Enthusiasm

I’ve been taking a Virtual Leadership course with IHS and thought I’d include a few tidbits in my blog of different angles on how to effectively communicate. I know I struggle with this particular thing and sometimes I know others I communicate with who have a hard time with me as well. Maybe when I’m having a hard time talking with people maybe I can make sure to present them my thoughts in this mode to help them understand my point of view. Likewise I of course need to help people who are trying to communicate an idea to me to follow this process so I can effectively understand what they are trying to communicate to me.

In regards to my interactions with my boss, I think he very quickly skips steps 1 and 2 and immediately jumps into step 3 and 4 without taking the time to appropriately go through steps 1 and 2. This causes long drawn out spin out at times. I think it would be better for both me and him if we took the time to make sure that all the data is understood, how I interpret the data, the conclusions I’ve made, and what assumptions I’ve made. Then if I have holes then please test my assumptions, but don’t jump to that step. 

I’ll see what I can do to work with him on this process and see if it works better in regards to how he and I communicate.

All of us have at one time encountered the peer whose methods and thinking we didn’t understand. They mystify, frustrate and, on occasion, upset us. Rather than give up on him or her or try to glean their next move, you’ll find it more valuable to analyze their thinking process. In any particular coaching moment, start by trying to understand why the person has come to the conclusion they have. Ask them to:

1. Describe the data and what it means. What’s the relevance of the data to them, to the industry, or to experts in the field?
2. Explain their assumptions. Based on the data they’ve acquired, what assumptions have they made relative to the project? Why?
3. Test their assumptions. What’s your impression of what they just said? Do these ideas seem reasonable to you? Are there additional assumptions to make? Encourage others to ask questions at this point.
4. State your conclusions, and show your reasoning. Consider: Who and what will be affected? How will they be affected? Why did you come to this conclusion? How will it impact the company?

Remember that few people are used to defending their conclusions, and that these questions might make the person uncomfortable. Assure him or her that you are asking in order to better understand their thought process and provide additional perspective. As you continue to work together, start considering some alternative conclusions and possibilities — different ways of thinking outside both your normal realms. Another peer or someone else on the team may offer another perspective.