it is often said that you can’t over-communicate, but i’m willing to bet most folks – and especially your project sponsors – underestimate the cost and effort of this critical component of project management. to achieve any decent amount of success, you have to be a good communicator with both face-to-face and written / published media. and you also have to be an effective communicator – able to get your point across with the right amount of detail, not too much or too little. another effectiveness challenge is the ability to balance between personalized, one-on-one written & oral communication, and insightful, understandable mass communication. to oversimplify – but drive right to point: change management is typically about delivering “bad news”.
however, adjusting expectations as early as possible is one of the basic skills of a good project manager. the other significant area of “bad” – walking into an organization, a group of people, or a individual’s cube, and letting them know that the way they have been doing things for years is about to change. sure, it’s easy to say that “change is hard” and “change is inevitable”, but you yourself probably don’t like change in your established rituals. some of the more common lessons learned: comment document.getelementbyid(“comment”).setattribute( “id”, “a535bd8de80ec39b3da2ba35b555881a” );document.getelementbyid(“e9e1d85ac7”).setattribute( “id”, “comment” ); … is the managing partner at maker turtle llc, a digital consultancy focused on creating value in ways that align with your strategy and drive engagement with employees, customers, and stakeholders. maker turtle was built to be a lightning rod for great ideas that practical business people can put to use.
i’d always thought of it as a tale of a loser stalker, but this time the lyrics resonated with me in a different way. if you remove the bit of romance introduced in the refrain, it demonstrates a basic principle of good communication, but one that’s easy to forget: when you’re a leader, everyone is bit of a stalker. your stance, your eye contact, your folded arms, how you’re sitting in the chair, and where the conversation is taking place (your office, your employee’s office, across a desk or side by side) can transmit something entirely different than what you intended. the good news is that if your leadership comes from a place that is genuine and personal, people will give you the benefit of the doubt when you occasionally send the wrong message. and if you don’t address an issue, the troops will make up for it by filling in the gaps, often at conflict with the message you really meant to send. you know you’re doing well when everyone on your team understands your agency’s vision, values, and what is expected of them.
i know some ems agency ceos and fire chiefs who send out a message every week to everyone in the organization, come rain or shine. for some reason it’s usually on a friday. they’re short, simple reminders of mission and values, in the form of stories about the people who work there. for more than three decades, the fitch & associates team of consultants has provided customized solutions to the complex challenges faced by public safety organizations of all types and sizes. for ideas to help your agency improve performance in the face of rising costs, call 888-431-2600 or visit www.fitchassoc.com. ems1 is revolutionizing the way in which the ems community finds relevant news, identifies important training information, interacts with each other and researches product purchases and suppliers.
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