Leadership and Communications
Tie3D
L209_RC_20200320.docxSERGEANTS MAJOR ACADEMY
Sergeants Major Course (SMC)
L200: Developing Organizations and Leaders
Lesson Plan for L209
Leadership and Communication
Reading C
Doctrinal Excerpts
ADP 6-22
INTERPERSONAL TACT
4-11. Effectively interacting with others is a skill that requires self-awareness. Interpersonal tact is a component of professional behavior. Interpersonal tact relies on understanding the character, reactions, and motives of oneself and others. It can be distilled down to the idea of honestly stating one’s views about an idea or another person as diplomatically as possible to ensure it is understood without causing unnecessary offense. Tact should be balanced by professional candor, in terms of saying what needs to be said or done for the good of the mission or the unit. Leaders, who understand how subordinates, peers, and superiors view them, and clearly understand others, have a better idea how to communicate with tact. Candor and tact are important aspects of personal composure and an element for effectively leading diverse organizations.
COMMUNICATES
5-70. Competent leadership requires good communication. Communication as a competency ensures more than the simple transmission of information. Communication generates shared understanding and situational awareness. Succinctly communicating information in a clear manner is an important skill for both leaders and subordinates to learn. Leaders cannot lead, supervise, counsel, coach, mentor, or build teams without communication. Table 5-5 summarizes the competency communicates (see page 5-16).
LISTENING ACTIVELY
5-71. An important part of effective two-way communication is active listening. Although the most important purpose of listening is to comprehend the sender’s message, listeners should provide an occasional indication to the speaker that they are attentive, such as a head nod when face-to-face or stating “roger” when using radio or telephonic communication. Active listening involves avoiding interruption and keeping mental or written notes (when possible) of important points or items for clarification. Good listeners will understand the message being sent in terms of its content, urgency, and the emotion with which it is communicated.
5-72. Leaders should remain aware of barriers to listening that prevent hearing and absorbing what speakers say. Avoid formulating a response before hearing what the person says. Avoid distraction by anger, disagreement with the speaker, or other things that impede focusing on the message itself.
CREATE SHARED UNDERSTANDING
5-73. Competent leaders know themselves, the mission, and the message. They owe their organizations and subordinates information that directly applies to their duties, providing context, and purpose. Sharing information contributes to shared understanding. Additionally, sharing information prepares subordinates for future duties and greater responsibility.
5-74. When leaders keep their organizations informed, they build trust. Shared information contributes to reduced stress and controls rumors. Timely information exchange allows team members to determine requirements and adjust to changing circumstances. Informing subordinates of a decision and the supporting reasons shows respect and conveys the need for their support and input. Good information flow ensures the next leader in the chain is sufficiently prepared to take over, if required.
5-75. Leaders use a variety of means to share information: face-to-face talks, written and verbal orders, running estimates and plans, published memos, white board sketches, briefings, email, websites, social media, and newsletters. To create shared understanding, a leader must acknowledge two critical factors:
· A leader is responsible for making sure the team understands what is communicated.
· A leader must consider informing elements outside the formal chain of command.
5-76. Any means other than face-to-face communication present some risk for misunderstanding due to the lack of verbal and non-verbal cues. Building rapport and trust is an ongoing, long-term effort that occurs during unit formation, individual unit reception, day-to-day garrison operations, and training exercises. It continues during operational missions. Learning what key leaders and staff mean when they say or write something is key to creating a basis for shared understanding. Taking adequate time to communicate when forming relationships is important to setting the right conditions, as are brief backs to confirm intent. Speaking candidly and asking for clarification when necessary are important steps in creating shared understanding. Email, websites, and social media have increased the volume and speed of available information. However, they minimize verbal cues and lack the non-verbal cues that are vital to clear communications and shared understanding between people. Leaders need to guard against over-reliance upon electronic means to communicate with each other and with subordinates. Leaders should use face-to-face communications with subordinates as much as possible to ensure understanding and to observe the feedback cues given by listeners.
5-77. Communication also flows from bottom to top. Leaders find out what their people are thinking, saying, and doing by listening. Effective leaders observe their organizations by circulating among their followers to coach, listen, and clarify. They pass relevant observations to enable planning and decision-making.
5-78. To lead an organization effectively, leaders must determine how to reach their superiors when necessary and to build relationships of mutual trust upward. Leaders assess how their direct leader communicates and prefers to receive information. Some use direct and personal contact while others may be more comfortable with weekly meetings, email, or memoranda. Knowing the leader’s intent, priorities, and thought processes improves the likelihood of effective communication. A leader who communicates well minimizes friction and improves the overall organizational climate.
5-79. To prepare organizations for inevitable communication challenges, leaders may create situations that train subordinates to act with minimal guidance or only the commander’s intent. Leaders provide formal or informal feedback to highlight things subordinates did well, what they could have done better, and what they should do differently next time to improve information sharing and processing.
5-80. Open communication does more than share information. It shows leaders care about those they work with on a daily basis. Competent and confident leaders encourage open dialogue, listen actively to all perspectives, and ensure others can voice honest opinions without fearing negative consequences.
L209RC 2
