January 18, 2023 by Mike Manazir – (4-5 minutes)

In my book Learn How to Lead to Win: 33 Powerful Stories and Leadership Lessons, I share how I got my callsign “Nasty.” The story is a bit humorous and I’ll let you get it from the book. For today, I’d like to focus on “why” we use callsigns in military aviation. It has a simple purpose – clear and concise communication. If I’m in a high stress combat environment and hear on the com, “Nasty, bogie on your six.” I know two things immediately with absolute clarity. The guy they are talking to is me and I have an imminent threat right behind me.

I’ve heard reports about soldiers wounded on the battleground that could have been saved, but were lost due to inaccurate or incomplete information for getting them the critical medical care they needed. In Naval ops, one of our essential disciplines is clear and effective communication.

One of the most important principles of ship handling is that there be no ambiguity as to who is controlling the movements of the ship. One person gives orders to alter the ship’s engines or rudder settings. This person is said to have the “conn.” So when the watchstanders on the bridge hear a clear and distinct, “Captain has the conn!” every person knows who is in charge of driving the ship. This clarity avoids the potential for catastrophe.

I have come to believe that communication is one of the most critical tools in a leader’s tool box. Leadership studies tell us that the number one reason employees fail to fulfill their manager’s expectations is due to lack of clarity on what the manager’s expectations actually are. Who has to own that? Leadership. It’s the difference between giving the direction to, “Get that report to me as soon as you can,” vs. “I need that report in my hands by COB (close of business) Friday.” A variation of that can be, “This report is a priority. When can you have it back to me?” “I don’t know, Wednesday morning, maybe.” “So can you have it to me by COB Wednesday?” “Yes, I think I can do that.” “This is critical, I need to know I can count on you to have it to me by COB Wednesday. Can I count on you for that?” “Yes, you can count on that.” “Great. Thank you.”

I like the 7 C’s of Communication put out by the World of Work Project.

1. Clear – Be clear about the purpose of the message you’re delivering. Answer the “Why” question. Why is this important and what exactly do you expect from them.
2. Correct – The information provided and the manner in which it is provided must be correct. Errors will distract them from the intended message and hurt the leadership’s credibility.
3. Complete – This is one of the most important. When creating a message, give the recipient sufficient information and rationale to reach the same conclusion you have.
4. Concrete – Be specific and meld your reasoning and messages you’re using to build on each other and support each other. Your reasoning and messaging must be based on credible facts and sources.
5. Concise – Keep your messages on point, short and simple. Don’t be redundant. The more you say the more you risk confusion. Focus solely on the key message points you want to deliver.
6. Courteous – Increase your effectiveness by being polite. Show that you respect them. Be friendly, professional, considerate, respectful, open and honest. Show sincere empathy and consider your message from their point of view.
7. Coherent – Have a logical flow. Your style, tone and language should be consistent. Ensure consistency of your messaging when delivering multiple communications.

Do’s & Don’ts of Communication –

• As Covey says, “First endeavor to understand… and then to be understood.” That’s another way of saying listen more than you talk.
• Don’t overly rely on texts and emails. They are good for sharing information. They are poor for resolving issues. As soon as you get push-back pick up the phone or buy a plane ticket and get face-to-face.
• Seek rather than avoid opportunities to get one-on-one. Members of your team feel connected to you when they can be close to you.
• In crisis, communicate 2x to 3x more than normal. When in the maelstrom of a crisis, you should understand that you most likely haven’t been heard until the team has heard it two times or more. Confirm receipt and buy-in.
• Avoid responses and questions that imply judgment. Don’t ask, “Why did you do that?” It puts the other party on the defensive. Rather, ask (with an open tone), “Help me understand, what prompted you to go that direction?” Ask “What” or “How.” Avoid “Why.” Continue with calibrated “How and What” questions to peel the onion. I recommend Chris Voss’s book, Never Split the Difference to see how Chris defines the art of asking the calibrated question.
• Ask open ended questions if you want honest open answers. It is better to ask, “How does that sound?” or “What do you think?” verses “Does that make sense?”
• Watch your tone. How you say it communicates more to the team than what you say. 80% of communication is in your tone and inflection.
• Maintain a steady rhythm of communication. Absent hearing from you, the team is likely to think the worst or that you are not pleased with them. They will often make up and spread their own version of the “truth.” Give them steady consistent communications that let them know how you feel about them and how they are performing. Guide and correct when you need to, but mostly make it clear how valuable they are to you and the mission. Your communications will decrease uncertainty in the team’s minds.

Communication is an essential tool in your leadership tool kit. Master it. Keep it sharp. Use it often and it will serve you well.

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