Just Say It!

I love to laugh more than just about anything, so I’m a dedicated reader of the daily comics in the newspaper. Yeah, I’m one of the last old timers still getting the paper delivered, but it helps me get my day started off on the right foot.

Now I don’t sit there in a loud guffaw (usually), but a good chuckle can be had on most days and that seems like a good way to start my day. Dilbert’s a good stand-by if all the others don’t come through for me, and Tuesday’s (Sept. 28, 2012) Dilbert was particularly timely.

The Dilbert characters Ratbert and Bob the Dinosaur are sitting at a table:

Ratbert: Let’s talk like idiots.
Bob: Ha ha! You go first!

Ratbert: Slap lipstick on the pig, put a stake in the ground, and view it from 30,000 feet.
Bob: That deliverable is actionable.

Ratbert: Wait … why do I suddenly feel like hiring you?
Bob: And why do I feel underpaid?

I wouldn't characterize it as idiot talk, but if you work anywhere near a corporate-type setting, you know how hilarious that is. If you don’t, you should read Get Fuzzy – those guys are usually good for a smile first thing in the morning too.

There’s been much written and said in the communications field recently about cutting jargon from messages and just saying what you mean, and this strip hit the nail right on the head. The funny thing about jargon is how quickly it seems to catch on.

When was the last time you heard someone talk about “low-hanging fruit” when they meant “the easy stuff?” And how about “space” when they mean “job” or “industry?” The first time I heard someone say, “How long have you been in that space?” I had no idea what they were talking about.

“Solutions” is another popular one. Like, “We’re your corporate printing solutions provider.” What does that mean? Are you a traditional printer? Are you in the copier business?

And the ever-popular, “At the end of the day,” which has many meanings including “When this project is done.” But according to the Office Life’s Ridiculous Business Jargon Dictionary it really means “The speaker would like you to know that he has a profound understanding about what is important and what is not.” Hmm, better watch usage of that one.

Everybody nowadays seems to provide solutions in their space. It’d be cool if they just did their job and provided products and/or services, wouldn’t it?

Of all of that jargon though, the one I like least is “smartest person in the room.” Like the others, it isn’t completely clear, and may oftentimes be a person’s opinion of themselves. In my experience, it’s usually said about someone who’s forceful, opinionated, typically inflexible and oftentimes overbearing – all of which would disqualify this person from smartest if you asked me. I'd say the smart ones are usually inquisitive, open-minded, willing to learn, and value input and feedback.

You’ve probably heard the old saying that, “Two heads are better than one,” right? Unlike corporate jargon/garbage/clutter, old sayings are old sayings for a reason: More often than not, they’re accurate, clear and true! This old saying is especially true when it comes to the smartest person in the room because that person definitely needs more input and feedback.

George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place.” Good communication is ongoing, clear and to the point.

Don’t let your message get confused because you got caught up in jargon. If you have something to say, just say it. Your audience will be clear about what you mean, and you’ll be free from the bondage of confusion and misunderstanding. It may make YOU the smartest person in the room.

Good Communication: It's Personal

I was listening to sports talk radio the other day (shocking, huh?), and Vanderbilt football coach James Franklin called in unexpectedly. This guy is one charismatic son of a gun. After listening to him, you’re hard-pressed to not like him – he’s one of the most positive, upbeat people you’ll ever hear – especially for a football coach. His enthusiasm is contagious.

He was talking about a lot of things related to his program, including how important it is for the Nashville community to rally around the Commodores. He made a case that a successful Vandy football program benefits the community as a whole. I was ready to buy season tickets by the time he was done!

For me though, the most impactful thing he had to say was about the importance of trust for his program to be successful: Trust between the coaches, trust between the players, and trust between the coaches and players.

And they go to great lengths to develop a culture that fosters what they’re trying to do as a program. They are deliberate in their transparency, their honesty, their development of relationships, and their openness to opinions and suggestions from players and coaches alike. Coach Franklin says those things are absolutely necessary for his people to function as a team and to be successful.

Aren’t those the same things that make all organizations sustainably successful? Why don’t more organizations do a better job emulating success?

We spend a lot of time talking about “best practices.” But what are best practices except tried and true methods others have used successfully? They all had a starting point, didn’t they? Someone, somewhere said, “What if we try this?” and it worked. Boom! New “Best Practice.”

It’s no different with good communications – internal, interdepartmental, external – there are plenty of accepted best practices that work great. But what they all require – all best practices – is the buy-in and participation of everyone in the organization.

Good internal communication doesn’t come “one size fits all.” It’s customized so that there are elements that fit no matter your communication style. Everyone isn’t comfortable with the same things: Some people are outgoing, while others are more reserved – they need different ways to give and receive information of all kinds.

I’ve talked a lot about the importance of good communication and how it’s imperative that it be a two-way, give and take relationship. Don’t be confined by the perceptions of others regarding the “right” way to communicate – do what you’re comfortable doing.

I’ve often said that the best wine and cigars are the ones you like best – not what someone else likes best. I believe the same about good communication: The best method is the one that works best for each individual, not necessarily what works best for me.

Here’s the thing though: It’s only going to be as good as we all make it. We have to participate, get involved and do our part –deliberately – to make good communication a reality.

Sydney Smith is credited with saying, “It is the greatest of all mistakes to do nothing because you can only do little – do what you can.” And Edmund Burke said, "Nobody made a greater mistake than he who did nothing because he could only do a little."

They are eerily similar, but I thought the sentiment was worth repeating.

Good internal communication, and the trust that it can develop, is important to all organizations – especially those with growth on their minds. Do what you can, even if it’s only a little.