Making meaning matters

Skilful communication is one of the pre-requisites of leadership yet a few conversations in the past week have come as a reminder of how hard we can find it to get this right and how often neglected it is in race to deliver targets.

Perhaps the problem is that we see it as a given. As humans we are born with the ability to communicate, from the first cry to something more intelligible. And though some possess a greater gift with words than others communication isn’t about linguistic cleverness. Rather it is about meaning and connection. Does the meaning made match the meaning intended? Has it prompted right action?

I love this quote from American journalist Sydney J. Harris: ‘The two words information and communication are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.’ It shows the confusion or delusion we can fall into around communication.

Much of organisational life is based on putting information out. Often, much less time is given to the dialogue that allows that information to be explored and understood, and for meaning to be made. Assumptions and misperceptions move swiftly into the space where those conversations should be with a resulting risk of dissent, dissatisfaction and errors.

Workload, targets, lack of time are common excuses for the absence of the conversations that matter. And where these are likely to be more difficult fear of provoking negative emotional reactions can be the obstacle.

The thing is if we’re broadcasting rather than truly talking, in monologue rather than dialogue mode, we’re missing out on vital feedback and on the connection, deeper relationship and higher trust that help individuals, teams and organisations perform at their best.

How’s your communication – minimal or deep and meaningful?