leadership dot #5077: noncommunication

Yesterday (dot #5076), I wrote about the downside of silence, and today I’ll share another situation where keeping things quiet may not be the best strategy — when talking with your boss.

It’s important to show deference, but that doesn’t mean being a “yes person” or keeping your mouth shut all the time. Sometimes, it is your responsibility to respectfully challenge them or point out gaps in their thinking. There are times when it is okay to push back and ask them to clarify priorities if the newest project pushes you beyond capacity. If there are questionable or unethical directives, silence isn’t the answer there either.

Nor should you expect your supervisor to read your mind. If you need resources or answers: ask! If you would like their input or help thinking through something, speak up! If you want more direction, professional development, or support from them, communicate that explicitly! If they are micromanaging or you want them to let you handle it, say that, too!

So much miscommunication occurs when people leave things unsaid. Don’t let silence keep you from getting what you need to do your job well.

leadership dot #5076: a myth

“Pale se ajan, silans se lò.” It’s a Haitian saying that means, “Speaking is silver, but silence is gold.” Across the world, people teach “silence is golden,” but I think it is a myth. Sometimes, yes, but in many cases, not speaking up is at best a waste of time, and at its worst, problematic.

I am in a large group meeting and still haven’t heard one of the participants speak. I am sure they were invited to the team for a reason, but I haven’t yet discovered what it was because of their silence. I think of all the things they could be doing that may contribute to the organization, but sitting in this meeting isn’t one of them.

I think of the silence of those who see misdeeds or errors and don’t share them for fear of reprisal. That silence isn’t helpful either, because the wrongs will likely continue if left unchecked. We need people to use their voices and speak for what is right.

Silence in relationships isn’t positive either, because without candid, caring conversations, disagreements or value misalignments can fester and turn ugly. People need to feel safe sharing their concerns and feelings instead of holding them in silently.

People, especially girls, are taught to be “nice” and “not rock the boat,” but often the boat needs rocking. Respectful, honest feedback is what is golden.

leadership dot #5073: three things

Here is a simple framework I recommend to my students who are working on their resumes:

The RESUME should highlight what you have done — a record of past experiences and accomplishments (more than bullets that just resemble a job description)

The COVER LETTER is designed to get employers to read the resume, and does so in two ways:

  • It highlights who you are, synthesizing your experiences into overall skills, personality, and your characteristics as an employee
  • AND it is future-focused, connecting those experiences and skills to specific characteristics the ad says the organization is looking for. (For example: “My experiences with diverse audiences and my ability to problem-solve will allow me to develop effective strategies for your new campaign.” vs. “I bring experience with diverse audiences and the ability to problem-solve.”)

You’re not writing a biography; you’re using the two documents to convey three things: What you have done, who you are, and what you could do for the organization. Don’t waste precious real estate on your cover letter rehashing verbatim what is on your resume.

leadership dot #5068: Barney

In my class, a student asked me to explain a concept “Barney Style.” When I told him I did not know what that meant, he explained it to me in Barney Style, meaning he gave a basic, explicit answer as if Barney the Dinosaur were explaining it to kids. Ahh, now I get it!

There are times when spelling something out is the most effective way to communicate a message. I saw an example of this with clearly labeled recycling and trash bins — with both words and pictures to help people understand which receptacle was correct. This simplification works well for directions, checklists, and instructions, and, apparently, for explaining new concepts to students!

Keep the purple dinosaur in mind when crafting your message and consider whether Barney could understand what you are communicating.

leadership dot #5067: touchpoints

People who see each other less frequently tend to skew their conversations toward the positive. Who wants to be a downer when your time together is fleeting?

Whether you are communicating with a friend, family member, colleague, or client, if you rarely interact with them, you’ll likely focus on the good things that have been happening and only give highlights (if anything) about the mediocre or bad. While this may make for a more pleasant exchange, it can also hide the true events and emotions that exist.

For the relationships you care about, ensure that you create regular touchpoints. The more frequently you have contact, the more likely the mundane will surface. It may not all be roses, but knowing about the thorns can help you provide support where needed.

leadership dot #5066: framework

I’m a big fan of the Law and Order shows and notice that they all follow a formula. The crime happens in the first minutes; one of the detectives utters a quippy line before the credits; there is always a foot chase, and the outcome is resolved in the same episode. It’s simple, but it has worked for hundreds of shows and made creator Dick Wolf very rich from syndication rights.

Having a formula or framework for more mundane tasks is a helpful tool. When you write a message that conveys bad news, begin with a buffer, then rationale, followed by the bad news, and a closing. A cover letter starts with sharing excitement, then synthesizes your strengths, explains how your skills match their needs, and finishes with a strong statement about the future. A proposal begins with context to explain why, then provides a specific recommendation, and concludes by highlighting next steps. A leadership dot introduces an idea, ties it to a lesson, and concludes with a suggested action and graphic.

Think about the underlying formula behind things you do repetitively. If you can identify the framework, everything that comes next becomes much easier.

leadership dot #5064: load

In my intercultural class, the text distinguished between high- and low-load communication, which refers to the level of mental concentration and processing required.

Intercultural communication is a clear example of a high-load exchange, as people concentrate to understand different languages, word use, and context, but many other situations demand more mental effort.

Examples include:

  • Being in an interview vs. attending a routine meeting
  • Reviewing a detailed contract compared to reviewing a proposal from a trusted staff member
  • Constantly monitoring a puppy or baby instead of knowing the grown ones are fine
  • Creating a new report vs. updating one
  • Doing homework in a subject that is hard for you vs. one that comes more naturally
  • Making decisions about where to stretch limited funds vs. having the ability to pay all your bills
  • Meeting with a new boss vs. having a meeting with a longtime colleague
  • Reading a non-fiction book vs. a novel
  • Planning a vacation vs. just showing up to participate in one

We think of things in terms of the time something requires, but I don’t think we give enough consideration to the mental load. Those with power, resources, and privilege are able to reduce their mental load in ways others can’t.

As you plan your own time — and need for rest — as well as when you assign responsibilities to others (both at home and work), calculate the mental load required to achieve it and plan accordingly. All time is not equal.

leadership dot #5063: backing out

A colleague was lamenting that volunteers kept backing out of a service project she was leading. One had a sudden illness (obviously a good reason to decline), but others were rescinding their offers for reasons that existed when they first said yes. One realized it was the same date as his son’s wedding! Another had a vacation booked already. Both seem like dates they should have remembered.

It was one of my biggest frustrations when I made an offer to candidates and was turned down. I heard things like: “It’s too far away” (even though our campus hadn’t moved since they applied), or “my spouse doesn’t want to move” (a conversation that should have happened before the application).

It can be easy to say yes with good intentions, but it’s better to say yes intentionally and mean it.

leadership dot #5050: slights

If you’ve participated in any type of DEI training, it’s likely that you are familiar with the concept of microaggressions — small, often unintentional actions or language that are offensive to others. By understanding the history or context behind these microaggressions, you can avoid using them and communicate more respectfully.

The same premise applies to slights against women. Taylor Black compiled a collection of microfeminisms that may cause you to rethink whether you have unknowingly been favoring men over women in your speech or actions. Examples include:

  • I work at a school, and when I have to call parents to pick up their sick kid, I call the dad first.
  • I ask my kindergarten students what dad cooked for dinner last night and get very shocked if they say their mom cooked.
  • I introduce my friends and their husbands in that order and add a superficial adjective before the husband. Like, this is Jane and her beautiful husband, Joe.
  • I call male politicians by their first names only.
  • I’m a yearbook editor, and for all the women’s sports, I simply have the sport’s name. But for the men’s, I put boys’ in front of each of them, i.e., soccer and boys’ soccer.
  • Whenever a dad says he’s babysitting the kids or watching the kids, I say, Oh, so you mean you’re just parenting?
  • I’m a travel agent, and I always book the flights to pair the child with the husband.
  • I ask men, “Do you work?” instead of “What do you do for work?”

I admit that some of these hit home (Kamala or Hillary, anyone?), and it raised my consciousness about other ways that I make assumptions that stereotype women in lesser-than ways. Continue to learn about micro slights that can have macro impact, whether about gender, race, or any other distinction. We all have opportunities do better.

Thanks, Meg!

leadership dot #5049: bulldozer

There is a difference between what you say and how you say it. People who come across as bullies may have great ideas, but resistance to their tone often overshadows their message. Those who speak more than they listen may find themselves ignored, and shouting is rarely effective. People who want to make change are usually more successful when they ask questions and seek input, rather than make declarations.

Even if you wear your bravo with pride, there are few roles where being a bulldozer is an asset, especially on a team. The method matters.