7 Ways Leaders Can Promote Communication at Any Organization

Any organization is only as strong as its ability to communicate. When an organization lacks strong communication, staying aligned and keeping employees in the loop is a tall order. But when organizations communicate well, everyone is on the same page, and the team can work together productively.

That being the case, leaders need to stay laser-focused on doing everything they can to ensure their teams communicate effectively with one another. 

If you want to promote more effective communication at your organization, follow these seven steps.

1. Embody the idea of improved communication.

If you want to improve communication, you need to change the way you communicate.  Improvement is change and change always meets with resistance.  This resistance is exacerbated when leadership talks the talk but doesn't walk the walk.  As a leader the idea of never asking your downliners to do something you are unwilling to do should be top of mind. What, practically, have you done to improve how you communicate?  Whe  issuing directions or mandates, how often are you listening to the other side prior to issuance?  How well do you demonstrate an understanding of the negative impact the change may have? . 

Any organizational change needs to be owned by leadership, meaning you must become the change you want to see and lead by example. Leaders who choose not to practice what they preach risk alienating their teams.

2. Ditch electronic communications.

If I asked you if you liked to read long emails, the likely response would be no.  If asked you if you draft long emails, the likely response would be yes.  Asa leader, you can promote improved communications by getting people to stop using electronic communication as a substitute for voice-to-voice conversations. 

Email is the lazy man’s way of communicating. The problem with electronic mediums is that too much data gets lost in translation. (This is essentially the reason emojis exist.)  Use email and other electronic communications to drive them to voice-to-voice conversations.

Unfortunately, some people will position themselves as  only comfortable communicating via text and email. If you find yourself dealing with these individuals, make it as uncomfortable as possible for them to communicate with you that way. If they send you a two-page email, respond to one or two sentences using a Label™. 

3. Understand people are resistant to change.

As mentioned, when it comes to any organizational change, employees are going to resist. That’s just the way it is. You’re creating work for someone else on whatever level, and you need to understand the impact that will have on their lives and demonstrate that understanding.

To do this, use proper sequencing. Sequence the conversation in a way that shows you are trying to discover (gathering information while deliberately demonstrating understanding through verbalization that is predicated on what the other side gives you), guide (deferentially providing data and information that supports your position), and ultimately lead (deliberate effort to influence the team/employee in a specific direction) them.

4. Ask your employees for feedback.

Proper sequencing starts with discovering your employees' pain points, challenges, and visions about the change. What alterations might they suggest? The more involved your employees feel in the proposed change, the less likely there will be any resistance.

Start things off with a vision Label: It seems like you guys have a vision about the current state of communications and how we might improve it. Then, use Labels and paraphrasing to ensure your direct reports feel heard and included. 

If you just tell employees to change how they communicate “because I said so”, you reduce your chances for buy-in. 

5. Lay out your vision.

Once your team feels understood, it’s time to lay out your vision clearly and concisely. Start with a No-Oriented Question™: Would you be opposed to me laying out my vision?

After that, lead in with an Accusation Audit®: I know you roll your eyes anytime we talk changes.  This is the last thing you probably want to hear.  You probably think I don’t know how hard you work or understand the pressure you’re under.

Then launch into your vision, letting your team know how improved communications will make their lives easier by increasing efficiency and productivity and helping them close deals faster. At the conclusion of the meeting, summarize the conversation and turn it over to the team: What do you dislike?  Stay in the moment as long as negative emotions and dynamics are present.

6. Discuss implementation.

Now, it’s time to have a conversation about implementation. To do this, ask what and how questions to move the change forward: What will you tell people who grumble about the new communication mandate? How do we know we are on track for the complete adoption of these new strategies? What will we do if we find ourselves off track?

Develop a plan to ensure your new initiative is implemented effectively.

7. Create change management support.

One way to increase the chances the change is implemented quickly and smoothly is by building an army of volunteers who will  push the message throughout the organization. Tell your team that you’re looking for people who are enthusiastic about the change and willing to promote its benefits. Once you’ve identified volunteers at all levels, collaborate with them continuously until the job is done.

Any improvement requires change, and any change generates  pushback. When you change the status quo, you introduce uncertainty—the mother of fear.

By following the steps outlined in this article, you can deliver effective change across your organization, much to the delight of all stakeholders.

Now that you know the ingredients of successful change management, continue sharpening your leadership skills by checking out this infographic, “7 Characteristics of Effective Leadership.”