicating, we can't expect our peers or teams to be clairvoyant.
I learned that the department had indeed refocused some of their activities but were still not meeting his expectations for shifting their priorities. I inquired about the last time he had brought it up.
It turns out he hadn't clearly regrouped with them on the matter in the three months since he gave the initial instructions. I suggested that it's likely the team assumes everything is fine.
A lack of ongoing communication sends its own message. No feedback often means no worries. They might think everything is copacetic, while he apparently continues to simmer.
In this case, although the other person (or team) may be the source of the frustration, the real cause of escalating dissatisfaction is the lack of communication from the frustrated party. And when frustration lingers, we tend to begin piling on. Things that didn't bother us before suddenly do.
I jokingly asked whether he assigned the new tasks to that manager and team because he felt they didn't have enough on their plate before.
The credit card giant says that it is "proactively meeting" with advocacy organizations to gather feedback that would help with the creation of a community benefits plan. The National Community Reinvestment Coalition, which has negotiated 21 such deals since 2016, opposes Capital One's proposed acquisition of Discover.
He thankfully took the jesting as it was intended and said, "Well, no, they have plenty on their plate. But I suppose our priorities may not be as aligned as I would hope they'd be."
I then asked if he had given them any suggestions as to what areas they could spend less time on as they adjusted their priorities. He replied, "Apparently not clearly enough."
Hearing this, I respectfully suggested that too many of us seem to believe our teams are skilled mind readers. Ensuring that priorities are aligned is not a one-time event. It's an ongoing necessity.
It's likely that a competent manager and team are not ignoring him or suddenly lacking in ability. Instead, they've been asked to adjust aspects of their daily routines and functions. In their minds, they have, and might not realize they aren't meeting expectations.
The preferred methods for leaders to continually communicate with their teams may vary from face-to-face meetings and video chats to phone calls and emails. Yet, generally speaking, more communication is always better than less.
It's important to note that increased communication should not be misconstrued as micromanagement. Rather than merely repeating instructions, it involves both giving and soliciting feedback, as well as gauging mutual understanding. This approach fosters healthier working relationships and enhances productivity.
One of the mantras I return to often in conversations with leaders attempting to affect change is, "What will success look like?"
What observable behaviors and activities and/or measurable results will tell us we're succeeding or are at least on the right track? That doesn't mean you can see the future. But if we don't have and communicate clear objectives and expectations, it's unfair to expect others to know them, much less meet them.
Many challenges in the workplace, often attributed to disengagement, incompetence or even insubordination, fundamentally stem from poor communication.
Commit to becoming a more active communicator, both in offering and seeking information. Success stories are far more likely to unfold when everyone is aligned and on the same page.
