Effective Communication: The Keystone of People-First Leadership

In today’s wacky, complex, and dynamic workplace, effective communication is more than a soft skill; it’s a non-negotiable human skill. It’s the bedrock of successful leadership and the people-first movement that I am on a mission to lead. Miscommunication, on the other hand, is a silent saboteur that erodes what every human being craves, Clarity, Autonomy, Relationships, and Equity?, what we call CARE — ultimately impacting trust and performance. Let’s explore how this happens and how to foster clearer, more impactful communication within your teams.

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Miscommunication and Clarity

Clarity is the foundation upon which trust and performance are built. When communication is unclear, misunderstandings flourish, leading to confusion about roles, responsibilities, and goals. A lack of clarity can cause team members to work at cross purposes, wasting precious time and resources. In a world starved of time and resources, this is the curse of bad leadership.

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The psychological impact of unclear communication is significant. It creates a breeding ground for anxiety and mistrust, as team members are left to second-guess their actions and decisions, filling in the blanks with their assumptions. According to Gallup , only 50% of employees strongly agree that they know what is expected of them at work. This lack of clarity directly correlates with decreased engagement and performance.

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Miscommunication and Autonomy

Autonomy is essential for fostering innovation and engagement. However, when communication falters, it can lead to micromanagement and a lack of empowerment. Team members may feel their autonomy is being stripped away, leading to decreased motivation and productivity. Generationally, the craving for autonomy is on the rise, and we also have the challenges of 5 generations in the workforce who all see the world slightly differently and have varying levels of craving for autonomy. If untended, this is going to cause significant stress within teams.

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Miscommunication often stems from our unconscious biases, which shape our perceptions and interactions. For example, assumptions about others’ understanding or intentions can lead to incomplete or unclear instructions. Research shows that autonomy-supportive work environments lead to higher job satisfaction and better performance. A study by Deci and Ryan (2000) found that employees with greater autonomy are more motivated and perform better.

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Miscommunication and Relationships

Strong relationships are the glue that holds teams together, driving collaboration and mutual trust and support. We are human. We are social and tribal in design, and we need connection.? Remember, AI does not and will never CARE! Humans do and we need to double down on this in the technological revolution. When we take the time to learn about what motivates each other, how our experiences molded us, our values, and what’s important, we break down the assumptions our brains make when we don’t know this stuff about others, and the trust levels increase.

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Miscommunication, however, can create friction and misunderstandings that weaken these bonds. Dr. James Pennebaker’s research on expressive writing reveals that sharing worries and emotions can improve mental and physical health, underscoring the importance of open and honest communication

When communication breaks down, it’s often because we fail to meet people where they are. This failure can be traced back to biases and assumptions that distort our interactions. According to a study by De Dreu and Weingart (2003), teams with high-quality relationships are better at resolving conflicts and maintaining high performance.

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Miscommunication and Equity

Equity in the workplace means providing each individual with the resources and support they need to succeed. When communication gaps exist, these disparities are magnified. The wider the gap between what is communicated and what is understood, the greater the inequity and the larger the performance issues. The larger the issues the more challenges with trust, and the less trust the more toxic the environment. Toxicity means people are not focused and what matters, and performance will suffer.

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Effective communication is essential for fostering an equitable environment. It ensures that everyone is on the same page and that resources are distributed according to individual needs. When equity is prioritized, it leads to enhanced performance and a more inclusive culture. Research by Gartner shows that a people-centric approach to leadership can increase the success rate of change initiatives by up to 58%.

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The Science Behind Miscommunication

Miscommunication often arises from cognitive biases—our brain’s shortcuts for processing information. These biases can lead to assumptions and misunderstandings. Assumptions are at the route of all communication challenges, bad leadership, and performance issues.

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- Confirmation Bias: We interpret information in a way that confirms our preconceptions, leading to selective communication.

- Attribution Bias: We attribute others’ actions to their character rather than situational factors, affecting our responses.

- Projection Bias: We assume others share our beliefs and perspectives, leading to misaligned communication.

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Understanding these biases is crucial for improving communication and, by extension, trust and performance. A study by Kahneman and Tversky (1974) highlights how cognitive biases can impact decision-making and communication.

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So, what do we do about it? Here are three Daily Habits to Improve Communication in Meetings:?

1. Active Listening in Meetings: Engage fully in discussions by showing empathy and understanding. Reflect on what is being said before responding and ask clarifying questions to ensure mutual understanding. Encourage all participants to practice active listening, ensuring that everyone’s voice is heard and valued. Research from the Center for Creative Leadership shows that active listening is one of the top skills that leaders need to succeed. Stop multitasking in meetings, PERIOD! You cannot actively listen if you are doing something else, thinking about something else, or talking about yourself!

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2. Open Dialogue During Meetings: Foster an environment where team members feel safe expressing their thoughts and concerns. Use meetings as a platform for transparency and honesty. Start with a round of sharing successes and challenges to build trust and openness. Psychological safety, as described by Amy Edmondson, is critical for fostering open communication and high performance. We need to stop meetings where only one or two people speak up. Everyone must have a voice.

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3. Regular Check-ins Within Meetings: Use a portion of each meeting for brief check-ins to discuss progress, address issues, and realign on goals. This helps maintain clarity and build strong relationships. Gallup's studies indicate that employees who have regular meetings with their managers are almost three times more likely to be engaged. This also reduces the gap between what people think they should be doing and what needs to be done. We are great at filling in the unknown with our stuff!ive Listening in Meetings: Engage fully in discussions by showing empathy and understanding. Reflect on what is being said before responding and ask clarifying questions to ensure mutual understanding. Encourage all participants to practice active listening, ensuring that everyone’s voice is heard and valued. Research from the Center for Creative Leadership shows that active listening is one of the top skills that leaders need to succeed. Stop multitasking in meetings, PERIOD! You cannot actively listen if you are doing something else, thinking about something else, or talking about yourself!

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By incorporating these habits into your daily meetings, you can bridge communication gaps, enhance trust, and boost team performance.

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What is CARE and Why Does It Matter? Well, AI doesn’t CARE #1!

The CARE Equation stands for Clarity, Autonomy, Relationships, and Equity?. It encapsulates the human skills necessary to create high-performing leaders and teams. By focusing on these four pillars, leaders can foster environments where individuals feel understood, valued, and empowered. This approach not only enhances performance but also builds a culture of trust and inclusivity.

We must create environments where people feel comfortable speaking up early and often about what matters to them. This enables our teams to be their best selves, perform at their highest level, and go home to their friends and families without the burden of workplace worries. In turn, they’ll be excited to come back to work the next day, fully present and engaged. ensuring that every team member can do their best work.

About the Author

Alex Draper is the CEO of DX Learning, dedicated to eradicating workplace toxicity and championing the people-first movement. Through the CARE Equation, Alex helps leaders develop the skills necessary to build high-performing, empathetic teams.

You can learn more about CARE in my recently published book, CARE to WIn: https://alex-draper.com.dx-learning.com/

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