Communication between pilots and air traffic control are essential. To ensure clarity, they have strict rules for radio use. Pilots must identify themselves by their aircraft call sign. They clarify instructions by repeating them back to the controller. Transmissions must be brief and may not contain casual or superfluous information. There is even a glossary of specific terms and diction. To speak individual letters, pilots use a phonetic alphabet—the word “golf” for the letter “g”, for instance—so that there is absolutely no confusion about what letter or word is being spoken.[1]
Clarity for pilots keeps mistakes from being communicated, ensuring safe and reliable travel for millions. Clarity is equally essential to connection and understanding in all facets of life and work. Yet few leaders clearly communicate. The truth, “Think before you speak” has been replaced today by “Speak first and often.” Leaders unwisely pile on layers of past experience, relational history, cultural norms, jargon and even subterfuge to what they say and write. If your communication needs to move from opaque to clear, here are three important elements to review and adjust:
Clarity is concise. Clear communication begins by saying or writing only what is needed, no more. We all know “spin”, the long-winded chatter that, literally, goes in circles, trying to appeal to and appease the audience. Jargon and word-play keep communication from being transparent by extending rhetoric without adding substance. Avoid throw-away phrases like action item, vet the idea, monetize, bandwidth, paradigm shift, big picture, outside the box, sharpen your pencil, manage the optics, feet on the street, bench strength,and plug and play.
Refrain from filler sentences, thinking through your words and eliminating extras. Stories or antidotes must relate closely to the point of the communication, significantly adding to clarity of thought. Before you explain in depth, consider whether it is necessary. Being concise sometimes means saying nothing, or nothing more.
Clarity is direct. Clear communication is to an identified audience to accomplish a purpose. Not every audience is a fit for every message. Clear communication is a rifle-shot to the ear of the intended listener, versus a shower of generalizations to any and all. Direct communication focuses on facts. Only communicate what you know to be true, avoiding conjecture. Tell the truth. Call things what they really are. Clarity means the receiver heard and understood the message being delivered. A direct message results in a response or action. If the audience has no means or call to respond, have you been clear?
How you communicate is equally important. Think about pace and tone—are you talking too fast to be understood, or in a harsh voice that comes across mean or condescending? Remember that direct is not the same as brutal. Tone, body language, context—these account for the majority of what you communicate. A study by Mehrabain and Ferris in 1967 found 7% of our communication is words, while 38% is tone and 55% is body language.[2] The research also detailed that the meaning of words will change in the mind of the hearer if communicated, for instance, in a negative tone. For clarity, then, think specifically about your nonverbals.
Clarity is beneficial. Communication should be a positive and useful gift to the listener. For clarity, consider each statement or message in light of the question, “Is what I am about to say of benefit to the listener?” Even difficult statements are beneficial if they are intended to truly help the receiver, and are delivered with proper tone and context. Clarity as a benefit raises the value of the relationship between communicator and audience. Beneficial communication eliminates gossip, put downs, criticism, contempt, interruptions, defensiveness, sarcasm and passive aggression. Think of the clarity a leader brings to his speech and writing by taking all of these negative forms of communication out of his repertoire!
Clear communication is a skill you can develop over time. Plan what you want to say, even jotting down a few words you can refer to when talking. Record yourself talking and review for weaknesses. Have others review your writing. Pilots consider every communication in light of the “Four W’s”: Who you are contacting, who you are, where you are, and what you want. For leaders we might add a fifth “W”: What tone is best for this audience. Resolve as a leader to bring clarity to your daily communication, ultimately for the benefit of each audience.
A 65-year-old leader will never have more experience than he has in his fourth quarter. He will have more knowledge than he has ever had.