one of the essential qualities an effective leader should exhibit. And it should be evident in all of it's forms: speaking, writing, and nonverbal communication {like body language and listening}. A good leader can interpret signals beyond the spoken words.You must hone your intuitive ability to be able to 'hear' beyond what's said or what should have been said but isn't expressed. Communication is easy when the knowledge of what you are conveying is intact. Communication helps to get things done; pass on and obtain information; reach decisions; achieve joint understanding; and improve relationships. Note also that information is chiefly processed through visuals, kinesthetic (feelings), and auditory (hearing). Verbal or non-verbal form of communication must be targeted at passing through these channels to make your message comprehensible.
There are two aspects of communication worthy of mention at this point: internal and external communication. Internal Communication refers to protocols of sharing effectively within the team; and external refers to how the organisation or leader communicates with the general public. The latter involves setting up effective Public Relations (PR) in operation and the leaders or representatives of the organisation mastering the art of public speaking [see CORPORATE IMAGE & P – PUBLIC SPEAKING]. Internal communication involves how information is cascaded to the members of the organisation and the etiquettes guiding effective communication from leader to subordinate, vice versa,and among subordinates.
When cascading information or instruction to your group, deplore the following tools:
· Verbal communication. It behooves you to learn how to excellently convey the vision of your organisation or tenure to your team [see M – MEETINGS, P–PUBLIC SPEAKING & V–VISION].
· Written communication. Employ email system or memo formats or any other technological product that best suits your team's system [see T– TRENDS]. What this method effects, is a transparent system where no one could deny the duty assigned to him/her. Documentation is very important! Don't assume that this is a standard practice only feasible in big firms. No! On the contrary, it's the key to positioning yourself as a reputable organisation and it's a good cursor poster it.
· Make the organisation chart conspicuous. Who is responsible for what? Who does this person or arm report to? If your organisation doesn't have a reporting line, implement that if you are the set man or suggest it if you are an executive member of the team or department. Make the structure plain and simple.
· Use the constitution. Adjust any inhumane part of the rules that your predecessors might have set in motion. Organisation is a hybrid of lives and structure. More importantly, at this level of organisation procedures, discipline and learning should be the core of any rule set to 'punish' defaulters. Core values must not be compromised [see C – CULTURE & C – CORPORATE IMAGE]. The caution however is, “never run the organisation on your mood.”
Moreover, a good team player must be very discreet with information.You must be able to decipher which information is for private consumption and ultimately differentiate in-house gist from that meant for the public. It's not a good conduct for a leader to release classified information of his/her organisation to members of the public.
Excerpts from FEMI TIAMIYU's A-Z OF CAMPUS LEADERSHIP.
You can still download FOR FREE the abridged version of A-Z OF CAMPUS LEADERSHIP @ www.livelystone.com.ng
Thank me later!!!
@femitiamiyu
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