Say it so they get it! - From abstract communication to clarity

 I often work with leaders who think on an extremely high, complex level. They see two or three steps ahead, hold entire systems in their minds, intuitively sense connections. This is an enormous strength but it can easily turn into a communication obstacle, and those receiving the message often:

▪️don't fully understand what the leader is trying to say,
▪️misinterpret it because there is not enough concrete detail,
▪️each person creates a different "movie" in their head, so even the shared goal means something different to everyone,
▪️don't respond, because the message feels too general or abstract,
▪️reject an idea, suggestion, not because it's bad, but because they cannot see how it would look in practice, what its benefit is, or what concrete results it would bring. 

🎁 Solution-focused question and tip for organisations
❓How can we support our leaders in transforming complex ideas into shared, understandable, concrete and tangible messages?

💡Tip
1.  Build a shared communication culture and protocol with structure, tools, and examples. Provides shared tools to leaders.
This can include:

• a shared organisational vocabulary (what exactly we mean by specific terms),
• a unified questioning technique (e.g., in every meeting: "What does this mean in practice?"),
• shared templates for decisions, proposals and goals (e.g. Context + Concrete Detail + Next Step).

2. Use visual interpretation tools: process maps, case maps, visual descriptions during meetings, decision-making and communication.

3.  Support leaders in using communication structures, and provide regular practice opportunities e.g. leadership communication workshops, peer coaching, shadow coaching, communication labs.

🎁 Solution-focused question and tip for leaders

❓ How can I communicate my thoughts so that the message arrives exactly as I intend it: clearly, tangibly, and in a way that others can actually support? 

💡 Exercise:
1. Avoid overly general expressions.
Use data, numbers, examples. Ask yourself and say:

• What does this mean in practice?
• What exactly do we do?
• How do we know that what we describe is actually happening?
• What does it look like when it is finished, working, implemented?
•  What does someone from the outside see, hear, experience?

3. Speak simply and briefly.
Use simple, not overly sophisticated words, avoid overused jargon, use short sentences.

4. Structure your message.
Break down and organise your message — in writing and verbally, too.

5. Know your audience.
Adapt your message to what is relevant to them, to how much they already know about the topic.

6. Choose the right channel.

7. Ask for feedback. Find communication sparring partners!

👉Further inspiration: Simon Sinek's Golden Circles model | 7 Cs of Communication (Scott M. Cutlip and Allen H. Center)