Pre-packaged

Communication is critical for just about every project. This is why we spend lots of time crafting messages. We need to figure out the best way to tell everybody what we know about the endeavor – the goals, the plans, the schedule. We need to shape the message for different audiences, anticipating their concerns and garnering their enthusiasm.

We use lots of formats like email, reports, presentations, and maybe even video to package these communications. It’s important to get the word out in a variety of ways so that it’s interesting and digestible for everyone. We need to deliver a good product in order to get the information across.

Un-packed

The trouble with all these neatly packed ideas is that the recipients need to un-pack those messages. They need to pick them apart, examine the components, and discover the meaning each has to them personally. To really understand the message and prepare to take action, they’ll need to explore the issues – asking questions, discussing with colleagues. This is a decidedly messy process. And that’s ok.

In fact, you should probably embrace it. And maybe even accelerate it.

Getting the conversation started is probably more important than packaging all one-way messages up neatly. The conversation is where everybody is actively engaged in the process of internalizing how the project is going to work, how it will impact them, and what they’ll need to do to help get it done.

Getting the conversation started earlier in the process is a little bit risky. You need to be ok with not having all the answers, with not presenting a fully polished product, with uncovering issues you haven’t anticipated. But, that’s exactly why it’s a good idea to do this. You’ll now have lots of input to shape the final aspects of the project. And you’ll gain buy-in in the process.

Photo credit: Cliff

Getting a group behind your objective requires some patience and effort. Simply giving a directive won’t work in most circumstances, because they’ll want to understand the context. The rationale behind our efforts is ever more important to us these days. People want to know why they are being asked to do something.

This is a good thing.

You tell them why, they’ll tell you how

If you can articulate why the team needs to move in a certain direction – why a change is needed, and why this course of action is best – then they can tell you the best way to proceed. They can tell you the “how.”

And this is a good thing too.

A lot of time leaders feel like the “why” is obvious or already understood. But it’s not. People need to be brought up to speed. They need to be able to ask questions, contemplate, and maybe even challenge the “why” a bit before they can fully absorb it (and buy into it).

And a lot of times leaders feel like they need to tell the team exactly how to do things in order to meet the objective. But they don’t. People on the front lines often know better. And if you’ve got buy-in on the “why” they can best tell you “how” things should proceed. This also gives them some ownership over the idea and the plan – the opportunity to shape it and make it their own.

Photo credit: Shashi Bellamkhonda

Sometimes it helps to have someone new examine your situation. Someone who is not familiar with the context. Someone who doesn’t know the jargon or any of the “inside baseball” details and nuances.

First, you’ll need to bring them up to speed, which means you’ll need to translate a lot into simple, clear statements. That exercise alone can be very refreshing. It forces you to step back look at your situation from a broader perspective.

Then, you’ll hear questions and ideas that will help you to think about a lot of things differently. Some suggestions may not help at all, but many will. And the smallest, simplest one may actually have the biggest impact.

Photo credit: Kevin Dooley