You have to wonder why communication (or the lack thereof) is such a big issue inside most organisations today. Ask any group of people, at almost any level, what they feel the number one issue, or challenge, or problem is inside their organisation and guess what they will say? Communication!

Now, they may call it different things. They may say it is lack of a clear vision from the CEO; or a lack of collaboration amongst functional groups or even a lack of direction from their superior but, it all boils down to the same thing. A lack of communication.

But is it really?

Is it that simple?

There is no doubt the issues in business today are complex. The business world is moving faster and faster. The demands on everyone are increasing. The need for people to know more is becoming greater and greater. Yet, the communication tools at our disposal are becoming more and more ubiquitous. The problem can't be the volume or the accessibility of communication, it has to be something else.

One of those problems is quality. The quality (and the validity and relevance) of the content of most business communication is getting bogged down with useless junk and confused signals. Important messages are being distorted, miscommunicated, and sometimes not reported at all. The results can be catastrophic. From Enron to Martha Stewart Living to Nortel, the lack of honest, relevant communication can have a fatal effect on your organization.

It’s a Listening Problem

On the other hand, organizations such as GE, Intel, and Southwest Airlines all thrive on something else. Something better. Something different. Something that actually works. They have diagnosed the problem differently and, while they agree the "quality" of communication is important, they also know it is as much a listening problem as it is a speaking problem. As a result, they strive for clarity, straight talk and prompt open communication. Focused communication is one of the keys to their success. They don't beat around the bush, They don't trim, prune, shear, or chop the communication bush, they burn it to the ground with clarity.

In their book titled "Absolute honesty" authors Larry Johnson and Bob Phillips argue that organizations of today must streamline, tailor, and ultimately centre their attention and practice "focused communication" in order to ensure the message is both clear and understood. Why is this so important? Well, aside from the obvious - the fact everything happens through some form of communication - it is the fact cultures (corporate or otherwise) are measured by the language they use and the manner in which they communicate.

The Broken Telephone

In society or in business, we all know the power of effective communication. We have all seen instances where, at critical moments, the timing, tone and texture of the communication can actually multiply its effectiveness. Therefore, to use a term coined by Jack Welch, we must put an end to this epidemic of "superficial congeniality" and get up to speed on open, honest and truthful communication.

We've all played the "broken telephone" game. We have all seen an important message become distorted or watered down as it travels from A to B. The problem is, too many organizations continue to allow the game to be played. Mile long reporting structures, carefully crafted and overly engineered corporate directives and a relentless search for the soft centre of compromise, all conspire to distort the message and kill the momentum.

The Truth and Nothing But

It is time to call a truce. It is time to focus on the basics. It is time for absolute honesty. Sure, it would help to shorten the communication lines but the number one improvement we could make would be to foster straight talk. To encourage, in fact to insist, that all employees speak openly and directly with each other, right through to the top of the organization. To tell it like it is. To take away the candy coating. To put the emphasis on clarity and the burden on the listener not the talker.

Driving forward with speed, an emphasis on ruthless execution and a focus on effective implementation should all be the relentless pursuit of any high performing organisation. But, in order to accomplish everything possible, organizations must be run on a foundation of absolute honesty. Dealing with matters as quickly as possible, while limiting the opportunities for distortion, will keep the organization running at pace and prevent infection from the virus of negative thoughts and emotions.

Clear Picture

It has often been said the definition of a good leader is the ability to attract willing followers and, to do so the leader must be able to paint a clear picture of the desired 'destination'. The fewer the number of words that can be used to describe this end, the better.

Federal Express does it well. Their clear, simple mantra "On time, every time" leaves very little room for confusion and very little wiggle room in terms of how they measure their effectiveness. It ensures each member of the organization understands his or her role and that their role has something to do with "On time, every time". Employees at FedEx also know that they can expedite the communication process internally by phrasing their issue or request as it would relate to "On time, every time". This guides all actions and quickly allows communication to flow between people.

As a leader, your responsibility is to embrace this mindset and communicate in a clear, concise and transparent manner that helps your organization and all of its people see the same destination.

The Only Thing To Fear

If there is one emotion that has no place in business it is fear. The fact of the matter is this – too many corporations are being run blindly with half-truths, fear, and egos. In an environment of this nature, employees are looking to save their own skin and will more often than not bury their heads in the sand and hope that the real issues fix themselves.

To paraphrase author Keith Yamashita, we must work on the system, not the symptom. The result of this corporate anxiety is that new ideas cease to spread, politics erupt, and execution fails. Corporations must spend an inordinate amount of time teaching their employees to embrace courage and stewardship, two traits that will ultimately lead to a more focused workforce.

Steps to Focused Communication

Be Brave - Fear comes in many shapes and sizes and there is a great deal of fear within many organizations today. Fear of challenging the status quo. Fear of speaking up. Fear of trying something new. Fear of failure. Fear of success. Leaders must do a better job of preparing themselves and their organization to be open and honest. Unfortunately, for many, this is a difficult thing to do.

See the Big Picture - Here is a newsflash – this isn't about you! This is about the organization. So whatever you have to say - say it, for the greater good. Every member of your organization must understand the value of concise, focused communication and how it directly affects the company as a whole.

Do your Homework - Tough leaders practice tough love. As they were building and changing their organizations, leaders such as Andy Grove at Intel and Jack Welch at GE challenged everything that was said to them. They knew how to be hard on the issues but soft on the people. They role modeled the behaviour they sought in others by showing people where they were ineffective at communicating and, in so doing, 'forced' them to change. They asked tough questions that tested the 'realism' of what was being said to them. These companies have become legendary in the level of candour they practice and the speed at which they execute. This approach teaches employees to respect and value the 'face-time' they have with their audience, which causes them to arrive thoroughly prepared.

Demand it - Knowing full well how valuable the time of your audience is, you must also realize how valuable your OWN time is. As a potential audience or team member, it is your duty to ensure that, when you are approached, you take an active role in expediting the process. The goal is not to be offensive, but to show the other person just how quickly something can be accomplished. Another key to being a facilitator is to ask questions - tough questions. Do not be afraid to question the speaker, to give them pointers, and to have them demonstrate their level of preparedness and relevance. Your time is valuable. Get what YOU need.

Our Monthly Rant...
Try an e-mail diet

E-mails are the "carbs" of the workplace. They bloat, they bulk, they fill up inboxes, tempting you to lose focus. They are the lazy way to generate energy. No doubt about it. Quite frankly, we would prefer a little more meat.

Certainly, in these on-demand times, e-mails are instant modes of communication. However, can you think back to a time before e-mail? How many conversations did you have in a typical day? Odds are, you send many more times the number of e-mails than you had conversations. But, does that mean the quality or the clarity or the honesty of the messages has improved? Probably not. E-mails should be clear, concise, and to the point. They should not be used to delay, to hide, or to provide vague pictures of a particular situation. When it comes to e-mails, make sure there is both sizzle and steak.