Getting Your Message Across

Many people are uncomfortable with change and see it as a threat to their job security. You may not be able to get full support immediately so do not expect too much too soon. Instead, try to establish a rapport with your team by showing you are aware of how they feel as an entity. For example, you might acknowledge that they have been under too much pressure lately or that they have been asked to perform tasks that the team was not set up to do. Once you have established a rapport, you can explain the pressures and needs of the business and how you propose to accommodate these through structural change; be sure, too, to tell them how the change will benefit them. Use your political sensitivity and good judgment to decide how far to go on this occasion; you can always return to the subject and continue the communication at a later date.

Saying something once is not enough. You need to transmit your message through as many different channels as possible until it is no longer necessary to reinforce your point. If your message is unpopular, you will have to repeat it until you overcome others' natural negative inertia. You might try sending e-mails or newsletters, or arranging meetings with key people. But remember that what you say in a meeting and how you say it will be watched closely, then thoroughly analyzed afterward, so be sure that your behavior mirrors the message you wish to convey. For example, you will need to maintain eye contact with whoever you are speaking to, as this emphasizes the sincerity of your message. Gestures that are associated with lying need to be avoided. They include hiding your mouth with your hand, touching your nose, blinking rapidly, and running a finger along the inside of your collar.

If you suspect that you will be seen as being inconsistent, chances are that you will be. Address the apparent inconsistency directly and tell the others that you would feel the same if someone exhibited this type of contradictory behavior. Such a bold step will make clear that you understand what your audience may be thinking and possibly disarm potential critics. Having preempted possible negative speculation, you can then explain your plan and its benefits and invite others' thoughts.

When you engage in a negotiation or meeting, it is a good idea to:

• make clear why you are there in order to sideline any alternative agendas or confusion that the group might have;
• make your assumptions clear and see that everyone else shares them in order to save time and let everyone in the group know where they stand;
• clarify your objective in order to help refocus the discussion should things get off track later.

You may need to make a strong personal connection with your audience before you deliver your message. To do so, you need to ask them about their concerns or expectations, their thoughts on the topic in question, and their related hopes and fears. Once you understand your audience's interests and motivations, you will be able to find the best way of getting your message across.

Very often, messages do not get across well because the recipient cannot relate to their content or purpose. If the speaker and listener cannot identify with each other or have no common interest, there is no ground in which to root the message and as a result, its relevance is lost on the listener. Therefore, it is a good idea to begin your speech with a phrase that tries to bridge the gap, such as "as we're all aware…" or "no doubt you've noticed that…" Effective communicators use their audience's situation as their starting point and build toward the desired end point or outcome. You may need to do a good deal of homework, both formally and informally, to become properly informed of your audience's circumstances and views.

Experts in a particular field often baffle their audience with technical jargon on the assumption that it will have the same resonance with their audience as it does with them. Find out how familiar your audience is with your topic, and then adjust your vocabulary accordingly. Use plenty of examples, anecdotes, analogies, and metaphors to ensure that you do not lose them. Visual aids (such as PowerPoint, overhead slides, or simple handouts) can help make your message clearer. Humor and a touch of drama sometimes help, but use these sensitively and sparingly. Less is more.

Generally, people can take away about three key points from any communication. Your key points can be reinforced from many angles by using all preferred styles and different channels of communication. For example, you could follow up a presentation by writing an article for the company newsletter or intranet, or by putting up a poster. Doing these things will mean that no one can avoid your message—even if they disagree with it.

Getting your message across successfully depends to a large extent on your ability to listen well to other people. We often assume that we know what others are thinking and what they are about to say. However, these assumptions can "deafen" us to what they are really saying, and we end up being poor communicators as a result. Avoid this result by listening carefully to other people. Take care not to jump to conclusions or make snap judgments about their position, but instead respect their ideas. Nurture a sincere desire to hear and be heard without the "white noise" of misperception getting in the way.

Just as we must listen carefully to our audience, we must help them listen carefully to us. Unless we have given them an opportunity to have their concerns addressed honestly and constructively, they will go away feeling negative about us and our message. Help your audience to hear what you want them to hear by first being sure of both your subject and your objectives. Convey the necessary information accurately and in language they can understand, so that they can pass it on to others accurately. Most importantly, remember that in order for others to believe in your message, you must believe in it yourself. You may want to close the communication "loop" at the end of your presentation by asking your audience to summarize what they think you have said. This will give you a valuable opportunity to correct any misunderstandings and to run through your key points one more time.

There is an old maxim about presentations that says "tell them what you're going to tell them, tell them, then tell them what you've just told them." This is not overkill; it's actually a valuable way of conveying your message in a straightforward and powerful way.

• Use noncomplex language to convey up to three points at a time repeatedly. Color these points with examples, anecdotes, and analogies.
• Be aware of how your audience is receiving your message; if people look confused, adjust your style to explain things in plainer terms; if you see that they are straining to hear, speak louder.
• It is important at all times to listen, observe, and respect your audience and their point of view, even if the latter is at odds with your own.

In our hurry to get our message across, we frequently speak without having thought things through carefully. We believe that if we assert ourselves strongly enough, there will be no room for disagreement or dissent. In fact, we come across as arrogant and high-handed and have the opposite effect—we immediately set our audience against us. Slow down and make a point of showing that you respect your audience, that you understand their situation and can identify with it. Doing so will make resistance less likely, especially if you ask for their views and listen carefully to them.

We often believe that the content of our message is most important. However, it is not so much what you say that counts, but how you say it. Generally, people recognize authenticity and genuineness when they hear it, and unless you are in tune with your message and your audience, what you say will not be heard or received in the way you wish. To be in tune, you must use your skills in active listening, body language, and assertiveness—and you must believe in your message.

Having a personal investment in the reception and outcome of your message (which you may, in fact, have) can cloud your ability to get that message across to your audience appropriately and effectively. Try thinking of your message as a bridge that connects you to your audience and your words as the vehicle that travels between the two. This may help you focus on the best outcome for both you and your audience.

Rushing a message often defeats its objective and leaves people feeling bullied and unmotivated. You need to put people at ease, so they feel comfortable addressing what you have said. When you plan and time your presentation, be sure you allow time for your audience to ask questions or raise concerns. And do not be defensive if people challenge you. Remember that they are perfectly entitled to an opinion. Acknowledge their concerns while politely reinforcing your message.

1000ventures.com: www.1000ventures.com/business_guide/crosscuttings/talking_main.html

Mind Tools: www.mindtools.com/page8.html