Communicating Change
It appears that there are at
least two common problems besetting most organizations with whom we work
or have contact. They are Communications and Change. Put the two together
and the problem grows. Communication is a dialogue, not a monologue. Transmitting
information is a two way process that includes participation, integration,
agreement and feedback. Even if the need for change is blindingly obvious,
there is almost certain to be opposition either to the method or the objective
- or both.
A good communicator takes the audience along step by step and to do
that he or she must understand the audience. Empathy is an integral
part of effective communication. So many communications appear to be
content or sender driven and spare little thought for the receiver.
E-mail and other technological methods compound this situation.
The language of the communication is important. The communicator should
limit the use of the first person. 'You' and 'us' will have a greater
effect than ' I '. Addressing an audience as 'we' shows empathy. It
will not placate the cynics or hard line opponents but it will help
create an atmosphere of understanding where participation and integration
can flourish.
Heinz Goldmann, the Swiss guru of communications advises using 'you'
and 'us' five times for every ' I '. Unfortunately the higher the member
of management, the greater difficulty in keeping to the rule! To improve
empathy the communicator should also drop such filler phrases as ' I
believe' , and 'I want'. Never assume that management interests and
motivation are the same as those of the staff. That is why understanding
the audience is important.
People, of course, receive a message in different ways. An effective
communicator must appreciate those differences and it is important to
know :
In short, those who receive the communication must understand it and
feel they are being addressed personally. There is no more effective
way of communication than face-to-face contact. Letters, faxes and E-mails
may start the process but words without contact are bleak and can be
subject to misinterpretation, even if the communicator has taken note
of the questions above.
Feedback takes time, misunderstandings are plentiful. If contact is
face-to-face then, what you say is important but how you say it is even
more so. A colleague who sat through several days of presentations by
well known companies recently was disappointed at the standard. Some
speakers were patronizing, others downright boring and several had problems
with their computer generated graphics despite the fact that there was
adequate time to prepare beforehand.
Different people prepare in different ways. In general it is good
to be ruthless in the selection of material. Keeping the communication
short and simple is a must as is rehearsal. Do not be afraid to try
out your presentation beforehand.
Body language speaks volumes. How many speakers have you seen with
head down and reading from notes addressing an audience that lost interest
some time ago? Eye contact - even with large groups is essential.
As for empathy, remember Goldmann's five to one rule. The best speeches
involve the audience. The speaker asks questions and invites opinions
and experiences but all the while is checking on their understanding.
Active participation creates dialogue and feedback.
Misjudging the audience is a failure to address their motivations.
The M.D's rousing speech to staff may well put them off if their motivations
are different from those of the Board. Make sure your communication
fits the occasion and the need.
The start and close of any communication must have impact. Key points
must be reinforced. It is a useful trick to memorize the first couple
of sentences of the opening and closing. It helps you to maintain eye
contact and increase the impact of what you are saying.
Audio visuals should both explain and reinforce. It is a pity that
so many fail to do so. We have all seen the transparency with a wealth
of detail that serves only to confuse. Sales forces may go for one word
motivation but the minimalist approach is to be favoured. Limit the
information and make sure the projector and the microphone work beforehand!
There is no perfect formula for curbing stage fright except to be
aware that everyone suffers from it and if they do not then they are
probably not giving their best. Adrenalin makes one alive and ready
to perform. Stage fright can be limited by being aware of many of the
points already discussed here. Sound preparation and a knowledge of
the audience will help improve self confidence. Thorough organization
of notes and equipment should ensure you are not thrown while presenting.
The trick is to accept that being nervous is normal but to work hard
on preparation and rehearsal so that the appearance of nerves is minimized
and the performance looks natural.
Handling difficult questions could be the subject of a 'Tips &
Tools' in itself. Suffice it here to say, do not lose your temper and
remember that most audiences will side with the speaker under attack
if that attack is aggressive or rude. Regard an attack as a request
for further information and do not be afraid of asking for time to come
back to that particular question.
|