The key to being effective starts with the manager accepting the fact that clarity can only be measured by what is received not by what is delivered. Managers need to establish whether their communications are not just heard but understood, and if not, what the reason is for the gap because it is only through ‘understanding’ that we find the effectiveness that we seek.
So why is communication often heard but misunderstood, or missed altogether?
Here are the four of the most frequent and most serious inhibitors of effective communication:
Instinctively we know that leaders who have made an impact on us personally have been effective communicators. They practice solid communication skills both listening and expressing themselves effectively.
Someone once said that an idea is not worth anything unless it is communicated effectively. “Leaders are people who make ideas come alive through communication skills”.
From Facebook’s privacy breaches, the Theranos scandal, Uber’s initial failure to deal with sexual harassment, Equifax’s data breaches, Volkswagen’s emissions scandal, the examples exposed at last year’s Australian Banking Royal Commission there are many examples of leadership failures.
As organisations shift focus from culture and engagement to the employee experience, it brings a fundamental change to the role of leaders.
When it comes to leading an organisation, every leader fundamentally understands the consequences of a poor leadership approach to finances. We understand the consequences of a poor leadership approach to governance or change management. But how many leaders are fully aware of the consequences of a poor leadership approach to communication?
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