Communication must bi-directional. Telling without reciprocity assumes our listeners are as receptive as a sponge - assuming they are listening at all. Techniques for achieving exchange in communication depend on the environment of the communication.
- One-to-one: This is the simplest environment for real discussion and exchange of ideas, yet in a hierarchical relationship we can easily interpret the seemingly adoring gaze of our employee to be admiration. Whether with staff or peers, actively seek interchange by asking questions, asking for opinions and asking for extensions on ideas.
- Small Group: This setting for interaction is the best for soliciting feedback and developing ideas. If participants feel that the environment is safe for airing opinions without repercussions, everyone will gradually join in and create the serendipity that yields real progress and commitment. As the manager, both join in the discussion and ensure that everyone is participating.
- Group Larger than Ten: As groups get larger, less outgoing participants tend to "hide" because they feel uncomfortable pushing their ideas into the hurly-burly of discussion. Nevertheless, these individuals have good brains and good ideas. As the manager, our role is to solicit ideas from everyone. Plus, we can informally visit the reticent later to ensure we have heard all the great ideas.
- Large Groups: Presentations and speeches need to be accompanied by concise written materials outlining the major points. This overcomes the inevitable human tendancy to mentally "drop-out" periodically. Genuine opportunities for feedback should be provided, such as a corporate social media site, email, content driven survey, follow-up small group sessions, etc. The effectiveness of soliciting feedback is in proportion to our track-record of heeding past communications.
Communications need to be continuing, persistent and varied. A manager in a bubble is ineffective as a leader and influencer.
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