Daily I see people spending way to much time on the wrong types of communications.
There are so many ways to communicate. Leaders are continually evaluating communications they receive. Eliminating those no longer needed.
Asked group of leaders: How they control the never ending stream of communications?
One leader divided types of communications. Business social media, search engines, text messaging, emails, meeting/presentations, zoom calls, etc.
Next, looked at those she initiated versus unsolicited. Which could she delete or block.
Most important she only allows herself 15 minutes at start of day and 15 minutes at end of day. Can’t do it in 15 minutes she’s collecting bunch of unneeded information. She ruthlessly eliminates it.
During the 15 minutes, she answers every email addressed to her personally by a colleague. I gained tips on how she responded.
She has found most communications can be answered in couple words. “Got it, put it on next weeks meeting agenda.” “Implement.” “Give me until Tuesday.”
She always includes day/date on when to resolve. Never, ever leaves that open. Her team appreciates knowing when question/comment will be resolved.
“I include smiley face, or some other emoji and just hit “send” on other communications. People need to know I saw communication. Rarely do they need me to explain.”Different leader: Ruthlessly blocks information/senders every week. He also controls team communications.
Sets limits on types of communications should be sent in text, or voice messages, emails, etc.
Makes sure his teams know when he is available and what information he needs from them.
His preferred venue for different types of information.
Weekly team meetings they review what and how each team member needs to be communicated with that week. We all understand how important it is to respect each of our time constraints. “What was needed last week may change this week. Recognize and modify.”Third leader, educated teams on how to communicate with him. When he needs daily or weekly updates and when they can be stretched out. “We set very tight timelines on each project step.”
Also puts parameters on when and what he needs to know about. From there, when people can reach out to him.
Dropping by his office? He sets strict time frames for that. And gives examples of exceptions.
“Communications is letting people know when and what is appropriate in which situations. Then holding firm on it. I have no trouble pointing out when this should have been handled differently. They can’t possibly know if I don’t tell them. None of us do well trying to second guess.”
How communication guidelines optimized or enhanced your career advancement?
Fourth leader: “Easy. We are completing projects faster by maintaining tight communications. My style has spread throughout the teams. Why? Because they see how it makes all of our jobs a little easier. Two team leaders just got promoted. They tell me they are instilling same communications in teams they are building.
Another leader: Returning to first question for minute. “My teams identify what external communication sources we need at start of project. We stick very close to those. Easy to start adding sources that confuse rather than clarify.”
“Enhancing career? So far it has been indirect. Team members asked for opinions more often. Being invited to participate in other meetings. Generally being sought out. That’s going to result in promotions and other opportunities.”
“Career enhancement starts with recognition of accomplishments. Further developing other people. All of us advance based on ways we contribute. Make our teams and organizations better, and more effective. That propels our organizations.”
Summary:
Each leader had their own ways of communicating. Key: making sure all team members understood how to communicate with/to leader, and between each other.
Restricting types of communications to those critical for project. Being very clear on outcome when adding additional communications.
Tight communication parameters enable quicker completion. Greater recognition.
Enhanced opportunities are result of exceptional performance. Each project needs to identify how “exceptional performance” will be measured.
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Tom Ferree is the founder of Ferree & Associates and SecureEmploy, organizations focused on helping companies find exceptional talent and helping professionals advance their careers. Since founding Ferree & Associates in 1977, Tom has worked extensively with hospitality companies, executives, and rising leaders across the industry. Through SecureEmploy, he shares practical career strategies, leadership insights, and real-world advice to help professionals grow their careers and help organizations build stronger teams.
