So simple, some complex… communications!

On several occasions I hired a communications consultant for annual key management team meetings to impress on our management group the critical importance of the skill — communications.

Often the message was a rehashing of the basics as if those are not present then messages (written, spoken) fail to achieve the goal. Consider the graphics below on Role, Process, and Buy-in. Of course the degree of planning would vary depending on complexity of project.

In the end our consultant would make sure the group left with the same thought as a takeaway and consider in their work…”when something goes wrong, 90 percent of the time it can be linked to poor communications”.

***** S&E*****

Such Little People…

What frosts me about the current DC rock throwing mess over a phone call to the Ukraine is that, Trump’s poor leadership and inappropriate behavior aside, not one of those elected; corrupt, thieving spin-masters could pass the same or equal scrutiny. And that probably applies to all those congressional panels where a handful of our elected, ego-driven fools grill the target of the week. And when do they successfully address (emphasis added) the debt, infrastructure, the medical mess, immigration, and a few other major issues? They don’t. It is all about the political parties, and special interest money; clearly not about the country. It is tragic, embarrassing, all of it lethal, destructive, incriminating behavior.

Such little people in such huge jobs.

***** S&E*****

Part of the Fabric

If you are taking on a new management assignment, if you are a new boss, you have but a short time to make expected changes. “Expected Changes” are usually anticipated by employees and coworkers when the boss’s position turns over.

The longer the new boss is in the job, employees and coworkers settle into the new ways (or the status quo; old ways) and do not look for continuing, significant changes. At that point the boss can become part of the fabric of the organization where significant change becomes a larger and possibly more difficult undertaking.

A new boss may be tested by some who could not convince the last boss to make a change… just be aware as the change may be unnecessary or counter to a direction that the business needs to pursue. Examine the request carefully.

To avoid becoming part of the fabric, as a new boss, make significant changes within the first three months through the first year. Make sure your boss and other bosses affected are on board. That does not mean you need everyone’s concurrence. A participative environment is is important, it helps with building buy-in for change. That does not mean that running the business or department is a democracy! It should not be!

Making changes for change sake is foolish… changes that improve efficiency, performance, morale, and the numbers — perfect!

Never, never, never underestimate the importance of continuous, accurate and all- encompassing communications when planning and implementing change.

***** S&E *****