Articulating a Clear Vision
by Kim Hahn
To improve my ability to articulate a clear vision for leading others, I plan to implement and practice the following actions to strengthen my skills:
1. Consciously make an effort to clearly communicate all messages to my team. I have found that when I am confident and honest with my team, they appreciate this and exude their own confidence in their work, our team, and in my supervisory role. Even if I do not have an answer, I have found that my honest answers are well received and respected. This often leads to conversations where I can get their input as well, which I value.
2. For difficult communications, review with my manager or practice before delivering any messages. This preparation has helped me better communicate and focus more effectively when the actual time of delivery would come.
3. Keep lines of communication open with my manager. We have been working to build trust in the team and effectively communicating has been a key part in that. We both have our "radars" up to try to address any potential situations before they arise. If I have doubts or uncertainties about what I may need to communicate to my team, talk it through with my manager. This has helped us be on the same page and also helped me be more confident in my communications.
4. Keep lines of communication open with my team. They know they can discuss things with me and I value their input. Make sure my team knows I will communicate what I can to them and that we are a team. This also plays along with the trust issue. In building a strong trust between each other, they know that we can openly communicate and that I will keep the informed of what I can and they can ask me questions.
5. I cannot assume that what is communicated is always interpreted or relayed correctly the first time. I found that in my "beating around the bush", I may not have emphasized or clearly stated what needed to be done or stated. I know that if I am not clear in my message, it could be as if I had not said anything at all. If someone does not know, then how can they respond/react? My team sees this when working with other teams that things can get "lost in translation". When necessary, I can implement a follow up measure to ensure that the correct messages were relayed. Sometimes this can be done by documenting or taking notes on a meeting or doing a follow-up communication after a call.
2. For difficult communications, review with my manager or practice before delivering any messages. This preparation has helped me better communicate and focus more effectively when the actual time of delivery would come.
3. Keep lines of communication open with my manager. We have been working to build trust in the team and effectively communicating has been a key part in that. We both have our "radars" up to try to address any potential situations before they arise. If I have doubts or uncertainties about what I may need to communicate to my team, talk it through with my manager. This has helped us be on the same page and also helped me be more confident in my communications.
4. Keep lines of communication open with my team. They know they can discuss things with me and I value their input. Make sure my team knows I will communicate what I can to them and that we are a team. This also plays along with the trust issue. In building a strong trust between each other, they know that we can openly communicate and that I will keep the informed of what I can and they can ask me questions.
5. I cannot assume that what is communicated is always interpreted or relayed correctly the first time. I found that in my "beating around the bush", I may not have emphasized or clearly stated what needed to be done or stated. I know that if I am not clear in my message, it could be as if I had not said anything at all. If someone does not know, then how can they respond/react? My team sees this when working with other teams that things can get "lost in translation". When necessary, I can implement a follow up measure to ensure that the correct messages were relayed. Sometimes this can be done by documenting or taking notes on a meeting or doing a follow-up communication after a call.
About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island, Central Massachusetts and Eastern Connecticut. But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.
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