Communicate, communicate, communicate and over-communicate: Do whatever it takes to break through in these “very interesting times.” Whether it’s the global pandemic, the daily bombardment of “news,” fake or real, or just the discomfort of adjusting to a new normal, it’s vital that we understand first, and are understood second. So much in society today depends upon our individual and collective ability to communicate: to be heard, and to hear. Think first, respond second comes to mind as the guiding principle, or as a mentor of mine said lo these many years ago “take the 15-second pause before responding.”
This is the fifth in a series of blogs offering communication tips for these turbulent times. The first focused on two key leadership skills: listening and asking, noting that many leaders are great at “telling,” and not as good at listening and asking. The second turned the spotlight on the importance of owning one’s communication by using the word “I” and banishing the word “you,” to almost nil. The third blog focused on how assumptions about what another means can get us into trouble. To coin a legal phrase, it challenged us to avoid “assuming facts not in evidence;” while the fourth blog targeted the importance of communicating with humility and compassion.
Today’s blog asks the age-old question: Are you getting what you want from bosses and colleagues in the workplace? Asked another way: How do employees get others to do what they want in the workplace without the organizational clout of hierarchical authority? Here are some practical tips for . . .
“Making it Easy for Them to Say Yes:”
1) Present the Problem, Issue or Concern to Be Addressed, the Alternatives Considered, the Solution Recommended and the Reasons Behind It: Ask yourself: if you were the boss/decision-maker, what would you want to know first before giving the go-ahead?
2) Present the Timetable and Resources Needed: How can you get to yes if the budget or other resources are not there?
3) Own it: Accept Responsibility for its Implementation: If you won’t see it through to completion, how can you expect others to?
Present the Problem, Issue or Concern to Be Addressed, the Alternatives Considered, the Solution Recommended and the Reasons Behind It:
There are multiple solutions to every problem or concern. The aim is to find the “right one” for the circumstances. Factors to consider: 1) time – how long will it take, and when is it needed? 2) costs – in budget and workforce commitment; 3) roles and responsibilities – what expertise is needed, can it be found in-house, and is the individual or are the individuals needed available? If the expertise is external, who is the go-to person and what will it cost? Present at least three alternatives to each problem, considering the factors enumerated, and explain the reason for the alternative selected.
Present the Timetable and Resources Needed:
Provide a detailed, step-by-step blueprint of each component part of the plan, the responsible party/ies for implementation, the due date, and a Plan B: after all, life happens. In the workplace this typically means new priorities, which can impact the timing. It’s usually helpful to build in some padding for each part of the plan. That way, if something slips, the entire project can stay on track. This is especially true when relying upon individuals from other departments. “Best laid plans of mice, men and women . . .” Be realistic with resources needed. If moneys are needed, identify the budgets from which they will come. If, after searching throughout the organization and no moneys can be found, present a cogent case for a budget increase. This should be tied to the recommended solution aligning with company strategic objectives, undergirded by values and vision.
Own It – Accept Responsibility for its Implementation:
How many times have you sat through a meeting when someone presented a creative idea or solution that everyone thought was great and could work? The big boss liked it too, gave her go ahead, and then nothing happened? Likely, it’s occurred more than once, and, unhappily it may have occurred to you. In almost every case I’ve witnessed, this happens because the execution of the idea relies upon someone else to get it done, and that person or persons were not asked, or if asked, hadn’t committed to executing. Moral of this story: When the boss says go, be ready to execute!
A Story (Repurposed from Amazon #1 Bestseller Consequential Communication in Turbulent Times, a Practical Guide to Leadership): Approximately 30% of a large manufacturing firm is comprised of baby-boomers, who have started to retire, and all will be gone in three-to-five years. A cross-functional team of in-house executives developed a plan to train newly hired employees, and those to be hired, by creating a series of YouTubes featuring incumbent employees in one-of-a-kind jobs explaining in a step-by-step fashion how to get the job done. Great idea!
The PowerPoint presentation to the CEO and his senior staff identified the issue – the potential loss of many employees in one-of-a-kind jobs – the need to have trained replacements in place — and the relatively minor cost associated with the YouTube solution. The CEO and his senior team thought the solution was innovative and would be great and said “yes.” Although a great idea, with enthusiastic support from the CEO, nothing happened: No one on the team was capable of creating the videos, nor did anyone work in the company’s library. Last, no one on the team had budgetary control.
What Went Wrong?
- The necessary parties were consulted; however, no commitments to work on the project were made.
- The team neglected to ask for the budget to get the job done.
- No person or function was assigned to determine which jobs were most at risk of knowledge loss through the retirements. Thus, no one knew which jobs should be slated for the YouTube solution.
Another Story (also repurposed from Amazon #1 Bestseller Consequential Communication in Turbulent Times, a Practical Guide to Leadership): To meet the demands of a rapidly growing town, a builder was faced with having to increase her company by 50%, or from 200 to 300 employees. To meet the challenge, the CEO asked the human resources department, to present a plan to increase the company’s workforce.
The Results, which made it “Easy for Them to Say Yes:”
- HR considered three alternatives: increasing its department (from 3 to 5) to handle the recruitment, hiring and onboarding; using an outside hiring agency; and, retaining a consulting firm to provide in-house assistance.
- The department considered costs associated with each option; the reality that internal resources would be required regardless of the option selected; and consulted with the Construction and Property departments, which would be most impacted by the rapid growth. Both departments worked hand-in-hand with HR, and also made the necessary commitments in staff and budget to make whatever alternative was selected successful.
- At the end of the process, the team determined – collaboratively — that hiring two additional regular, full-time HR employees would allow the Company to best achieve its overall goals of increasing the workforce to remain the leader in the competitive construction business in its town.
- After analyzing the cost of the three alternatives, the option was also the least costly.
- Bingo – approved and done!
To recap:
Tips for “Making it Easy for Them to Say Yes:”
1) Present the Problem, Issue or Concern to Be Addressed, the Alternatives Considered, the Solution Recommended and the Reasons Behind It: Ask yourself: if you were the boss/decision-maker, what would you want to know first before giving the go-ahead?
2) Present the Timetable and Resources Needed: How can you get to yes if the budget or other resources are not there?
3) Own it: Accept Responsibility for its Implementation: If you won’t see it through to completion, how you expect others to?
