The Busy Leader's Handbook - Quint Studer

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       Timing. When you deliver a message is just as important as the message itself, and makes a huge impact on how people respond to it. If you have to send a tough email or deliver a tough message, think about when best to send it.

       Setting. Being visible, and face to face, as much as possible helps build credibility and allows you to create a more personal relationship. Also, where are you physically located? Are you trying to stop someone in a hallway with a long, drawn- out discussion? Are you having a private conversation in a public space? Pay attention to where your employees will best receive the information that you put out. If no one looks at the bulletin board, it probably isn’t the best place to put critical announcements.

       Be clear and simple with your messages. Try to eliminate all traces of vagueness. Make it obvious: this is the goal, this is how long the task will take, these are the resources you’ll need, here’s how you can streamline the process. People just respond better to simplicity, and if you aren’t absolutely clear you’ll just have to explain it again later (possibly after they’ve done it the wrong way).

       Tailor messages to the audience. Don’t say it the same way in the board room that you’d say it in the machine shop. Good communication means being able to speak the same language as your audience. (Even so, there’s no reason to “fancy things up” for C-suiters, board members, or high-level clients. Most people appreciate simplicity and plain language.)

       Be as transparent as possible. We talk about this elsewhere in the book, but it bears repeating here: be as transparent as you can be at all times. When people feel you have a hidden agenda, they don’t trust you and they are likely to feel anxious. If there is a valid reason why you can’t tell them everything, just say so. Otherwise they will read this as you being evasive. Be honest in good times and in bad.

       Use communication as an anxiety-relieving tool. Keep people posted on projects that are underway. If an important deadline is coming up, regularly check in with both higher-ups and employees and let them know, “Hey, we’re in good shape.” When you know an issue or event is on someone’s mind, be proactive about keeping them in the loop. When they hear nothing, people tend to assume the worst. The more you check in, the less anxious they’ll be. Always seek to demystify and reassure with regular communication.

       Don’t bombard people with too much information. If you’re constantly talking and sending a thousand emails, people will tune you out. Make sure they truly need the information. Make good decisions about who you copy on emails. Literally say, “If I am copying you and you don’t need to be copied please tell me.” Never use a blind “cc.” Also, don’t overload their inbox over the weekend. They’ll only feel overwhelmed and dread Monday morning.

       Constantly ask yourself, “What do I know that others might also need to know?” The irony is that while people complain about too many meetings and too much email, they also feel they aren’t getting the information they really need. Always be thinking about what you need to share with people so they can do their job to the best of their ability.

       Communicate important things more than once and in a variety of ways. If it’s a critical message you may want to say it 10 different ways: in meetings, in emails, in company newsletters, in routine conversations about projects. Remember, your message has to get through a wall of information so it’s better to err on the side of saying it too many times versus taking the risk of not being heard. Also, know people’s preferred communication methods—some prefer email, some prefer phone calls, some prefer a face-to- face meeting—and use them when you can.

       Be sensitive to making virtual workers feel part of the team and “in the loop.” In other words, Skype or videoconference whenever you can. It’s easy for these workers to feel cut off from the rest of the company. Seeing your face on their screen will help. On the rare occasions when you do get to see a remote employee face to face, really make the most of it. Try to do something fun. You will send the message that they’re a key part of the team and you genuinely care about them.

       Don’t assume people are hearing what you say. Verify by asking if they understand. Communication is a two-way street. Be sure employees respond to you in a way that lets you know they truly “heard” what you said. (As mentioned earlier, this is part of being an active listener.) The way you communicate as a leader sets the example, but if they aren’t picking up on it don’t hesitate to say so. Also, narrate the importance of good communication practices so they will adopt them, too.

       Regularly communicate bright spots and wins. This is the kind of communication that feels good to leaders and employees. It doesn’t always come naturally to leaders because we are trained to look for problems and solve them, but we need to share positive messages often. Research shows it takes a 3-to-1 ratio—three positive messages for every negative message—for people to feel good about you as a person and a leader. Get intentional about sending these kinds of messages.

       Make good communication part of your culture. Make sure you’re sending the right messages about valuing communication. Be easy to communicate with. Keep your door open and make sure people know they are welcome to talk to you at any time. When they come to you with an issue, be welcoming and ultra-responsive. Encourage people to ask questions until they understand; don’t make them feel like they are interrupting or irritating you.

      Also, put systems in place to make sure people “get” the importance of regular communication. For example, tell them to send their to-do list several times a week so you know exactly what they are working on. You might also want to set aside a few hours at least once a week for employees to connect on a deeper level. During this time they can approach you with any concerns or questions they may have. This will train you and them to make time for focusing on communication.

      Communication is how work gets done. Great communication is a force multiplier. It makes everything you do more effective.

      When you zero in on how well you are communicating and really get intentional about doing it better, you will be amazed by how much improvement you’ll see. You may find that there are fewer mistakes and that people meet their deadlines more often. You may find that, in general, there is less anxiety, more engagement, and a more positive culture. Not a bad payoff for paying attention to the messages you’re sending.

       Hit the Brakes on the Ideas; Hit the Gas on the Execution

      Have you ever come out of a brainstorming meeting all pumped up about all the great ideas, only to realize later that none of them came to fruition?

      Most companies have no shortage of great ideas, and great ideas are important. Innovation is valuable. It keeps us sharp and competitive. Besides, it’s easy and fun to get excited about big ideas. What’s not quite so sexy is executing them. And so, too often, these companies just don’t.

      A tendency to fall short on execution creates serious challenges for a company. In a business world that gets more complex and moves faster every day, being able to execute quickly and efficiently is a survival skill. Competitors are everywhere and customers have extremely high expectations. The organizations that perform well in this high-pressure environment are those whose leaders have a bias toward execution. It’s not that they discourage innovative thinking. It’s that they know how to put boundaries around it and operationalize it.

      My experience has been that the organization that can take one or two ideas and relentlessly work to bring them to fruition will be far more successful than the group with

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