The decision is made…who needs to know what?
When family members, friends, coworkers, or bosses fail to communicate, we tend to get frustrated. Being in the loop on relevant information can help us avoid unnecessary work, make necessary adjustments for a change of plans, and simply make us feel as though we are a valued member of the team (or family or friend group). Good communication fosters trust, improves job satisfaction and productivity, increases engagement, supports a healthy culture, and provides direction. The Indeed Editorial Team describes 10 Benefits of Effective Communication in the Workplace (and you can apply these in other settings, too). Research also supports the inverse being true: poor communication leads to negative outcomes.
In an organizational setting, leaders (at every level) make decisions daily. Some of these decisions affect other people – maybe one other person, or a dozen others, or the entire organization. In 29 years of education, I have observed that one of the most frequent communication breakdowns occurs after the meeting – that is, after the decision is made.
On one hand, I understand why this happens. A lot of time and work goes into decision making. Meetings can be long and exhausting. Leaving a meeting with a decision made can feel like the end of something. “We made the decision! Let’s move on to the next issue!” In reality, there is work to do, and much of that work is related to communication.
Here are some practical ideas to consider. Whether you are a top leader, a mid-level manager, or an employee who attends the meetings, you can help foster good communication in your organization.
Prior to the meeting:
Gather necessary input. Prior to a decision being made, talk to those who are most likely to be affected, and understand HOW the decision affects their role and possible outcomes. If you are an employee who knows an issue is being discussed, practice “managing up” by sharing helpful insight with your supervisor. (For more info on managing up, check out this followership insight)
Do your research. Gather data, ask questions, and find out the timeline for decision making. Be ready.
Communicate using an agenda. Make sure everyone knows what is on the agenda and whether decisions will be made in that setting for any of the topics.
During the meeting:
Ask questions. Consider the major factors of an organization and ask how the decision affects each. For example:
How will this affect employees/clients/students? [or name specific people within the area in question]
How will we need to adjust any of our systems or processes?
Is this decision consistent with our identity? [mission, vision, planning]
How will this decision impact our culture?
How does this decision affect us [or me]?
Take notes. PLEASE take notes during the meeting. You need a record of the decision, why it was made, and who will be affected. You need a system that helps you after the meeting. Do not just rely on the person taking minutes. The minutes are likely sparse and will not contain some of the details relevant for you and your area. And let’s face it, you won’t remember those details later.
Make a plan for communication. During the meeting, for each agenda item, ask about the communication needed before moving on to the next item. Who needs to know what and when should that happen? Who is responsible for that communication? The plan should be formed during the meeting, at least on a high level.
After the meeting:
Craft the message. Don’t rush this process. Write the message that is consistent with the decision made during the meeting. Think high level, and make sure the overall message is accurate. Even if the message is going to be delivered face-to-face, write out the message you need to communicate.
Include the details. Think through the details of the message. Consider the common questions – who, what, when, where, why, how. Asking these questions can help you catch details that prevent a need for follow-up communication.
Check the tone. Read the message aloud to yourself. If you were angry or frustrated (or any other strong emotion), consider waiting a few hours to hit send. Reread it again before you send it. If the message does not have confidential information, consider having a coworker or supervisor read the message to ensure accuracy and tone.
Consider the format. Many decisions can be communicated via email or other written communication methods. However, some decisions should be communicated face-to-face, either individually or as a group. As the topic sensitivity increases, the significance of the format increases, too.
Finally, let’s consider some special cases. There are some topics that are more significant than others, and decisions related to those issues can be especially sensitive for employees. These include:
Anything related to compensation (wages, salaries, benefits) - These changes can deeply impact individuals and families. Communicate with professionalism and compassion.
Change of roles – Changing job expectations or positions is significant! Communicate these messages with care.
Shifts in direction or planning – Changing plans can lead to feelings of uncertainty or instability. These messages should be carefully crafted and shared.
A myriad of personal and interpersonal issues – Conflict resolution, cultural differences, or other interpersonal issues should be handled with extreme care for each of the individuals involved.
Being an effective communicator requires thoughtfulness and careful planning. Being an effective communicator can set a leader apart. Take the time to develop your communication skills. ABL Wise Consulting would love to help.
pc: Joshua Sukoff via Unsplash
