Communication

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What Hinders Effective Communication?

That’s a negative tagline, but the communication problem has rarely been brought to my attention any other way. Yet no one in their right mind wants to begin this conversation from a negative perspective, so let’s change it. Let’s consider constructive keywords that guarantee improvement. While we focus on constructive words and ideas, we will not dodge the reality of destructive behaviors. Effective leaders must consider the good, the bad, and the ugly in order to see what needs to be done.

Constructive Key Words That Will Improve Communication

Presence.
Many leaders struggle to stay in the moment. They are distracted by their devices because they have not created healthy boundaries. Due to technology, we are more accessible than ever before in the history of the human race. If you want to see improvement here, it must start with you and then be taught to others. Stay present.

Empathy.
Empathy is a leadership requirement. One who does not consider the needs and perspectives of others will fail at providing effective solutions. Empathic leadership can be taught. It does not make one weak; it creates thoughtfulness even when tough decisions need to be made. Empathy is at the core of healthy communication.

Courage.
Courage is an element of good character. Leaders who practice courage worship truth. They share truth. Not like someone swinging a machete, looking to clear a path—but more like a surgeon with a scalpel, seeking to repair and heal. One uses courage like a madman; the other uses it like a healer.

Elevation.
Leaders live, think, work, and speak from different elevations. Some speak at 30,000 feet because they think at 30,000 feet. We call these big-picture thinkers. Others speak at 5,000 feet and below because they think in more detailed terms. The difference between elevations has been called turbulence. Whether you are asked to suddenly drop 10,000 feet or rise 10,000 feet, it creates conceptual and relational turbulence. It helps to clarify the elevation of the conversation or meeting. Is this a brainstorming meeting (30k ft)? Is this a detailed back-office meeting (ground level)? Ask who should be in the conversation at this stage.

Mode.
Emails, texts, apps, phone calls, video calls, and in-person meetings—these modes or channels of communication are tools. If an organization intentionally defines which ones are normalized, along with boundaries and expectations for each, communication improves. What do we use email for? What are the expectations around response time? What about texting or apps that provide similar results? What are the expectations for video conferencing—camera on or off? How often do we check and respond to voicemail? What are the standards? And what about meetings? Does each meeting have a clear purpose and elevation? Are meetings evaluated and adjusted to bring the best to all involved? Effective teams and organizations make these decisions together, not based on individual preferences.

Strategy.
Organizations, teams, and individuals need communication strategies. As an organization grows—layers, customers, synergies, silos—the challenge grows as well. Where does information come from? Where should it go? How does it get there? What is a directive, a priority, general knowledge, confidential, or collaborative? Improving your communication is an act of kindness and breeds trust instead of insecurity.

History.
We can also call this conditioning or baggage. You bring it with you wherever you go. Some of your baggage is helpful to your context, and some of it is not. The discipline of unpacking and discerning which is which is an executive skill. The alternative is operating from a fixed mindset—one that is locked in and sees no other alternative.

Culture.
When I think of communication within culture, I’m thinking of values that are known and practiced—not perfection. I’m thinking of honesty. Mutual respect. Short accounts. If you’ve ever read The One Minute Manager, you know what I mean—everyone knows where they stand. Public praise is common. Private correction is fair, respectful, and expected to keep relationships healthy and the team aligned. Most importantly, are we a learning culture or a pass-fail culture? A learning culture asks, “What can we learn from this?” A pass-fail culture asks, “Who screwed this up?” A learning culture breeds risk-taking and ownership.

Final Thoughts

Connecting with your team members says, “You matter.”
Collaborating with your team members says, “We matter.”
Courage says, “The truth matters.”

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