Find out what the author means by 'eliminating insinuation' as a way of improving your communication. Aimed at supervisors, leaders, and managers, this excellent communication tip can help you be more direct and less vague in the workplace.

This Week: March 25, 2002

1) News & Updates
2) Articles of Note
3) Feature: Improving Communication By Eliminating Insinuation

News & Site Updates

1) In case you don't know, we provide FREE PREVIEWS for our books and helpcards on a wide range of topics, ranging from improving communication, conflict prevention through to performance management and appraisal. You can access these at:

http://www.work911.com/products

IMPORTANT: Our books and helpcards are available in print and in downloadable electronic form, a GREAT arrangement if you are overseas. You can get almost instant delivery and NO shipping charges.

2) New Additions To The Article Database

There are about 35 new articles for the month of March on a variety of subjects, particularly related to employee reward and recognition. To access NEW articles go to .http://www.articles911.com/New/ . To access the 1600+ work related articles, go to http://www.articles911.com.

3) New Work911 Partners/Resellers Program

Of interest to those of you with web sites or who run ezines. We now have a resellers program (often called an affiliate program), so other companies can sell our books and helpcards, and get paid to do so. Our current commission rate is 25% of sales price. There are very few such programs involving quality products and companies, and we're excited about it. In case you are interested you can get more "no hype" information at http://www.work911.com/resellers.htm

All you need to do is make use of the banners and text links we supply by putting them on your website or in newsletters, etc. No cost or obligation to join.

4) NEW Helpcard Release

We're pleased to announce our new "Getting The Most From Performance Appraisal For Employees Helpcard". This card, available electronically and in printed form is written FOR employees to help them increase the benefits from performance appraisal and help make them active, informed participants and partners in the process. As always free preview available. For more info or to access the preview go to:

http://www.work911.com/products/i-cperfemployee.htm

To check out all our products go to http://www.work911.com/products

Article of Note:

Strategic Planning - What Works, What Doesn't (AQPC)

At the American Productivity & Quality Center's Third Knowledge Symposium, held in October 1998, three presenters shared their thoughts and experiences on the topic of strategic planning. Rick Sessions of National Semiconductor discussed how his organization has incorporated external benchmark information into its strategic planning process. He provided guidelines for how other organizations can do this as well. Patrick Schaefer of Ernst & Young brought to the table his experiences as a consultant, discussing important linkages among strategic planning, performance measurement, and knowledge management. Finally, J.J. Gutierrez of Austin Energy took her audience on a journey through her company's experiences with planning-narrowing the planning process from a silo-based structure to one that served the company as a whole. She shared the steps Austin Energy used, as well as the lessons the company learned.

This white paper, based on those three presentations, gives a broad perspective of the strategic planning function and offers viable ideas for those holding strategic planning responsibilities.

READ IT AT:

http://www.work911.com/cgi-bin/links/jump.cgi?ID=3253

Feature Article:

Improve Communication By Eliminating Insinuation

Robert Bacal is a noted author, keynote speaker, and management consultant. His most recent books include Performance Management - A Briefcase Book, and The Complete Idiot's Guide To Dealing With Difficult Employees. The Work911 Supersite contains many more free articles and tips on a number of workplace topics. Access it at www.work911.com . Robert can be contacted via e-mail at rbacal@escape.ca or by phone at (204) 888-9290.

Consider this. Maria, head of her department, has a concern about the dedication of one or two of her staff members. Maria learned somewhere that it's not good to embarrass anybody in public, so at the next staff meeting, she says: "I have some concerns about some people in our department who seem uncommitted and unwilling to go the extra mile. I want it clear that we need maximum effort from everyone." And, she leaves it at that. Is this a good way to approach the issue?

Well, it certainly doesn't single out anyone, hence avoiding public embarrassment. But how do you think staff will react? First, each and every person in the room will wonder if they've somehow offended the boss. That's ALWAYS the first reaction to what we call "insinuation". The next reaction is: "Oh, right, Maria must be talking about Jethro (or some other coworker)." Perhaps more serious is the effect this type of communication has on trust. Because of the lack of clarity and ambiguity, it wouldn't be surprising if staff began to doubt the boss's honesty or straightforwardness.

Insinuation isn't used only by managers. Many people use it rarely. Some people use it often. Each use of insinuation increases distrust, damages the work environment and has the potential to trigger very destructive conflict.

So, what's insinuation? Insinuation refers to a statement that is ambiguous, vaguely put, and generally negative. The nature of insinuation is that it is deniable, and that's one reason why people use it. It avoid addressing issues straight up and directly, and therein lies its destructiveness. The use of insinuation pushes solutions much farther away because it disguises the issue, and creates additional mistrust.

Here's another example. Over coffee Mark is talking to Fred, one of his coworkers. Mark says: "I don't want to name names but it's pretty obvious that someone around here isn't interested in anything but his own job." Can anything good come from this? I doubt it. It isn't meant to SOLVE the problem. It isn't being discussed with the right person (who would obviously be the person that remains unnamed). It's just sneaky, deniable back-stabbing.

So, What Can I Do?

First, if you have something to say don't cloak it in vagueness or insinuation. Realize that such remarks won't get anything solved, and are liable to make things worse for everyone, including you.

Second, take some responsibility. If you have a concern, then have the courage to take it up with the person in question, in private, and try to work it out. Don't snipe from afar. If private conversations fail, then it may be appropriate to bring it up in a more public setting, but present it in the spirit of solving a problem, and make sure you take responsibility for your comments and opinions.

Third, understand that people use insinuation when they feel uncomfortable with expressing their anger or frustration, but can't discipline themselves to keep their mouths shut. Or, perhaps their frustration levels are so high, they aren't thinking clearly. If you are tempted to insinuate, ask yourself this question: "Am I saying this in the spirit of trying to solve a problem, or am I saying this because of some selfish motive or because I'm too uncomfortable to approach this constructively? If it's the latter, don't say it.

Finally, keep in mind that every time you use insinuation you will be seen as less courageous, more manipulative and less trustworthy by the majority of people who hear you. This applies even for people who might "congratulate you" on your insinuation, for they, too will realize that your next target might be them.

Contents of this newsletter are copyright Robert Bacal, 2001. Subscribers to this newsletter may print it out and send it to colleagues or others in hard copy, or may forward it to individuals via email. It may NOT be reproduced on websites, or used in training events or profit related activities of any kind without express permission. It may not be posted to newsgroups or discussion lists.

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