According to recent research by Gallup only 2 out of ten employees in the U.S. strongly agree that the leaders in their organization have a clear direction for the organization.
2 out of 10. 20%. One-fifth. That’s it.
Folks…what is (not) happening out there?
In all of the places I have worked, I have never met a colleague or employee who, at the end of the day, didn’t want to be led well and have a strong tie to the strategic direction of the organization. No matter what level. So how did we get here?
There are a variety of reasons, some related to simply ineffective “leaders”, and others related to the mix of existent and emerging externalities that can overwhelm an organization. But there is one key factor that undergirds them all: the lack of effective communication.
A pretty strategic plan cannot and will not make up for the laser like daily focus that is needed among leaders to actively communicate what is of priority and what is not. Strategy is not static. And if effective communication is not modeled, other levels of leadership within the organization may, at best, unconsciously also adopt those behaviors. At worst, others may use that communication vacuum to pursue their own conflicting agendas.
What does it mean to be authentic, transparent, and timely in communication?
Authentic
Simply, mean what you say and say what you mean. And if you don’t know, say it. It’s okay. Perfection is not what people seek from their leaders. Being unequivocally clear is. However, expertly crafted narratives cannot be the sole focus-- that then becomes platitudes. Words need to be followed by actions (i.e., word and deed alignment).
Transparent
Sometimes in a leader’s effort to err on the side of caution or fear of saying the wrong words, employees are left with half the information necessary to do their jobs well. Transparent communication should not be reserved for those with fancy titles; unfortunately, if transparency is only rewarded to those at a certain level, there is no guarantee information will flow the way it should.
Please treat employees like the adults they are. And like in life, delivering hard news is sometimes part of the job. No one is ever served better by being placated instead of receiving the candor necessary to make informed decisions.
Timely
Remember the engagement survey you asked your employees to complete, that may have highlighted some key areas for improvement? It is now six-months later, and no one is any wiser to what is happening. Or did the Board of Directors recently meet to discuss a major initiative that could change the strategic course of the organization?
Employees pay attention; unnecessary periods of waiting not only provoke a certain level of anxiety, but it can contribute to on-going frustration. If a decision is taking longer than initially thought, let employees know and offer the new date when they can expect to hear more. While a seemingly small step, it can reduce the noise and chatter of not knowing.
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Being a good leader is hard work, but it is also a privilege to be in a position to lead people. People are your company’s biggest asset and the key to success. And they deserve to be led well.