PCCA Journal|2
nd
Quarter 2013
15
W
hether you are an X-gen or a Baby
Boomer, chances are the way you
communicate has changed over the
last few years. From party-lines to
“pih” (party is here), our ability to
keep in touch has evolved by leaps and bounds. And yet, our
ability to communicate effectively has been compromised.
This article is a synopsis of the program presented at the 2013
PCCA Convention and is designed to help leaders reclaim and
improve the basic human skill of communication. Communi-
cation is not about technology, but about humanology—our
ability to connect at a deeper level, be understood, and to
understand.
There is a great time and place for text messages, e-mails,
and tweets: confirming appointments, getting a quick answer
to a specific question, sharing an announcement, and keep-
ing in contact with your kids. But when used to replace
meaningful conversations, technology falls short of producing
the results you want. When these tools are misused, relation-
ships break down, intent is misunderstood, and worst of all,
the emotional connection is lost.
I was speaking to one of your industry leaders last week,
and he commented, “For an organization comprised of
members who specialize in communication, we probably do
the worst job of any in our own communications.” Perhaps
that statement is a bit too generalized, but I do know that
in companies where there is a large gap between the educa-
tional level of employees, ages of employees, and lifestyles of
employees, communication can be
even more difficult.
As you continue to read this
article, think about how ineffec-
tive communication has impacted
your company—schedules not met,
confusion, apathy, anger, and most
importantly, a decrease in morale and
productivity.
And think about how effective
communication has improved the
quality of work and relationships.
Consider these tips and techniques to
grow your business (and bring more
meaning to your relationships).
The place to begin is to identify
the purpose of a conversation. Is it to focus on you and
your needs, or is it to focus on others? In the first case, our
intention is to give our opinion, correct someone, or prove
ourselves right. When we focus on the other person, we have
a greater likelihood of helping them feel good about them-
selves and letting them know we care about them and their
performance.
Before you worry that I’m going to suggest that you and
your team circle up every morning for a rendition of Kum-
baya, let me put your mind at ease. As a leader, you have a
responsibility to make sure that your teams know what is
expected, perform at a high level, make safety a number-one
priority, and do the job you have hired them to do. To do this
most effectively, you are better served being candid, specific
about expectations, and clear about consequences. And to get
the most productive efforts from your employees, you must
treat them with respect and kindness.
As you review these tips, you might consider making a
note of one or two to focus on during the next few days. If
you don’t think any apply to you, then you are an excellent
communicator or you suffer from the Ostrich effect (your
head is buried in the sand!). Another suggestion is to share
this article with your colleagues and ask them to convey your
strengths and challenges. Often we are simply not aware of
our communication shortcomings. Because you are the leader
and chances are your next generation of leaders is in your
troops now, you have the opportunity to demonstrate and
Beyond a Text and a Tweet
Putting the Conversation Back into Communication
By Dr. Shirley Garrett
Continued on page 16
Dr. Shirl at the 2013 PCCA Convention