No more shorthand: Reframing your leadership communication – Part 2

Last week, I told you about leadership shorthand and how it was counterproductive to your company and employee needs.

No one wants to work for a leader that’s vague about what can and should be accomplished. They don’t want leadership that can’t effectively articulate the goals and expectations of the individual or the company.

So don’t be that leader.

And let’s make one thing clear: this process is simple, but not easy. 

Leadership takes preparation.  The key in this process is simplicity. Each person likely has different strengths and challenges, so you’ll have to manage to the person. Choose one very specific thing you’d like to address when managing their performance. So rather than, “I’d like you to take more initiative,” it may sound more like:

“You’ve made some really great progress recently. I think you’re ready to start handling (this specific task) on your own. Let’s put together a test plan that we’re both comfortable with.”

Voila! The task is clear, the employee will feel more empowered, they understand you’re still there for support, but that the ball is in their court to push themselves a little harder to acquire new skills, and to provide more value and productivity for your organization.

Leadership communication and avoiding the shorthand conversation is easier with employees looking for more. What happens if they’re lagging? Here’s an example of that conversation. Instead of: “You need to up your game,” it might sound something like this:

“(Employee) I want to have a conversation about each other’s expectations. At this point in time, I’m expecting (specific task or up to three tasks) and I’m concerned those expectations aren’t being met consistently. It’s having an effect on (inventory backlog, co-worker concerns, etc.) and I would like to work together to find a solution.”

At the very least, you’ll get acceptance and a buy in from the employee and the situation is handled. It may also lead to a deeper conversation about how an employee is feeling, about their direction, workload, upward mobility and other areas – all areas that leaders need to address.

Shorthand language works – but not for leadership.

Good leaders aren’t vague. They understand what their organization needs and they empower those under their guidance to help accomplish those goals.

By avoiding shorthand speak and delivering concise and effective direction to the people around you everyone’s on the same page and you’re all working together for success.

Want more training? Contact us for information on next steps..