I’m Talking Here!

“I know you think you heard what I said, but I don’t think you understood what I think I meant to say.”

As convoluted as this sounds, it does point out an important principle—good communication involves more than what’s said. It’s also more than what was intended and it’s even more than what’s heard.

Haven’t we all heard a speaker drone on and on, as if the entire goal of the presentation was to be “heard” by the audience or to demonstrate their immense vocabulary? Is that communication?

How many times has management been surprised when a directive sent to the staff didn’t result in instant compliance? Is it bad employees or possibly ineffective communication?

And who of us hasn’t been misunderstood or inadvertently hurt someone’s feelings with an abrupt e-mail? Did we practice good communication?

Communication, by definition, involves more than one person; our word comes from the Latin for common. The goal is (at least) about coming to a common-ness, an understanding. So talking to myself is not communication. ("Yes, it is. No, it’s not!") Talking with no one listening is not communication. And talking without listening is not communication.

Unfortunately, the approach of business communication is too often one-sided: I talk, you listen. (I’m using the verbal idea of communicating, but it also involves written communication.) Business is not accustomed to seeing (utilizing) communication as dialogue, discussion or interaction. The boss wants something done and issues an edict. The company need revenue, so they take out an ad in the local paper. The staff isn’t performing, so we send out a memo. It’s not that any of these are wrong or bad, but they might not be the best way to communicate, if indeed our goal to come to an understanding.

But for most Business Communication, we want an additional aspect. Beyond understanding (i.e., “I get it”), we want our communication to inspire, to educate and to persuade those who hear our message. (i.e., "I want it!") Ultimately, our goal is not just to give out good information but to change those who hear/receive our message—change the way they think, change the way they feel (attitudes) and ultimately, change how they act (behavior). Whether it’s an HR memo to the staff, informing of a new policy or an appeal letter to a potential donor or a speech by the CEO to the Rotary Club, we want it to be more than just the giving out of information without any response. The goal of the message is to become a “change agent.”

Examples: We want those who don’t buy our products to change their buying habit and becme our loyal customers. We want those who are not currently donating to our cause to see the need (or feel the need) and write that check. We want our new employees to embrace our mission and all of our team to comply with our policies.

Because it’s that important, business leaders must know the principles of good communication and practice the proven techniques to make it most effective. (Or bring in an expert to make sure it’s done.) If the message doesn’t bring about understanding and action from those who receive it, we’ve wasted our time in creating it.

I once saw a sign on a post office door that read: “No animals allowed, except seeing eye dogs.” My first question was: Who is that message targeting? The dog certainly can’t read, nor can the blind person using the dog. In my opinion, it was misplaced and vague message. (But it does still make me smile.)

I welcome your comments and your input.
What do you see as a good communication?
Can you share some examples?


In coming posts, I’ll share some of the essentials of good communication and show how they relate to the important role of Business Communication.