Are you getting across to them?

Automotive Manufacturing & Production, March, 1997 by Ted Pollock

The truth, however, is that there is virtually no case where communications are so good that there is no room for improvement. And the improvement can only be made on the level of individual performance.

No one scores 100% in every communication category every single working day. Errors and misunderstandings inevitably creep into human affairs. But everyone can do their utmost to avoid the more common pitfalls.

To help you work on your own 100%, here are some questions designed to pinpoint strengths as well as weaknesses. Where you are strong, build. Where you are weak, strengthen. Net result: all around improvement.

1. Are your letters generally one page or less in length?

2. Do you vary the length of your sentences and paragraphs?

3. Do you favor short, direct words over multisyllabic expressions, or do you erroneously believe that your position dictates the use of jargon?

4. Do you pontificate in your written communications - that is, are you guilty of such usages as "we" instead of "I" . . . "state" instead of "say" . . . "duly noted" instead of "read"?

5. Are you careful to define all terms with which your reader may be unfamiliar?

6. Do you recognize that listening is an active, not passive, communication skill?

7. Do you watch a speaker for nonverbal clues to his meaning?

8. Do you concentrate on the speaker's major ideas instead of concerning yourself with minutia and backup details?

9. Do you make an effort to listen "between the lines"? That is, are you on the alert for the more subtle meanings behind an individual's tone, inflection, grimaces and what he chooses not to say?

10. During important talks or meetings, are you in the habit of taking brief notes so that you can capture on paper the gist of what is being said?

11. When giving instructions, do you frequently assume more knowledge on the part of the other person than he actually possesses?

12. Do you break complicated procedures down to more easily understood steps?

13. Do you speak clearly, without slurring or mispronouncing words?

14. Do you take the trouble to choose the words, phrases and expressions best suited to your audience's background?

15. Do you speak too fast or too slowly for easy comprehension?

Use the Power of Simple Demonstration

"Words fail me."

We've all used that expression at one time or another, and sometimes it's true.

Occasionally, words aren't enough to clarify a thought. When they aren't, it's time to use action. By doing something or showing something to your audience (whether it's a group or an individual) you can frequently make clear in an instant what might otherwise require many minutes, even hours, of talking. It is, for example, a great deal easier to demonstrate how to ride a bicycle than to verbalize it.

A demonstration packs a greater wallop than words, too, because it immediately translates an abstract concept into a visual reality. A good salesperson, for example, won't tell you, "These trousers are wrinkle-resistant" and leave it at that. He will deliberately and ceremoniously tie a knot in one pants leg, tighten it with a grunt, then untie it for your inspection.

The plain fact is that everyone enjoys a show. We are attracted by and pay attention to movement, action, things happening. We put more credence in our eyes than in our ears. And we appreciate the change of pace from words, words, words to action.

Whenever possible, therefore, demonstrate and dramatize what you say. Draw a picture. Hand the other person a chart for his inspection. Present a photograph, a blueprint, a scale model. Write something on a blackboard. Point to a piece of equipment. Invite him to throw a switch. Flip a coin. Ring a bell. Stand on your head if it will drive home the point.

Do something! Something that will help clarify what you have just said, emphasize what you are saying, or call attention to what you are about to say.

The Secret of Getting People To Do What You Want

What appears to be employee lack of cooperation is sometimes really a case of insufficient motivation.

The remedy: make your people want to do what you are asking them to do. Easier said than done? Perhaps. But there are techniques that work.

You can, for example, show a person how he can realize an ambition of his own by cooperating with you. If he is looking for a promotion, you might point out that a cooperative spirit is one factor always considered when making recommendations.

You can appeal to the desire for approval. Everybody wants to be liked, complimented, appreciated. Convince subordinates that what you want them to do will help them win approval in some way and you will kindle their interest. "Here's an easy way to earn a reputation for dependability." "This will look mighty good in your personnel jacket." These are just a few examples of appealing to people's desire for approval.

You can also harness the competitive instinct. Runners invariably perform better when they are pitted against other runners than against a stop watch. Why? Because the very human desire to excel is best satisfied in live rivalry. A subordinate desires to turn out better work than his peers. Just about everybody would like to improve on his own past performance. Explain how an individual can realize either of these ambitions by doing what you want and you will create the proper motivation for cooperation.