And Why?  This is why…

The captain, the crew, and possibly even the cruise line, failed to keep focused on their primary purpose.

I see the primary purpose of the captain and crew of a commercial sailing vessel as ensuring the enjoyment and safety of the passengers.  Simply that.

The events that led up to the sinking of the Costa Concordia showed evidence that this purpose, (or facsimile thereof), was nowhere in sight as the Captain chose to sail too close to shore reportedly with the intent of ‘saluting’ a former colleague who lived on the Island.

The result, of course, was a hundred and sixty foot gash in the ship’s hull; a crew that failed to follow proper evacuation procedures; panic and chaos among the passengers; and a captain who appears to have chosen self- preservation over the honour of fulfilling his obligation to the passengers.

This is not the first time this has happened.  In 1991, the cruise ship Oceanos sank in heavy seas off the coast of South Africa.  A similar scenario played out then. This time, luckily, no one died. But, the Captain and crew abandoned ship before the passengers, leaving them to seek leadership from two of the ship’s entertainers who, by all accounts, acquitted themselves bravely staying until the last passenger was safely off the ship.

This is what one of them relates about his experience:

So what does this teach us?   To me, one thing it teaches is the importance of knowing, understanding and believing in a business or organization’s fundamental reason for being; being clear about what and who it is there to serve; and then focusing all activity on the fulfillment of that purpose.

I know, it sounds easier than it is but having a really strong feeling of purpose can make the difference between doing the right things and courting disaster.

Another thing that comes to mind for me is that while leadership is about going first, in some situations, it is also about going last.  In short, whether they are ships or businesses, when they fail, good leaders , stay until the end.

What do you think?

I was reminded of this the other day when I caught myself being not nice to a young man who was conducting telephone surveys for an insurance company.  Specifically, I allowed my disdain for unsolicited telephone surveys to affect the way I spoke to him.  That wasn’t fair.  And it definitely wasn’t nice.  So I apologized and then did my best to separate my dislike for the survey from my empathy for someone doing an honest and thankless job.

It occurred to me then that nice, at least in corporate settings, is often the victim of our contempt and in fact frequently equated with weakness.  The perspective is that people who are nice are pushovers. They lack character. They are spineless, maybe even incompetent.  When we ask people to describe a leader, they invariably say things like, strong, decisive, visionary, and courageous.  Rarely are they characterized as ‘nice’.  Indeed in some organizations we even expect our leaders to bring with them a measure of unpleasantness.  It goes with the territory.  After all, they are busy people. ‘Nice’ doesn’t get the job done.

But to me, it gets a bad rap.  In fact I think it has an important role to play in organizational success.  I think too, that it could use some repositioning in terms of the way we think about it.

So let’s try it.

What if we decided to equate ‘nice’ with strength instead of weakness?  What would it look like?  Well, here’s what I’m thinking about that:

When “nice” = “strength”…

It would look like Kindness  ~ We’ve all heard it.  “You catch more flies with honey than you do with vinegar” It’s an old American proverb with an enduring ring of truth.  And really, it takes just as much time to be mean as it does to be kind.

It would look like Truthfulness ~ Here’s where ‘nice’ grows teeth. Sometimes engaging in difficult conversations and telling people what they need to hear to make better choices is much nicer than avoiding or misleading them.  Often, taking the easy way out is very far from being nice.

It would look like Respect  ~ To me, respect asks us to behave like adults and treat others like adults too.  There is no room for condescension or patronizing behaviour in my definition.  It’s simply not nice.

It would look like Generosity ~ Generosity is often about letting go of something we’d rather keep for ourselves.  It is a demonstration of regard and a vote of confidence.  It takes strength.  And, it’s a nice habit to adopt because generosity can be catching.

It would look like Clarity ~ Being clear about what we need and what we expect is part of the package, especially if we intend to use those expectations as a benchmark for performance appraisal at some point.  Otherwise, it’s not fair and especially not nice.

It would look like Empathy ~ Seeking to understand how things are for others is a primary role of the leader.  It’s the way s/he “tunes in” to the work environment and engages people, not only in conversation but also in playing a willing part in fulfilling the organizational purpose.

It would look like Civility ~ Good manners are certainly part of being nice.  We may think we don’t have time for this. We are too busy.  I assert, however, that for workplaces to be ‘livable’ they must include courteousness.  People work better together when they treat each other well.  It’s as simple as that.

The truth about being “nice” is, it really doesn’t matter what you call it.  It’s not about the word.  It’s about the behaviour that the word suggests.  If we choose to look at being nice as a weakness, we will continue to discount its value in the workplace.  We will cling to the notion that “nice ‘guys’ finish last” and  keep on accepting objectionable behaviour from leaders who believe it.

So let’s remember those words from the American Playwright, Wilson Mizner, ~ “Be nice to the people on your way up because you’ll meet them on your way down”

What do you think?

While my tongue remains firmly in cheek regarding prophesied world ending events, these thoughts give rise to the notion that there always seems to be something happening, changing, interfering with, or otherwise upsetting our equilibrium.  It’s the way of the world.  And, we are choosing to make our world more intricate and more accessible which renders our day-today dance both exciting and sometimes horribly stressful.

To me, all this suggests that a leader’s role, (at least one of them), is to create a platform for stability, often where none exists, because in a world of constant change and increased complexity, people need to feel anchored to something they can count on.

For some, it is as simple as knowing that in the face of the unknown, they can still be all right.  For example, during the Second World War, The British Government gave the people of Britain reassurance that they can still be all right through a poster campaign that said, among other things, “Keep Calm and Carry On”.

Of course it wasn’t the only thing they did to help sustain the people but it served as a vote of confidence in the spirit and capability of the British people to stay the course and overcome the hardship, terror and uncertainty that war had foisted upon them.  They, in turn, rose to the occasion finding ways to support each other; share what little resources they had and keep their upper lips proudly stiff.

Today too, we are bursting with uncertainty. We have come to know that just at the moment we begin to feel steady, things are going to change. So finding ways to create stability amid inconstancy is, in my view anyway, a primary goal for the 21^st Century leader.

The question is, how? The answer is…well I’m not sure.  But I have some ideas and here they are:

1.    Be Purposeful

Knowing our organizational purpose is a great beginning to creating stability. After all, while change affects the way we go about fulfilling the purpose, the purpose itself, more often than not remains the same.

2.    Extend the purpose beyond the confines of organizational boundaries.

Most organizations support charities or causes of some kind.  Just as the causes can vary, so can the motivation for supporting them. To me though, doing good works that align with the organizational purpose helps the company grow roots and contribute to the creation of stable communities, both inside and outside corporate boundaries.

3.    Keep Learning

Broadening our knowledge base creates a more stable environment.  In other words, the more we know and understand the less there is to fear.  So giving true value and support to learning, not just training, will build a company of people who are confident, resilient and eager to see and experience what comes around the corner

4.    Be Guided by a set of strongly held values

World events, economic instability and a constant feed of both useful and useless information contribute to a dizzying existence for most people.  Sometimes we just need to stop and remember what’s important and what we stand for.   It’s kind of like being out in rough seas.  When we can’t see the shore and the boat is tossing us around mercilessly, our values serve as the lighthouse beacon that gives us the promise of solid ground.

5.    Take Blame out of the Equation

When things go wrong, and they do, it’s easy to panic.  When we panic we look to place blame.  Blame is the enemy of stability.  It rattles people and often for the wrong reasons.  Blame is not about accountability it is about passing a hot potato and making sure it lands in someone else’s lap.

Taking blame out of the organizational culture and replacing it with a more solution oriented demeanor allows more people the confidence to participate in solving problems as they arise rather than spending time looking for ways to take cover.

That’s what comes to mind for me anyway.  What about you?  How do you help people Keep Calm and Carry on?

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Today’s leaders must be experts in change management in order to guide their teams towards organizational goals. In business, change is the one thing you can always count on – and now, it happens faster than ever. Unfortunately, not everyone embraces change. In fact, some employees actively resist it. Not everyone is a born leader, but most can learn the tools and techniques used by respected leaders to influence others and bring about change.

Building Trust Leads to Embracing Change

Would you like to inspire your employees to embrace new initiatives and work toward common goals? For some leaders, that may seem effortless, but in reality, they’ve worked to gain the trust of the people they lead. Cultivating a high level of trust is essential to getting things done efficiently and cost-effectively – both of which are required in a competitive business environment. Here are three tips to quickly build trust:

1. Trust Yourself: To be a leader, you need self-confidence. Confident people live their beliefs. They back up their words with commitment, and they always speak the truth. When you trust in yourself first, your ability to earn the trust of others will follow.
2. Acknowledge Past Missteps: Perhaps you weren’t completely truthful, or haven’t followed through on your promises. If so, it’s quite likely that your staff noticed your missteps. Before you can ask for their trust, you must take responsibility for past actions.
3. Be Accountable: Effective leaders require accountability from their people, and are accountable to their people. Don’t promise what you can’t deliver. For example, have your bicycle commuters requested a bike rack? Be proactive and have one installed. Is flexible scheduling a wish-list item for your employees? These efforts will not go unnoticed – they will trust that you “walk the walk.”

Continuous Improvements Require Thorough Training

A smooth-running, productive team is comprised of individuals who have the opportunity to contribute their best efforts toward common goals. But first, they must clearly understand the reasons and objectives behind a new project or process, and how they fit in. Next, they need to feel comfortable taking on their share of the responsibility. If there are any gaps in the team’s capabilities, it’s time for additional training. Effective leaders recognize each employee’s strengths and abilities, and assign tasks accordingly.

Effective Leaders Focus on Customers

Customer-driven enterprises exist to serve the needs of customers. All improvements to processes, procedures and operations must support this goal. The best leaders track customer demands and share with their teams, so everyone can fully understand the changes they are asked to implement. Operations improvements that will benefit the customer are much more accepted.

Don’t Settle For Less Than Excellence in Communication

Your team will trust in your leadership, as long as they know that their efforts are for the greater good. But it’s also important to be consistent and honest in your communication. Empowering your team members to feel comfortable with sharing information, asking questions and voicing their ideas is a key to success. Good, honest communication helps build trust, and it’s no stretch to say that every great leader is an excellent communicator.

Change Management Comes From Effective Leadership

The best leaders have the ability to keep their own goals in sight, while also focusing on those of their team members and the organization at large. Moving a business toward meeting its objectives requires that each member of the team have a stake in those objectives. When procedures change, individuals often feel uncomfortable and lose sight of the goal. This can lead to a drop in confidence, morale, and productivity. Building trust, providing training, focusing on customers’ needs and providing clear communication are essential to fostering effective change. Try these ways to strengthen your leadership skills, and you’ll have a much better impact on your team’s performance

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This article was submitted by the University of Notre Dame, in partnership with the University Alliance. The University of Notre Dame provides all the necessary tools and resources to gain an executive certificate in leadership and management online.  To see additional information please visit http://www.notredameonline.com/.

As well, in the spirit of reflection, I want to take a little time to highlight the posts that seem to have captured your attention the most in 2011.  Feel free to rummage around in the mix.  There may be something in there you missed the first time around.  Who knows? And, if you are new here, my hope is that you will spend a little time exploring.

In January, I published Leading Collaboratively …a 21^st Century Necessity.

This post asks us to consider some of the reasons we distance ourselves from collaborative effort and suggests some ways that leaders can help others choose a collaborative approach over more independent strategies.  It also includes a great video clip that demonstrates the power of effective collaboration.

In February, there was The Importance of Being Care-Full

There continue to be those who believe that caring for people is not an organizational imperative.  I think it is.  And, I explain in this post what caring really looks like in a practical way.

In March, we talked about Leadership and Curiosity and examined some of the possible reasons we can easily lose touch with our inquisitive muscle.

In April, I offered for your consideration Encouraging Innovation & The Story of the 5 Monkeys.  This post is meant to demonstrate how easily we can become conditioned to doing things in certain ways without really knowing why.  And it asks us to consider this: As leaders, how do we invite innovation and creative thinking into our workplaces?

In May, I posted Going First.  This post suggests that leadership is fundamentally about going first.  It also examines the tension that leaders must manage every day between doing too much or too little of well, just about everything, and includes some ideas about how leaders can go first while convincing everybody else involved that it’s a good idea.

In June, we talked about the importance of Straight Talk.  In this post, there are a number of principles meant to guide us in our conversations with others designed to help us establish a Straight Talk environment.

In July, I assumed my follower role and considered what it would take to make me want to follow someone in …And I’ll Follow You Anywhere

In August, as the summer drew to an end, we discussed what it takes to get moving again after the summer sun has worked its magic in, Getting Back to Work ~ What motivates Us.

In September, We looked at what it means to care and care-take in, Caring or Care-taking?…A Fine Distinction

And finally, following the death of Steve Jobs in October, I offered this post, Valuing Differences…Here’s to the Crazy Ones.  This one includes a powerful and really short video narrated by Steve Jobs that makes this one a post you enjoyed a lot.

And that’s it, for this year anyway… except for this. My wish for you is that 2012 will be one of prosperity, learning, growth, good health and much happiness.  As Captain Picard was so fond of saying, “Make it so”

That’s what my laptop informed me the other day.  Rather whimsically, I wondered what it would be like if we had similarly obvious warnings built into our bodies with little red flashing lights designed to tell us exactly when we were about to run out of steam.

I don’t expect my laptop to go on forever.  I know, from time to time I’m going to have to connect it to a power source so it can build itself up to full strength again.   The irony is, I don’t always do this for myself.  I suspect this may be true of many of you as well.  For some reason, we believe ourselves to be capable of expending unlimited amounts of energy without attending to the restoration process with equal dedication.

I believe that leaders are particularly vulnerable to this kind of energy depletion.  Some will say that people depend on them to be there.  They expect them to be present to make decisions, lead the charge, and champion the cause.  The demands on them are such that there is no time to think about holidays or recreation that doesn’t involve a client, a supplier or a prospect.  They can’t afford to be seen as tired or weak and must find ways to soldier on no matter what.

Well, that’s one way of looking at it.

Here’s another.

In order for any organization to successfully fulfill its purpose and achieve its goals, it must learn to recognize, nurture, and manage its collective energy.   This means that everyone involved, including the leader, must take responsibility for not only the generation of human energy in the workplace, but also its ongoing replenishment.

So, from this perspective, what does it mean for the leader, in practical terms?  Well, here are some things that come to mind for me:

As Leader:

My job is to become dispensable

We all like to be needed but we do no one a service if we strive to make ourselves indispensable.  If this should happen, it means that as leader, I have not done a good job of training, mentoring, coaching or encouraging those around me.  As such, not only will my own energy be depleted quickly but the energy of others who are capable and eager to do more.

I must find ways to create flexibility in how we do things.

It’s easy to follow a well-worn path when it comes to how things are done.  The trouble is that the path can easily become a rut and that has a way of sucking the energy out of everyone.  Finding, and accepting, alternative ways of working, presents an opportunity to keep the workplace vital and the people in it creatively free.

I must make time for rest and quiet reflection

Some continue to believe that if they are not engaged in doing something, they are achieving nothing.  I believe that periods of rest and quiet reflection restore energy and give rise to creativity that cannot possibly come from a tired mind.

I must make room for fun, laughter and celebration

Simply put, a good laugh does wonders for the energy levels in any room.  Uncontrived celebrations and fun can do the same.  Life and work are full of little absurdities just waiting to be appreciated.   Energy soars when people laugh.  And it costs nothing.

On a cautionary note there is a cardinal rule associated with this. Laughter at any one person’s expense is unacceptable.  It’s mean.  And, rather than infusing the environment with energy, this kind of laughter will defeat the purpose by vacuuming it out.

And finally:

I must remember that I am human

When we are in charge of something, it’s easy to get carried away with our sense of importance.  We begin to believe in our own indestructibility.  We push through our tiredness; ignore our aches and pains and work through our illnesses.

It’s a mistake.  No one is that important.  Really.

What do you think? Got anything to add?

I once had a boss who was the epitome of command and control, a real “my way or the highway” kind of guy.  He was a stickler for punctuality and his need for control was so strong that he posted one of his managers at the elevators each morning armed with a clipboard and orders to write down the names of all those unsuspecting stragglers who deigned to arrive past the expected starting time.

One morning I peered over the shoulder of one of these hapless managers only to see that, having caught someone alighting from the elevator at 9:02 a.m., he had written, “girl with red hair and green sweater”

I asked him how he expected to create anything that the boss would find useful if he didn’t know the names of the people he was there to “catch”.  He said,

“I have no *f*&*%! idea.  I’m just doing what I’m told”

That is a classic consequence of creating and working in a command and control culture.  It assumes that the person in charge is the holder of all wisdom, skill and experience; a person who knows exactly what they are doing at all times and the Mecca to which everyone bows.  And the rest of us simply do as we are told.

Except we don’t.

In fact, while we are doing as we are told, we are also finding ways to quietly sabotage progress.  We waste time grumbling.  We call in sick when we are just too fed up to go in. We arrive on time but then do nothing for the first hour.  We spend time dreaming up other ways to get around the stringent rules set out for us; and somewhere in all of that, productivity, dignity, a sense of accomplishment, and of purpose, are lost.

So no, command and control in a business or organizational environment is not a leadership style that  serves us any more… at least not in large doses.

Having said that there are situations that will call for an authoritative approach to leadership. For example:

• In times of revolutionary change when the future feels doubtful, this take-charge style is needed, and often appreciated, to help people over the hump of uncertainty.
• When under tight deadlines or in crises, there often just isn’t time for lengthy debate or consensus building.
• When the leader has more knowledge around a certain issue and it just makes sense for him or her to make a decision for everyone.
• When the organization has drifted from its purpose or lost sight of its vision a strong authoritative presence is required to recalibrate organizational focus.

So, in short, while we love to hate command and control, we would be wise to allow that there are times when authoritative leadership is necessary.  The trouble is, if not used well, it can easily morph into something that fails to serve the organization or the greater good.  So, like the delicate balance of a perfect stew, the application of control and authority must be carefully measured and administered to render it both useful and palatable.

What do you think?

The trouble with organizational boundaries though, is that so often they are defined by rules and procedures that have a tendency to limit creative ability and collaborative effort.  That can be very stifling for both the organization and most certainly for the people who work in it.  In my mind, boundaries built on rules and procedures alone make an organization look a bit like this:

It has a rather claustrophobic feeling about it, doesn’t it? And, its walls are solid and unbending.  In an atmosphere like this, I can imagine how hard it must be to engage people in creative thinking, (and doing), because really, there seems to be no way out of the ‘boundary box’.  In this scenario, boundaries create a static space with little room for fresh ideas or growth.

But, let’s not get carried away.  Boundaries are a necessary part of every organization.  Without them, we invite chaos, distraction, and confusion with everyone running around doing their own thing and nothing meaningful being accomplished.

The thing is, boundaries don’t have to limit our ability to put our heads together and come up with ideas and activities that bring the workplace alive and produce something meaningful and fulfilling.

In fact, if expressed differently they can serve the creative process amazingly well.  Here’s what it might look like:

You may notice that the Legal and Ethical boundary appears at the bottom of both images.  There’s no getting away from that one.  It is in no way flexible and serves as the foundation for any reputable organization’s dealings.

The vision and purpose of the organization provides the uppermost boundary.  This speaks to the importance of creating, conveying and instilling a clear sense of purpose and future throughout the workforce. This is not simply about hanging framed vision statements on the wall.  It is something that acts as a guide to decision makers and leaders throughout the company regardless of their position or title.  It invites the question, “Does what we are about to do serve our organizational purpose and move us closer to realizing our ultimate goal?”

The boundaries on either side of the model are created by the Values the organization and its people espouse.  Values express our intentional behaviour and the qualities we hold as critical to the company and what it stands for. It also invites the question, “ Does what we are planning to do honour our values? If it doesn’t, what must we do differently to ensure alignment?”

Finally, the Creative space here is not so much restricted by hard and fast rules but guided by a set of principles that makes sense to everyone. They are open to challenge. They respond to changing times and situations. And that makes the creative space alive and dynamic.

Of course, if there were a downside to this kind of boundary making, it would be the greyness of its nature.  Rules are black and white, right or wrong… vision, purpose and values…not so much. These can be open to interpretation from one person to the next.  As such, they require ongoing attention, management and leadership.  Their messages must be constantly referenced and reinforced.  And too, there must be a strong belief in the will and capability of people to see themselves in the organizational vision, working with others to fulfill its purpose and aligning themselves with the values it embraces.

For the leader, it is not easy work…not at all.  To me, though, it is work worth pursuing because, done well, it increases the potential of companies to successfully build something that everyone involved can feel proud of.

What do you think?

I think leadership is available to all of us.  It is a choice we make.  It doesn’t always come with a title or a big office but it is there and it asks us to do something with it.  Of course, the more we learn about it, the more likely we are to make it a conscious part of our lives.

Those among us who  remain unconscious and unaware of their own potential to lead would do well to rouse themselves.  The world needs us all to wake up, not simply to point fingers of blame or criticism in someone else’s direction but to stand up for something, take responsibility for something or set a positive example for someone else.

If this sounds daunting, it could be.  But, it doesn’t have to be.  There will always be greater and lesser leaders among us.  But leadership does not always have to be larger than life. Nor does it have to be complicated.  There are two simple truths that guide me and here they are:

The First one is this.  Leadership is not about you

Real leadership happens when our role as leader becomes about something other than ourselves. At these times, our individual importance is overshadowed by the purpose we are there to serve.

Evidence of it is shown in the quality of our relationships with those around us. Leadership asks that we give others what they need to be at their best.  It asks us to guide them, coach them, talk to them, listen to them, encourage them, and expect the best from them.  Whatever we do, it must  be about that and about a shared purpose.  Real leadership is never about any one person.

The Second Truth is this.  You don’t have to be a hero

Peter Drucker once said, “No institution can possibly survive if it needs geniuses or supermen to manage it.  It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”

Most of us are just that…average human beings.  We do not have to have special powers to lead. Sometimes all it takes is to believe in something enough to be willing to go first. Leadership is about caring.  It is about doing and participating.  If we expect perfection from it, we will be disappointed.  If we spend our time looking to the few for answers, we miss the opportunity to find our own answers and to explore possibilities that can only be found in the brainpower of the many.

The bottom line is, leadership is neither heroic nor about any one person.  It lives in us all.  We show it when we exercise our right to vote.  We show it as parents.  We show it in our communities when we volunteer.  We show it in our workplaces by being there and doing our best, regardless of our title.  So when we doubt our ability to make a difference because we don’t see ourselves as leaders, we would be doing ourselves a service by remembering that acts of leadership are choices we make. Be they big or small, all are important.

What do you think?

Even if we try to simplify our communication processes, barriers come up that can sabotage the message and render it ineffective by the time it gets to those who must act on it.  There are a lot of reasons for this.   Here are four that come to mind for me.

Cultural Barriers

There are many factors that make up what we refer to as “culture” but to me, cultural difference is about attitudes and beliefs that come from our personal environment and experience.  As such, two people could get the same message but interpret it in two entirely different ways simply because their frames of reference and language differ.

Here is an example from a Scandinavian advertising campaign.  It was developed for the vacuum cleaner Manufacturer, Electrolux, then interpreted and  used, without modification, in the company’s American campaign.  It read, “Nothing Sucks like an Electrolux”  

What To Do

• Consider the cultural makeup of the intended audience.
• Seek to understand where there are differences.
• Fashion the message to ensure that it says what you mean and also takes those differences into account.

Linguistic Barriers

Variance in expression or colloquialism is common even among those who speak the same language.

When my parents brought our family to Canada from England, there were a lot of expressions we used that were interpreted differently in our new country.  This once placed my mother in an embarrassing situation when she was sitting around a table with her co-workers one day discussing the time they each got up in the morning to get ready for work. When it came to my mother’s turn to speak, she said, “My husband knocks me up every morning at 7:30”.

It was only after the laughter had died down did someone explain to her the North American meaning associated with what she had just said.

What To Do

• Minimize the use of slang and idioms when delivering the message
• Keep the language used in the message simple and as free as possible from business speak or (dare I say it) sports metaphors.
• Make clarity and simplicity the goal over showcasing linguistic ability.

Biases

We all have them.  Bias is, after all, shaped by our experiences and who we are.  It becomes an obstacle to effective communication though when we consciously or subconsciously choose to speak only to those who are more likely to understand and agree with us.  It’s natural.  But in leadership, it is also important to extend the reach of our message to those whose biases do not necessarily align with our own.

The workplace, for example, now employs more than one generation of people.  Each generation has its view of the world.  Each generation also has its challenges.  And yet, the messages you send must finds ways to reach and engage everyone to be effective.

What To Do

• Acknowledge your own biases first
• Look through the lens of those who are least likely to align with your views
• Listen.
• Fashion your message to include something that everyone can relate to.

Assumptions

It was Oscar Wilde who said, “When you assume, you make an ass out of U and Me”  

Assumptions sabotage effective communication and have the potential to lead everyone down unintended paths.  For instance, you may assume that because people are nodding while you speak, they understand and agree with what you are saying. Similarly, if you invite questions about your message and get none, it would be easy to assume there are none.   The truth is, few people will risk the potential embarrassment of being the only one who doesn’t agree with or understand your message or doesn’t know what to ask.   To assume they do would be a mistake.

What to do

• Work on the basis that all your assumptions could be false
• Make your assumptions known to others to determine their validity
• Anticipate questions and concerns that could come out of your message and bring them up to encourage conversation

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Communication barriers are always going to be with us because humans are complex beings. I think that’s what makes it a challenge…and sometimes a great source of fun.  The following is a fine illustration of how easily we can get things wrong even in everyday conversation.

What do you think?