by Peter A. Arthur-Smith, Leadership Solutions, Inc.®

“If we’re really going to change work environments, we have to start with using a different language in communication – a more positive language which will help people take note,” Academy of Mgt Perspectives – as reported in Talent Q Quarterly 2018 by Mercer-Sirota.

 Is there a better time to pursue the issue of two-way communication than now? As countries endeavor to emerge from lockdowns, there are numerous incidents of miscommunication between governments and their citizens. We see a stark difference between the way State Governors-City Mayors posture their message. There are those who seem to consult with their electorates and those that seem to enjoy delivering edicts.   

 Have you noticed the reaction to the latter grouping?  You begin to observe quite rebellious behavior. You begin to see lawsuits flying back and forth. You notice increasing numbers of street demonstrations and even greater numbers of small-time business people saying, “F–k you!” This is what occurs all too often with one-way communication; that is, being told: “This is what you will do.”

Ironically enough, this exact same behavior goes on within companies, non-profits, academia and other non-governmental institutions, when executives and managers pursue their one-way communication. The one difference being that you rarely observe open defiance as we’re currently seeing among our citizens. The resistance is still there but it’s hidden under the surface.

Instead, it comes out in the form of below-par productivity. It comes out when you see people dallying by the water-cooler. It also comes out when your people react with silence rather than share their ideas or opinions. The latter issue is an enormous drain on human creativity and capacity.

This writer – coming from Europe – notices the general differences on each side of the ‘pond’ in terms of how people react to one-way communication. In the US citizens are more likely to rebel within their local communities, although quietly live it at their places of work. In the UK and Europe it’s much more likely to be the other way around. (NOTE: Europeans are likely to be more strike-prone in their workplace.) Even so, this writer senses the gap is closing with the younger generations in both global spheres.

Such a stark communication reaction between one’s workplace and hometowns attests to the importance in how leaders-managers should be cognizant of their behavior. In fact, you will probably find that those Mayors or Governors who deliver edicts and keep their people unduly battened down are close to being conventional managers (CMs). They clearly prefer a command-and-control way of operating.

On the other hand, those who pursue two-way communication, probably means they are good listeners and are more likely to be enlightened leaders (ELs). It quickly becomes evident as to which style is appre-ciated and which one is repudiated: especially with the more extreme manager or leader characters. Of course, there are those who are more balanced: in the middle of the spectrum. This writer calls these people leadagers – part leader, part manager.

When you draw-up a natural distribution curve, there are many more ‘leadagers’ out there, with many either leaning more toward the manager or leader end of the spectrum. In a well-run organization, these are generally the backbone of any executive or mid-level team. Apart from their own natural biases, one way or the other, they are likely to take their lead from whoever is doing the orchestrating, their leader – or controlling, their manager. Hence, they usually adopt that particular perspective, for better or worse.

The more leader oriented leadagers will respond favorably toward two-way communication and reflect that behavior within their organizations. All other things being equal, those organizations will perform exceptionally well, since communication is the vital ‘rocket-fuel’ within any enterprise.  On the contrary, when their execu-tives act as conventional managers (CMs), the leadagers are inclined to emulate that one-way, manager communication style. As a result, they will experience a less stellar performance and the leader oriented ones will leave.

So, other than having irresistible products or services, which is less likely to occur with one-way communicators – unless they are geniuses – an entity’s ultimate performance will be determined by its inherent leadership or management capability. This realization leaves it up to you as to which way you decide to go. It will become even more apparent when ventures emerge from their ‘lockdowns.’

Those with strong two-way communication cultures will quickly gain speed through their enlightened leaders, while things could be that much rockier with one-way communicating, conventional managers.

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