Congruent Consistency-Converging Clarity

      The way we say things often has a greater effect on the listener than the actual words we use.  And in the majority of cases that effect is not the result we wanted.  One of the main reasons  we miscommunicate is that each individual person has their own unique map of reality.  This means that a map is merely the cartographer’s interpretation of the actual terrain.  As different cartographers depict different features depending upon the map’s use, so we all interpret the reality of a situation depending upon what it is we want (or don’t want) from the situation. This is where two people interpret the same words differently. We assume that if we make our point clearly then the other person will understand our meaning. But we distort our thoughts through our own filters and behaviour. That changed message is then distorted further by the senses and filters of the other person. They then respond to what they think was said or intended.  By accepting this presupposition as true, we can take responsibility for the fact that we are being misunderstood and change HOW we phrase our message accordingly.

              So, what we communicate is often more about style than content. All business leaders will have their own unique method of making their message known. And the Way the business leader communicates will have an impact on how effective their message is. There is a language that each leader has. It is a language with which they manage their own inner state and also indicates How they influence.

     Given that ambiguity exists anyway in the way we communicate, introducing further differences by inconsistent messages or styles leads to greater confusion. Some like to gather people together and address them all collectively.  For others, public speaking should be avoided like to plague while others prefer small talk at networking events. 

     Whichever style suits though, business leaders should be consistent both in their message and its method of delivery.  The meaning of communication is the effect and the responsibility for that effect lies with the person doing the talking. You!

Action is the antidote

We know that the only limits to our full potential, business and personal, are our imagination and our commitment.  As we struggle through this recession good business leaders ( and readers of this blog!) will have been engaging their own and their employee’s imagination and creativity in order to brainstorm new products or services; or simply to do the same thing differently.

During the brainstorming phase the options would have been loosely defined as the aim was to generate as many courses of action as possible and imagination was more important than knowledge.

However, brainstorming is only as effective as the decisions and actions that arise from it. Thus after the options stage comes the decision.  What WILL   be done; not could, might, should etc. The decision phase is a call to arms but what separates it from other decisions is the will or commitment that is integral to that decision. Without commitment a decision is merely the selection of a  choice and has no more meaning than choosing one particular chocolate from a box.

The decision phase, then, does not stop once the choice is made. Indeed the decision is often just the beginning. Implementing the decision is often the hardest part as it is here the identified course of action is de-railed, stonewalled or sabotaged by those with other interests and agendas. It is at this stage that a person’s or organisation’s commitment to that course of action is vital to its successful implementation and achievement. By definition, the term commitment means being bound by a course of action to bring about desired results.  In other words, commitment is more about the actual actions rather than the intended actions and it is the actions we take that move us towards our goals. And in a recession, action is the antidote to dispair.