CHAPTER 1
Communications
You have probably heard it stated that communication is an art form. While there is, of course, considerable truth to that statement, it seems to me that communication is also a tremendous practical management tool requiring dedication, skill, and a great deal of work. Most people don't focus on the various aspects of communication and the simple fundamental nature of the complete process, which is so important to successful day-to-day tasks. I have been quoted on many occasions saying communications is the foundation of all successful endeavors. My staff at the association where I worked probably got tired of hearing this, but it is so true and so important. The statement was applicable to any effort.
As I proceed to relay my comments regarding communication, let me start by making an important statement, which is also noted in the "About the Book" section. I am all for technology, and I am a significant user of it. E-mail, which is now considered an antiquated communication tool, was a huge part of my daily efforts in association management, both as a supervisor and working with volunteer leaders, including committee persons and board members at a high level. Social media in its many forms is also important, when used properly. It is a tremendous communications tool. You will also find as you proceed that I make a genuine effort to be very up front and honest, and in that regard, there were always those who considered my use of e-mail, or communications, to be an overuse. While I expect that is a valid observation, given the opinions of most people, I have also found that one can never communicate too much or double-check communications too much.
When I state that communications is the foundation of all successful endeavors, there is a need to analyze those words further. Possibly the most important part of that statement is the word foundation. In other words, at the base, or the foundation, of every successful effort is the need to communicate the purpose of any activity or instruction, as well as the objectives, expected tasks, and expected outcome, and to do it clearly so everyone understands his/her role and assignment.
The burden for that clear communication rests squarely on the shoulders of the individual originating the communication. It is important to recognize that it takes extra work to not only communicate the details for a program (e.g., objectives and assignments), but it also requires extra effort to follow up on the initial communications, which is an important part of the process. It is one thing to communicate all that needs to occur to create a successful effort. The second part of that communication is to follow up with everyone involved, regarding assignments and tasks, and to do so in a manner that not only reminds the individual of the assignment or task but also motivates them and expresses appreciation for the work they are doing. This contributes to an overall successful effort. Communicating in regard to any program or activity is not a one-time effort. It is important to communicate to staff and leaders in an initial fashion with great clarity, but then you must follow up with each individual or group involved with a communication that is customized and specific to that individual or group. Also, your communication should motivate and include appreciation for the efforts being put toward the overall objective.
Far too many people feel that once they have communicated something, they are done. How many times have you heard a supervisor ask a staff member whether he/she communicated information to a leader or another staff member, and the first staff member replied, "Yes, I did"? Far too often that staff member is answering that question because he/she sent an e-mail or other communication to an individual just as the supervisor requested. However, did the staff member get a response acknowledging the communication? Does he/she know the message was received?
The art and process of communication is not only sending a clear and correct communication but also knowing it has been received and following up with reminders to make sure people understand the task and the role that they play. There are several phases to communication. There is the initial communication, which must be clear. Then there is the follow-up within a reasonable amount of time to each individual, with assignments to not only express appreciation for the efforts they are putting forward but to also provide motivation and a reminder about the various tasks and efforts to be accomplished. The third part of the communication process is the follow-up after the event or function, to express appreciation to staff and leaders for having successfully completed their assignments and for doing good work.
Those reading this book may especially enjoy this next comment. I have throughout my career often been — shall we say? — kindly given a hard time about my amount of communication and the detail of my communication. Yet I have never experienced one occasion where the detail, encouragement, and appreciation were not well received and did not make a difference in the attitude of the employee and the program's success. This multiphase approach to communication will eliminate problems, remind staff of tasks they were assigned to do (which they may have previously forgotten), and provide increased self-esteem and confidence to an employee or a leader for personal and professional development.
One of the great challenges facing us today with the use of technology, and all of the advantages it brings forward, is the brevity of communication, which is seen by so many as a huge plus. Yet if we are not careful, that brevity can lack emotion, spirit, and the opportunity to explain detail, which is so important to any successful program or effort in association management or in any corporate setting. It also can possibly lack the opportunity for the communication follow-up that is necessary to express appreciation or to recognize staff or leaders with the right words of appreciation following an event, program, or activity assignment.
After I asked a staff member if he communicated a meeting reminder or program information to another staff member or leader, and he enthusiastically indicated to me he did, it sounded good. Not only did he do this, but he did it immediately following my request. Later I discovered the staff member had sent an e-mail, and thereby he considered the assignment completed. However, this communication assignment was not completed. You have to know for a fact that the communication has been received. Many times I asked a staff member if the communication I asked them to send had been received, and...
