{"id":24585,"date":"2019-10-22T13:19:01","date_gmt":"2019-10-22T02:19:01","guid":{"rendered":"https:\/\/test.clarityfirstprogram.com\/?p=22926"},"modified":"2022-09-23T13:26:38","modified_gmt":"2022-09-23T03:26:38","slug":"root-causes-of-poor-communication-have-little-to-do-with-communicating","status":"publish","type":"post","link":"https:\/\/clarityfirstprogram.com\/root-causes-of-poor-communication-have-little-to-do-with-communicating\/","title":{"rendered":"Root causes of poor communication have little to do with ‘communicating’"},"content":{"rendered":"[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”3.22″ global_colors_info=”{}”][et_pb_row admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”3.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”|||0px||” global_colors_info=”{}”]
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I have been coaching a Clarity First<\/a> client through a particularly sensitive piece of communication this week, which has highlighted some insights that I thought might help you also.

This case highlights how delivering communication is the easy part, while the strategy and problem solving that drives the right messaging can be hugely challenging.\u00a0
\u200b\u200bLet me unpack the situation for you as well as our solution and story.<\/span><\/p>\n

The situation was politically fraught<\/strong><\/span><\/span><\/p>\n

Clive is a consultant helping solve a range of productivity problems in a large organisation.\u00a0 He is a gun problem solver and regularly called in to help leaders solve difficult problems.<\/p>\n

This one was highly sensitive: he had a tough message to deliver just before performance evaluation and bonus time.<\/p>\n

To add to that, his ‘client' was two people with conflicting agendas: a Chief of Staff who needed a team's performance to improve and the team manager who was the cause of the problem but who would need to be positively engaged in the solution.<\/p>\n

And, of course, it all had to be sorted yesterday.<\/p>\n

Ultimately, the message was that the team manager needed to lift his game so that the team could deliver critical work on time.\u00a0<\/p>\n

The team needed greater clarity around resourcing, work allocation and priorities.<\/p>\n

So, what to do? Here is how we tackled it.<\/span><\/p>\n

The solution required a mix of skills<\/strong><\/span><\/p>\n

We used a mix of clarity, care and discipline to craft a proactive and constructive message that left nobody in doubt that improvement was needed.\u00a0<\/p>\n

Clarity<\/strong>:<\/span>\u00a0<\/span>We first got absolute clarity on the message that needed to be conveyed, even if we were not going to deliver it ‘straight up' and blunt. The ‘blunt' story was deductive and looked like this:
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<\/span>The team needs stronger leadership if it is to start delivering<\/span>
<\/span><\/em><\/p>\n