surprise

I don’t believe it comes as any great surprise that most leaders spend the overwhelming majority of their time each day in some type of an interpersonal situation. I also don’t believe it comes as a great shock that a large number of organizational problems occur as a result of poor communications. It is precisely this paradox that underscores the need for leaders to focus on becoming great communicators. Effective communication is an essential component of professional success whether it is at the interpersonal, inter-group, intra-group, organizational, or external level. While developing an understanding of great communication skills is easier than one might think, being able to appropriately draw upon said skills when the chips are down is not always as easy as one might hope for.

Skills acquired and/or knowledge gained are only valuable to the extent they can be practically applied when called for. The number one thing great communicators have in common is they possess a heightened sense of situational and contextual awareness. The best communicators are great listeners and astute in their observations. Great communicators are skilled at reading a person/group by sensing the moods, dynamics, attitudes, values and concerns of those being communicated with. Not only do they read their environment well, but they possess the uncanny ability to adapt their messaging to said environment without missing a beat. The message is not about the messenger; it has nothing to do with messenger; it is however 100% about meeting the needs and the expectations of those you’re communicating with.

So, how do you know when your skills have matured to the point that you’ve become an excellent communicator? The answer is you’ll have reached the point where your interactions with others consistently use the following ten principles:

communication

Many of us think that communication is talking - and talk we do. We interrupt, advise, reassure, judge, analyze, criticize, argue, moralize, threaten, divert, diagnose, etc., etc. But, good communication requires good listening as well as talking. In fact, since we have two ears and only one mouth, listening just might be the more important skill. However, we receive almost no training in good listening and usually do not realize that really "hearing" someone is not a passive activity.

To be a good listener, we must, first, pay attention. The remainder of this article will focus on "attending" skills. The next article will discuss how to listen "actively" rather than passively.

When you are speaking and someone is not paying attention, how do you feel? Annoyed, frustrated, discounted, rejected, anxious or angry? Such feelings usually make communication more difficult. So how can we show someone who is speaking that we really are paying attention to them? We can do this both nonverbally and verbally.

Research shows that about 85% of what we communicate is nonverbal. This includes our posture, physical movements, eye contact and our psychological presence. So, when someone is speaking to you, is your posture inclined toward the speaker, so as to invite and encourage expression? Or is your back turned or your arms or legs tightly crossed, which discourages and cuts off involvement? Are you fidgeting or otherwise distracting the speaker or yourself? Are you making good eye contact with the person? By looking at and observing the speaker, not only will the speaker feel "attended" to, you will learn more about what is really important to him or her. Finally, we cannot pretend to pay attention by employing these physical techniques without also being psychologically present. We can’t fake interest. The speaker will know if our hearts and minds are not really there.

Verbal ways of showing that we are paying attention include 1) an open invitation to talk, 2) using one or two words to encourage talking to continue, 3) asking open-ended questions and 4) knowing when to be silent. For example, "You look like something is bothering you. Do you want to talk about it?" describes a person’s body language followed by an open invitation to talk. It is important to silently allow the person time to decide whether to talk and what to talk about. If someone chooses not to accept the invitation, don’t try to force them. Back off and respect their privacy.