Communication Communication Communication

You know the old adage about the 3-fold secret to running a successful business is 1) Location 2) Location 3) Location?? Well, let me put a spin on that. Time and time again in my experience, it seems the key to successfully influencing...or "transforming" a culture, workforce, process, etc WITHIN an organization is communication, Communication, COMMUNICATION! During one internship with Ford Motor Company, I ran across an HBR article by none other than good old Kotter himself who estimated that executives under-communicated to a power of 10 in major change initiatives! Even though they often felt they were communicating until they were blue in the face, what trickled down or what was received on the front line was only a fraction of what was needed. So often, in failed change attempts and even in relationships, doesn't it come down to "We just didn't REALLY communicate (e.g. understand each other) enough."

So, what is this post about? Well, first: unless you're just speaking to your very bright co-worker who usually gets things the first go-round (we know who we are), it's best to overcommunicate... at least relative to what is natural and what you think is sufficient. Overcompensate with a flood of communication and make sure the people in your organization have every opportunity to receive your message. That being said, here's number two. This is HOW you should communicate. (Compliments of your humble blogger.)

The Communication Map
Each quadrant is labeled with either 'how' or 'what' should be communicated (especially when its communication coming from the top of the org). Each quadrant in the matrix highlights characteristics or the type or the extent of communication -- each adjective identifies one end of the spectrum. For example, if communicating the new vision, it should be both believable (credible) and compelling. Clearly explain the realities -- both inside the company and outside. Honest communication is critical, meaning it has to be accurate AND adequate. We've all probably known someone to give us an "honest" explanation that was well short of sufficient information to entice us to jump in with both feet. Finally, being "open" is a no-brainer, but making the communication comprehensive and reaching all levels is only half as effective as also making all feel included in the information and decision-making. It should be sincere and promote feedback.

I like to think of this model being used as a radar map with each aspect measured and plotted on an axis. The more surface area your footprint, the better you are at communicating. In summary, once your organization realizes the need for effective communication, perhaps this will be an effective tool for HOW to do it well.