This article provides a compelling argument for
prudent and empathetic communication as an individual ascends the corporate hierarchy. It emphasizes that leadership entails a heightened responsibility for every spoken word and decision, advocating for collaborative approaches over unilateral mandates to avoid detrimental consequences.
The Sensitivity of Hierarchical Communication
The author immediately sets a crucial tone: "The more you climb towards the hierarchal peak; the more sensitive you have to be about anything you say." The analogy of "the welder wield[ing] his torch carefully over a chain" perfectly illustrates the precision and potential impact of a leader's words – a single misstep can compromise the entire structure. This highlights that communication at higher levels is not merely about conveying facts, but about managing influence and potential consequences.
The article urges a deep self-reflection before any communication: "Who is this decision going to affect? What is the baggage of this decision?" This pushes leaders to consider the ripple effects of their words and actions. The feeling of being "a fly caught in a spider’s web" vividly portrays the complexity and interconnectedness of organizational decisions, warning that a "tunneling your vision will be communication gaps, and damaged relationships." This underscores the necessity of a broad perspective and foresight.
Collaborative Decision-Making and Avoiding Unilateralism
A central tenet of the article is the leader's "duty to communicate clearly the decision you have come to; after duly consulting a team comprising of both young blood and distinguished veterans." This advocates for
inclusive decision-making, leveraging diverse perspectives to arrive at well-rounded conclusions. The strong warning that "unilateral line of command has been the bane of many a corporation in the past" serves as a powerful historical reminder against autocratic leadership styles, emphasizing that while free rein might be available, its sole exercise can lead to organizational downfall.
The example of transferring a "hard-working professional" to a lagging hub further illustrates this point. While the "test run" is successful, the author stresses that a transfer cannot occur "without consulting the overseer at that hub regarding his compatibility there." This highlights the importance of
cross-functional communication and respect for existing structures in a "hub-spoke" organization. It underscores that decisions, even seemingly beneficial ones, require consultation and buy-in across interdependent units to ensure seamless integration and avoid unforeseen issues.
Information vs. Communication: The Core Distinction
The article concludes with a powerful quote by
Sydney J. Harris: "The two words information and communication are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through." This distinction serves as the article's intellectual anchor. It encapsulates the entire argument, emphasizing that true leadership communication is not merely about transmitting data (giving out) but about ensuring comprehension, acceptance, and alignment across the organization (getting through). This profound difference is critical for leaders to internalize.
In summary, this article provides invaluable advice for leaders, stressing that effective communication at higher echelons demands heightened sensitivity, thorough consideration of impact, and a commitment to collaborative decision-making. By distinguishing between merely disseminating information and genuinely achieving communication, it offers a fundamental lesson in responsible and impactful leadership.
