Communicating Change
“Change” can be a time of uncertainty for many employees, and it presents a great chance to build trust. A common tendency in this age of email and other technology is to give employees information in gigabytes instead of simple sentences. Resist it. The best communication is simple, straightforward and relatively brief. Tell them what the change is. Tell them why the change makes sense. Tell them they will be kept informed. Then follow four important rules: No secrets. No hype. No surprises. No empty promises.
Effective communicators pay careful attention to the perspectives of the people they want to influence. Be sure to speak the language of the people most affected by the change. Don’t just use their buzz words, and certainly don’t be condescending in any way. Do your best to see the world through their lenses.
Start with the facts. End with Clarity.
It's important to begin a delicate discussion by clarifying how you're looking out for the other person. Don't proceed with the conversation until you're confident that the other person trusts your positive intentions.
Start with facts, not feelings. Certain experts recommend that you begin sensitive discussions by first disclosing your feelings. Start with "I messages," they argue. That's dangerous advice. Your feelings are the least factual and most controversial element. Consequently, sharing your feelings typically generates resistance and defensiveness. The fix is an easy one. Begin with the facts, ("You've failed to return calls to our key client three times in the past week"), not your feelings ("I'm feeling disappointed"), or worse yet, your negative conclusions ("You can't be trusted!"). If you start with the facts, the other person is far more likely to listen to the issue rather than feel attacked.
End with clarity. How you end a crucial conversation is as important as how you start it. Too often, we work through a tough issue only to leave the details unresolved. When we don't clarify exactly what needs to be done, we leave the ensuing tasks to the infamous "them,'" only to learn that nobody took responsibility. End by clarifying who will do what by when. Also, decide when and how you'll follow up. If you don't, count on deja vu dialogues in which you rehash the same issues over and over.
Excerpt from "Crucial Conversations: Where are you stuck?" by Joseph Grenny
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Pat Obuchowski is the CEO (Chief Empowerment Officer) of inVisionaria. inVisionaria is a company devoted to helping people and organizations find and achieve their vision and their voice. She works with individuals and organizations that are looking for structure, focus and accountability to set and achieve their goals. She also works with people who are ready to make big changes in their businesses and their lives and step into the leaders they've been yearning to be. People who are ready, willing and able to begin playing their "Bigger Game." No kidding. Right now.
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