What Do You Do to Build Consensus and Relationships?

We gain knowledge and skills as our careers and levels of authority increase. Some hold a position for years as a follower and then are elevated to a position of leadership for which they are not adequately prepared.

I see that often when a CFO becomes a CEO or a long term employee is promoted based on seniority versus merit. The skills and knowledge that made them a great follower may not be the same set of core competencies they need as a leader.

Leadership is learned… leaders are not born. Attitude and behavior are more important at the top. Technical skills are only 10% of what a leader needs; while people issues make up 90%. It is simple… you cannot do the job alone and people want and need to be included in the process.

In order to increase your understanding of effective communications, it is useful to first know what your natural and adaptive behavioral styles are. The DISC Index will reveal the HOW portion of What, Why, and How. Once you understand HOW you prefer to behave, you can align the environment in which you work, choose the profession that gives you the best opportunity for success and reduce stress levels.

Imagine the gains in effectiveness of your organization if everyone knew what to say and do to be more effective in communicating and what to avoid saying when communicating with each other. Before consensus and relationships can be formed the challenges of communications in the workplace must be solved.

I observed in my 29 years as a CEO that almost all situations in which I was directly involved that was impacted negatively were a result of communications that did NOT happen. You can see that daily in Washington, DC, and if you are a financial institution leader, it is a teachable event each time the examiners stumble through an exit interview.

In what direction does most communication flow? (Down, up, side-to-side, outward to customers, inward from customers, etc.) What is the result of that?

Building consensus and creating lasting relationships that advance the goals of your organization compel you as the leader to elicit some sort of behavioral response. If the communication fails to prompt a specific action, a positive response, or improved understanding, then that was an ineffective communication.

Simple rules such as being logical, alert and brief will go a long way in improving your communications and in getting the results you want. Before you can build consensus and relationships you must earn other’s trust and confidence. Whether you are sharing your vision of the organization, or negotiating an important issue, your ideas must be clear, specific, and presented in a way that considers others’ desires and needs.

Empathetic communication will enhance your credibility and advance your interests. Empathy builds relationships. Leaders who are trusted, respected, and loved are also the most successful. Care for your employees and show it. You will be rewarded with meaningful relationships, productive consensus building, and accomplishments.

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