“The single biggest problem in communication is the illusion that it has taken place” – George Bernard Shaw.
Context is everything. It shapes the meaning in our communication.
When our messages are delivered in one context and received in another, that’s when miscommunication is likely to occur. Having come across the above quote recently, it got me thinking … how often do I find myself feeling frustrated after a conversation, when I come away feeling like the other person simply didn’t listen or properly hear me? I wonder if you've ever asked yourself the same question?
Do you ever think about what you’re saying to others when you’re not speaking?
Whether or not you agree with the notion that it’s how you say something rather than what you say that matters, one of the most widely referenced statistics in communications today is Professor Albert Mehrabian's communications model, the overly-simplistic interpretation of which is that:
The ability to let go can be one of the hardest things to learn, especially if, as a leader, you consider yourself to be a perfectionist and perhaps live by the old adage, ‘If you want a job done right, do it yourself! This, my friend, will send you swiftly along the path to burnout!
Have you ever wondered why you and your team get along so well when you communicate in a group? Or, perhaps why you don’t for that matter?
The reasons why certain sequences of behaviour take place in groups and why particular boundaries and rules might affect conversations are complex issues and having a good understanding of group dynamics is essential when it comes to successfully leading your team.
Brands, brands, brands. We’re surrounded by them. Every day. Everywhere, a brand or many brands vie for our attention. As I write, literally within a twelve inch radius to me, sitting on a train, I have 7 prominent brand names clearly visible.
If I asked you to think of some, or notice what’s next to you right now, you’re probably visualising a symbol or design of a famous name. There is a habit of championing our favourites, and then there are those we choose to avoid (for all sorts of reasons).
I wonder, do you ever think of yourself as a brand? For the ordinary individual on the street, it’s perhaps not the first word we might use when describing ourselves and yet, essentially, that’s what we are.
In a previous blog, we talked about self reflection – the importance of being self aware, knowing your strengths and understanding how (and why) you react to things. One of the reasons great leaders are highly self aware is because they ask for feedback. However, feedback (not praise) is one of the most difficult things for humans to hear.
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