This metaphor can illustrate organizational communication, when leaders try to share the big-picture with employees. Think of it this way: leaders create the context, or blueprint, and see the whole-- the working structure designed to meet a specific purpose. Employees need to know not only the purpose, but also the nuts and bolts that make up the whole picture, because they implement the blueprint.

Too bad communicating isn’t as easy as building a Lincoln Log™ cabin. What we’ve found in our work is that leaders need specific skills to translate big-picture ideas, initiatives and visions in a way that’s relevant and meaningful to employees.

This isn’t as simple as it seems, thanks to the experiential and personality differences that typically exist between leaders and rank-and-file employees. Don’t know what those stylistic differences are? Then chances are excellent that your communication will miss its target. Here are several techniques for bringing your vision to life through effective communication:

Make communication a priority

Idea: Effective communication doesn’t happen in ignorance or by happenstance. Answer these questions: Do you have a budget and plan for ensuring that communication flows--and flows effectively and efficiently--in your organization? Have you or your managers had communication training or coaching? Do you assume that an administrative assistant can handle communication duties in his spare time?

Action: Get input from a professional, get a plan and allocate adequate resources to ensure goal-supporting communication. You can’t just say communication is important, you have to demonstrate it.

Understand--and use--a variety of communication modes

Idea: Everyone has a preferred mode (and secondary modes) of receiving and delivering information, and certain modes lend themselves to certain jobs. Some people like to see information, others like to hear or feel it; one individual can process it on the fly, and another needs to reflect on it in private before formulating questions; Sam is gregarious and speaks in concepts, while introverted Ruth can find the error in a 500-page document. All those differences increase the likelihood for misunderstanding. In order to share your vision effectively with others, you’ll have to relate to these various modes.

Action: Discover your own predominant communication style and become aware of other styles. Learn how your style affects the way you work, and how others may perceive and receive your communications. Check out Neuro-Linguistic Programming (NLP), Myers-Briggs, the Enneagram or one of the countless other bodies of personality information to gain a more informed (and accurate) picture of interaction styles. Then start tailoring your communications to fit the audience.

Encourage employees to help each other

Idea: Employees might be better able to describe big-picture ideas in tangible terms that relate to their jobs. By enlisting their perspective, you’re building momentum and support for your vision while gaining valuable insight on potential strengths and weaknesses of your approach.

Action: Set up a forum where employees can easily and freely exchange ideas--an on-line conversation, a staff meeting, a column in your company newsletter, a "brown bag" luncheon series, or a message board in the cafeteria, for example.

Walk a mile … in THEIR shoes

Idea: Being part of the business planning and visioning processes, leaders are often at a disadvantage when communicating about it to employees. Why? It can be difficult to share information (or even think you have to) when you come from a completely informed perspective, as is often the case when leaders have been immersed in planning and are impatient once it’s time to implement.

Be certain to take the time necessary to truly walk a mile in your employees’ shoes. What do they know? How will this initiative change the way they work? What information or skills do they need to be successful? The answers to these questions will help you select what information to share; don’t assume you know what they are.

Action: Ask employees about their information surpluses and voids, then fill the gaps using the other tips suggested here. Also, keep your impatience in check; allow others the time to process and incorporate new ways of working or thinking.

Capitalize on what’s already working

Idea: How do employees get other information? Are these channels appropriate for your messages? The point is an old one, but it works here: don’t reinvent the wheel if the wheel works fine. Share your messages via avenues that employees already tap for information.

Action: Think of a situation, environment or set-up where your employees felt informed and the results showed it (for example, when an initiative rolled out successfully, from a business and employee viewpoint). What were the circumstances around that situation? How and how often did employees receive information? What tactics worked well and why? How can you replicate these learnings in your current communications?

Make the connection between zeal and real

Idea: Psychology research tells us that people are only truly committed to other people, ideas or objects when the commitment is based on their own internal motivations--not a dictate from someone else.

Action: Spell out your business initiative in the language employees know best: their own responsibilities and day-to-day experience. On a regular basis, and through a variety of media, relate an employee’s tactical accomplishments to the business goals; make associations between employees’ actions and the effect on the bottom line; and highlight activities which are consistent with the organization’s vision.

Just ask (and then gracefully receive the response)

Idea: Ask employees how informed they feel, what information would help them do a better job, how they’d prefer to receive the information, etc. Only they know what they need.

Action: Create an environment where it’s safe for employees to share their thoughts on communication. One way you can develop this environment is by hiring a third-party to conduct interviews or surveys, and resisting the urge to penalize employees who provide criticism (a sure-fire way to kill trust, and communication).

Finally, make your vision initiative part of the organizational discourse. Over time, people will understand that it’s a direction in which the organization is going, not simply a quick-fix management theory pulled from the latest guru’s book (which is, unfortunately, often the truth). Take a look at your organizational Lincoln Logs™ "log cabin", and start planning the techniques you’ll use to motivate and educate employees to help build it.

Remember, this information provides food-for-thought. Your needs are unique, so the most effective organizational or interpersonal communication plan should be customized to meet your needs.

For more skill-building resources:

Ivy Sea's Inspired-Leadership Portal

Ivy Sea's Organizational Communication CyberWorkshop

Ivy Sea's "Hot Issue" Resource Portal

or e-mail us at info@ivysea.com.