“I don’t get it,” he groaned. “I clearly articulated the mission and direction in our team meeting. I’ve summarized it in a memo, which was immediately distributed. See, here’s the memo! What more do they want?”
I thought he was kidding, that he had a very refined sense of irony. Making people understand the company’s mission doesn’t happen by chance. It also doesn’t happen overnight. Surely this smart CEO understood how difficult it was to communicate even a simple message. But by the pained expression on his face, I could see he was serious and (if only in this one area of management) clueless.
“Let’s review,” I said. “How was this memo distributed?”
“By email,” he replied. “It went to everyone.”
“Okay. How many people actually read the memo?”
“I’m not sure,” he said.
“Of those who read the email, how many do you think understood the message?”
He thought for a second and said, “I don’t know.”
“Of those who understood it, how many actually believed it was serious - not just PR hype?”
He shook his head.
“Of this dwindling group of believers, how many remembered it?”
Another sorry head shake.
“That’s a lot of unknowns for something you regard as vital to your company’s existence,” I said. “But that’s not the worst part. Once you eliminate all those people — and it’s quite possible there aren’t many people left — how many people do you think will change their behavior based upon the memo? How many will begin living and breathing the company’s mission because of your memo?”
The CEO just grimaced and shrugged his shoulders.
I tried to revive his spirits by pointing out that the deeper issue was his mistaken belief about communication, not this memo.
“The only thing you’re guilty of,” I said, “was that you checked the box. You thought your job was done when you articulated the mission and wrote the memo, just one more item on your to-do list. You moved on. Mentally, you smiled and said, ‘Next!’ ”
Leaders all too often believe that their organizations operate with strict down-the-chain-of-command efficiency. One of the great causes of corporate dysfunction is the glaring gap between “I say” and “they do.” It’s a huge mistake to assume that just because people understand, then they will do. Like most extremely busy leaders, this CEO wanted to believe that after he communicated direction, people heard him, understood him, believed him, and then executed. I can understand why executives persist in thinking this way. We all want to believe that our comments have great meaning. We usually assume that the people around us are smart, and they can understand what we’re saying and see the value of our remarks. We’re often busy and over committed. We all wish we could just move on to the next item on our list.
The good news for every manager, including my CEO friend, is that this false belief has a simple cure. It’s called “follow-up.” After communicating, follow up to make sure that people really understand, talk with them to get a read of their buy-in, and involve them to make sure that they’re committed to execution.
Follow-up may take a little time, but it’s less than the time wasted on miscommunication. - (from "You Spoke, But No One Listened" By Marshall Goldsmith and Kelly Goldsmith)
The single biggest problem in communication is the illusion that it has taken place. - George Bernard Shaw
