AVOID COMMUNICATION CHAOS

Nothing happens until people talk. Rumor mills are part and parcel of every work group. They spread like forest fires, and rarely, if ever, are anywhere close to reality. A successful leader knows the value of open communication in his/her organization.

Never assume that anyone knows anything. This is a core leadership principle. You can never communicate enough in an organization. The folks at the far extremities need to know what is going on in the minds of those at the leadership center if they are to feel comfortable, safe, and knowledgeable about their work.

The bigger the group, the more attention must be given to communication. When the organization is small, informal oral communication is sufficient - and generally everyone knows everything. But as things grow larger, the need for more formal communication grows. Planned, written communication becomes essential.

When left in the dark, people tend to dream up wild rumors. As organizations grow, the original group of founders can become an inside elite. Newcomers feel left out and in the dark. It is in this atmosphere that rumors begin.

Top management needs to have a common purpose. If the top leadership is confused about fundamental issues, the rest of the organization is in an even bigger mess. There needs to be a written statement of purpose and direction. Everyone affected by the statement must be notified.

Notify everyone concerned. This holds true for all communication: those who are affected by the decision/letter/memo/directive need to be informed. This can take time and thought, but is well worth the effort.

Coordinate with others. If you have the authority to make certain decisions, they should be cleared with colleagues. Coordination is the hard work of communication.

If you are new to a position, communication is even more critical. People need to know what to expect of their new boss and how their jobs will be affected.

Listen. Good communicators know that listening is the most important part of the job. Leaders tend to be removed from the front lines of battle in the organization. It is imperative that leaders listen to those who are in the trenches, and rely on that information to make wise decisions.

Communicate the big picture with passion. Spell out your purposes, key goals, and core values, and "preach them from the housetops." This is one of the essential jobs of leaders. The workers who have been around for a long time need to be reminded, and the new recruits need to be "enfolded" into the corporate vision.

Dr. Hans Finzel is executive director of CBInternational, a church planting and leadership training ministry operating in more than 40 countries. He has also served as a pastor in Long Beach, Calif., and spent a decade in Vienna, Austria, as a trainer and administrator for CBInternational in Eastern Europe. He is the author of Help! I'm a Baby Boomer and Observe, Interpret, Apply: How to Study the Bible Inductively. He and his wife, Donna, are the parents of four children and live in Wheaton, Ill.

From The Top Ten Mistakes Leaders Make by Hans Finzel, copyright (c) 1994. Used by permission of Victor Books, an imprint of Chariot/Victor Publishing, a division of Cook Communications, Colorado Springs, Colo. To place orders call toll free: 1-800-437-4337.

This page hosted by Get your own Free Home Page