“Ann identifies the crux of a problem and solutions that work for you. No one is better.” more ...
Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
more...
“On a collaborative project with Boeing Phantom Works, Ann did a tremendous job in identifying cost drivers, producibility issues, and productivity barriers of a supplier organization.” more ...
Ed Gerding, Chief Engineer C-17 St. Louis, The Boeing Company
more...
“‘Uncommon Meetings’ is a must read for everyone in any organization, not just top management.”
Al Kasper, President & COO, Savage Sports Corporation
more...
“Ann Latham is one of the best business speakers I have heard.” more ...
Dr. Alan G. Robinson, Isenberg School of Management, Author - "Corporate Creativity: How Innovation & Improvement Actually Happen"
more...
“Ann’s book, Clear Thoughts, is the fresh, grounding breath of perspective every executive needs.” more ...
Jane Lansing, VP Marketing, Emerson Process Management
more...
“Ann truly helped us achieve profitable, predictable growth while improving the quality of our methods and processes.” more ...
S. W. Emery, Jr., Chairman and CEO, MTS Systems Corporation
more...
“Ann uncovers common ground, creates opportunity, and guides the group to shared conclusions in remarkably little time.” more ...
Laurie Fenlason, Vice President for Public Affairs, Smith College
more...
“Ann, I love your Clear Thoughts newsletter. I read every edition. They’re all fantastic, and highly relevant to Medtronic.”
Paul Franson, Clinical IT Development Manager, Medtronic
more...
“I hadn’t realized how entrenched I was in so many time-wasting habits until Ann Latham made them transparent.” more ...
Jim Goodwin, CEO, Center for Human Development
more...
“If you haven’t worked with Ann, heard her speak, or subscribed to her newsletter, you are missing a great opportunity!” more ...
Suzanne Bates, CEO, Bates Communication
more...
“I would recommend Ann to anyone who wants to make better plans and decisions with greater speed and confidence.” more ...
W. Lowell Putnam, Chairman/CSO, VCI (Video Communications, Inc.)
more...
“You are clearly a gifted facilitator and helped us achieve some important outcomes. The ROI was there.”
Bob Fazzi, President & CEO, Fazzi Associates
more...
“’Wow’ sums it up nicely.” more ...
John Heaps, President, Florence Savings Bank
more...
“Ann’s presentation on improving productivity would be valuable for anybody, including CEOs.” more ...
Linda Sullivan, CEO, NEMT
more...
“Working with diverse technical team members, Ann was able to gain consensus and win over even the skeptical.”
Dana Badgerow, General Manager, AeroMet Corporation
more...
“Ann has planning an effective meeting down to a science and… it works!” more ...
Dan L. Gibbons, Principal, Gibbons & Associates Consulting
more...
“I’ve never been to a retreat that was so focused, so fast paced, and with such clear progress throughout.”
Jay Primack, Managing Partner, Moriarty & Primack P.C.
more...
“Ann is simply outstanding at moving a group to a strong conclusion.” more ...
Chuck McCullagh, CFO, The Williston Northampton School
more...
“Ann transformed our thinking about how our organization works. She truly lives up to her brand of ‘uncommon clarity.’” more ...
Suzanne Beck, Executive Director, Greater Northampton Chamber of Commerce
more...
“The process that our committee engaged in was outstanding and the outcome of our work is truly exceptional.” more ...
Russell Peotter, General Manager, WGBY - Public Television for Western New England
more...
“The time and stress saved by one phone call with Ann was astounding.”
Rev. Johanna McCune Wagner, Director of Religious Life, The Culver Academies
more...
Receive Our Complimentary Newsletter
‘Poor Communication’ - What Does It Really Mean?
Not sure I've ever encountered an organization that doesn't complain about "poor communication." But what does it really mean?
Too often companies respond to the complaint with meetings, memos, newsletters, announcements, presentations, and videos without ever touching the real cause of the complaints.
There are four main reasons why employees complain about a lack of communication:
1. Employees don't know what is important
An unclear strategy and priorities make it impossible for employees to make smart decisions. While poor communication of the strategy and priorities is one possible cause, more often there isn't a clear strategy, the strategy is too complex, and/or there are too many priorities. If there are too many priorities, there are no priorities. If employees don't know what is important, they assume someone is failing to tell them and thus, poor communication is the complaint.
2. Employees don't know who is supposed to do what when
Ill-defined roles, responsibilities, and processes are another common culprit. Communication may be part of the problem but, more likely, roles, responsibilities, and processes are simply poorly defined. The resulting confusion is annoying at best. People begging for clarification often complain about poor communication.
3. Employees don't do what they are supposed to do
A lack of commitment, discipline, and/or accountability by even a small minority of employees can create the feeling that no one knows who is supposed to do what. You can clarify and communicate roles and responsibilities until you are blue in the face but if employees just do their own thing, confusion ensues, and others will complain about poor communication.
4. Employees don't like surprises that affect their work and lives
The way decisions are made and communicated is often more important than the decision itself if you are affecting employees's sense of security and control. When surprised, even if the surprise isn't bad, a lack of awareness, input, and control often leaves people complaining about poor communication. However, if you let them know a decision is underway and give them reason to believe that their needs are understood and their perspectives are represented, they will accept even bad decisions with fewer ruffled feathers and complaints.
As with any problem, reducing complaints about poor communication requires eliminating the cause of the complaints. Well-intentioned ideas generated without knowledge of the cause have little chance of being effective and almost always waste significant time and money.
© 2010 Ann Latham. All Rights Reserved.