Communication Strategy # 1: Conduct a Talking Stick Meeting
A talking stick meeting ensures that everyone's ideas and inputs are heard. The person holding the stick is guaranteed the right to speak freely without fear of reprisals, humiliation, or interruptions. This practice was used by many Native American tribes to ensure that all voices were heard.
Talking Stick, Communication Strategy Meeting Checklist:
Create a focus question to present to the group, assuring them that all are invited to speak, without interruption or humiliation.
Form a real circle with everyone in the circle. This brings equality
When everyone who wishes to speak has spoken, summarize the conversation and what you will do with the information.
Communication Strategy #2: Seek Out the “Orange Batons”
If you get a window seat on a plane approaching the terminal, look out for the person guiding the 737 aircraft, which weighs over 90,710 pounds, into position. Those small orange batons they wield carry a lot of authority at that moment—and rightly so.
A line painted on the tarmac indicates exactly where the front wheel of the 737 must stop. If not properly aligned, passengers at the gate could end up with a pilot in their laps. The pilot, sitting too high to see this line, relies on the guidance of those holding the orange batons to position the aircraft correctly.
In the workplace, everyone has their own "orange batons." The higher a manager is in an organization, the more critical it is to communicate effectively with those on the ground. As customers, we've all encountered frustrated service reps who can't assist us because senior managers have implemented restrictive practices.
For instance, when I needed support for a Delta Sky Miles Account, the agent informed me they couldn't directly contact the support team. "We can only use FAX and Courier service," they said. Both the agent and I were frustrated because higher-ups had made decisions without consulting the "orange batons" to understand the implications.
Communication Strategy #3: Pay Attention to Little Davids
When Patrick Harker, the former Dean of the Wharton School, was asked about the key factor behind the school’s most successful fundraising campaign ($425 million in six years), he emphasized the importance of engaging the next generation of alumni leadership.
Listening to the voice of the younger generation is a practice that dates back to the Middle Ages and the Benedictines. The abbot of a monastery would make decisions after consulting all the monks, starting with the youngest. Similarly, if the elders in the Old Testament had heeded the young David with his slingshot, the giant Goliath would have been defeated swiftly. David was right, but it took time for the tribe to realize that youth and inexperience do not equate to lack of skill.
Who are the newest or youngest members on your team—your "Davids"? These individuals often ask the most insightful questions because they are not influenced by office politics, past practices, or established protocols. Seek their opinions.
Challenge them to teach you something within their first three months. I guarantee that these employees will strive to bring you innovation or, at the very least, valuable insights into your procedures, products, or services.
“Words of wisdom are spoken by children at least as often as scientists.” —James Newman, American Astronaut
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