The single most important thing someone can do as a CEO to move the ball forward is direct communication with frontline staff.
“The working definition of dynamic, today’s workforce is multi-generational, multi-cultural, and has wildly varied life-experience,” says Terry Davis, President and CEO of Our Lady of the Wayside. “All of this informs the inherent multiple intelligence of the person punching-in at the start of their workday — fully focused on strategic goals rooted in mission, there’s nothing that can’t be accomplished. All you need is the right communication.”
Smart Business spoke with Davis about how improved communication and interaction with frontline staff can better inform the next right thing for the organization.
What can be missing between the CEO and frontline staff?
Communication is the holy grail, and occasionally the third rail, of management. More importantly, it’s the secret sauce to implementing your strategic plan. It boils down to where the rubber hits the road in your organization with a significant part of it going down with your frontline employees. Typically, a solid percentage of who you’re communicating with can envision the picture you’re painting through the following tried and true tools:
- Mission and vision statement.
- Org chart and reporting structure.
- Training and safety videos.
- Goals and objectives.
However, it’s not often that CEOs are working directly with their frontline in real time. There are often other, seemingly more pressing commitments or crises that make it easy to justify saying no to blocking out that time. But one-on-one direct communication with frontline staff harnesses diverse strengths, aligns efforts with strategic goals, and moves the team forward in lockstep.
What can CEOs do to improve their communication with frontline staff?
Multi-dimensional work requires multi-dimensional communication. Screens and hard copies are reliable tools and all that about 30 percent of your staff require. But in order to message in a way that motivates, direct person-to-person communication must be part of the mix.
Frontline employees can have one of the most rewarding and most difficult jobs out there. Making the time to roll up your sleeves, provide any clarification needed, and lead by example is nothing short of invaluable. Said another way, solid communication comes from a place of mutual respect.
In-person is so old school, it’s become innovative. The value that follows from in-person engagement is nearly enough reason to put that time into your busy schedule. But the real value is in the opportunity to read the room, read the people and be read-in on exactly what’s required to achieve full understanding.
While CEOs might feel there’s no way you can afford the time, the truth is you really can’t afford not to. One-on-one interaction not only provides the ability to tailor your message and model the ideal response, it also gives you the chance to update your file on the challenges your staff are working through daily, if not hourly. Seeing staff in action can inspire CEOs with new intel that ultimately shapes perspective for themselves and the organization.
CEOs should also accept that most effective message is rarely what they want to talk about. The most vital component to clear and concise messaging is active listing. Your vision and nearly endless array of solution-oriented answers are meaningless unless you meet your staff where they’re at and help them understand the ‘why’ of what they’re working toward. Questions, observations, joint attention and side-by-side interactions all need to happen for employees to see their uniquely important place in the organization’s mission advancement. Direct communication with your frontline wins the bottom line. ●
INSIGHTS Thought Leadership is brought to you by Our Lady of the Wayside.
