It almost goes without saying that effective communication is an essential part of establishing our professional credibility. Like a tree falling in the woods a thousand miles away that no one hears, if your audience numbering one or a thousand doesn’t “hear” your message the result is the same. Nothing happens. You’re credible in your mind only.
“If I follow the script,” you think, “everything should fall in place.” But it doesn’t. “Why? How can I fix it?” You say it is an established program proven to work. You said all the right things. It should work.
Ever say something you regretted because you didn’t consider your audience? Everyone has had those embarrassing moments. The difference between us and the animals is our big brains and our mouths (often big) that can form words and sentences to communicate ideas—not just immediate needs or express emotions, and yet sometimes we speak on automatic to get the job done. So, we are “embarrassed” by not seeing the “who” we are talking to until it is too late.
We are so in the habit of going about our business that we forget we are the drivers here; our bosses tell us what to do and we do it. What if our boss just said this thing needs to be accomplished, how would we respond? It happens. We make a plan. So, why not plan how to communicate that plan, or any plan, or any instruction, or any sales pitch, in the same way. Look at the factors involved. What is my purpose, who am I talking to, how do I say what I need to say? Understanding what I want to say seems easy at first, but that may depend on the “who.”
Knowing your audience is really your first step to establishing credibility. Sure, you could just list your credentials, but that’s not enough. Your credentials just got their attention. They need the interview with you, the face-to-face, or at least the phone call before allowing you any real credibility. You know the face-to-face communication is better. Why? Because seeing a person’s eyes and physical reactions helps you see he means what he says. Most of us trust what we can actually see. However, there is more to that.
• Some people don’t trust alone what they see, they want to see the evidence, the numbers.
• Some people want you to lead them, and someone to tell them what they need know.
• Some want to draw the same conclusion you have only after you have given them the raw data.
These people are not being difficult, but they have different ways of processing information that you are trying to transmit to them. To establish communication you have acknowledge the differences and present them information on their terms.
The fact that the act is so basic is why we often forget to do it, but it is necessary unless you like to hear yourself talk.
Analyzing your audience will help you gain cooperation, and cooperation, is necessary for communication to happen. Remember the tree falling in the woods?
• Who are they? How many will be there?
• What is their knowledge of the subject?
• What is their age, sex, educational background?
• Why are they there? Who asked them to be there?
• Where will I stand? Can they all see and hear me?
• What are their needs? What are your needs as the communicator?
• What specific needs do you need to address?
• What do they expect to learn or hear from you?
Awareness of these factors and dealing with them make the difference between being perceived as adequate, competent, or exceptional, as one of the pack or as a leader. There are, of course, other components affecting communication and establishing credibility, some of them psychological, such as use of personal space, use of a person’s name so they “understand” you are talking to them, etc., that will help us make the best impression or have the most forceful appearance (if that will help our case). Did you know to stand or sit next to someone is more powerful than if you sit across from them? Knowing the “who” makes the case for all of the above.
Most of us would agree that an effective manager needs to employ good communication skills, motivation and employee care in order for the workforce to maintain productivity. We know that leaders are people who can “express themselves fully,” according to Warren Bennis, an authority often touted in leadership training. “They also know what they want, why they want it, and how to communicate what they want to others in order to gain their cooperation and support,” he says.
Someone is hearing a tree falling in the woods.
Shaw's Reality 