Wednesday, April 1, 2009
Mosaic

FOR MANAGERS:

Leading in Times of Transition, Trust Me: Communication Is Key


"To see real change and gain significant benefits from their strategies, leaders need to establish an environment of trust," says the Center for Creative Leadership's Michael Wakefield. "Leaders who are trusted - even in times of great difficulty – are skilled communicators."

Wakefield suggests the following communications fundamentals when leading in times of change and transition:

  • Communicate relentlessly. Now is not the time to keep quiet. Leaders need to be able to communicate information, thoughts and ideas clearly — and frequently — in different media. Find many ways to share information; keep processes open and transparent.
  • Explain the change. People are often skeptical of change. Share your thinking and the trade–offs you've weighed – not just the final decision or strategy.
  • Make an appeal. Draw on a sense of loyalty, courage, morality or other principles that tie the organization's change strategy to what is important to people.
  • Articulate expectations. Clearly explaining why, how and when things need to happen will set expectations and create a healthy level of stress and pressure. It also establishes a mechanism for monitoring and addressing performance. .
  • Confront problems and conflict. Don't postpone dealing with challenging issues or conflict. By avoiding the difficult people or difficult issues, you can do great harm to yourself, your co-workers and your organization.
  • Be honest and open. A commitment to genuine change requires honesty, clarity and truth. An effective leader will ask the hard questions and foster an environment of honesty and candid discussion.
  • Don't dismiss the old. Ignoring, demeaning or dismissing people and "the way things used to be" prevents them from moving on. Help people through transition by acknowledging their history and attachments.
  • Be sincere and authentic. Communicate truthfully and honestly, follow through with what you say and avoid deception. Don't try to bury or deny your own reactions to ongoing events. People pay close attention to their leaders in such times and are looking for indications that they are real people who are capable of having human emotions like their own.
  • Trust people to handle the truth. Tell them what you know and own up to what you don't know. Avoid putting a false positive spin on decisions or events that are inherently negative or difficult to handle.
  • Demonstrate that you can handle the truth. People may not readily tell you the truth or give you feedback. You have to set the tone and model the behavior that makes truth–telling okay. Stay connected to a broad circle of people and make it clear that you want them to share their concerns and ideas.

This article was adapted from the CCL publication Leading With Authenticity in Times of Transition. To order your copy, visit their bookstore.