Image by Kelly Sikkema on Unsplash
Working remotely, managing remote teams, and for many, doing so while homeschooling and caregiving, has forced us to embrace and prioritize our humanity. Our reality demands a shift in the way we both work and lead as we build back better.
The skills to communicate with empathy and build connection will be as critical as building our digital fluency, agility, and operational skills. Sadly, while technology brings countless benefits to the world, the research is clear that it also impacts, and even interferes with, our ability to develop vital human skills. To be sustainable, organizations will need to focus on helping people rebuild and strengthen the skills that support connection. Leaders and managers who are confident and capable communicators create healthier team relationships where recognition, feedback, and high contribution can thrive.
The core practices below form part of our Vibrant Communication Framework, and are capabilities that can be developed by individuals, leaders, and teams to create more vibrant connections at work and beyond:
Noticing
Connected communication starts with paying attention and focusing on what’s happening with ourselves, as well as with others. This includes being connected to our own body and thoughts (e.g. breath, tension, emotions, beliefs, assumptions) as well as noticing what’s going on with others (body language, words, behaviours, expressions) and being curious. It’s about building the skills for looking at experiences and context as data, gathering it intentionally, and looking at the information objectively.
Naming
This practice helps us get specific and identify what we’re noticing so we can clearly and directly express it in meaningful ways. Distinguishing between thoughts (aka mental process/judgements) and feelings (automatic brain/body response), labelling emotions, and getting clear on how they are connected to our experience (or not), both for ourselves, and with others. Naming activates connection between the part of our brain responsible for emotions and the area focused on thinking and reasoning, and creates calming effects our nervous system (i.e. fight or flight) responses, which helps us shift from “reacting” to “responding.”
Navigating
This capability helps us explore options, ideas, and possibilities. We get curious and talk with others to create clarity together. Rather than getting fixed on our own beliefs and emotions, we keep an open mind, check-out assumptions, and are willing to change our view as new information comes along. We are skilled at asking questions and focus on seeking truth, understanding, and opportunity vs. blame. Navigating is also about asking directly for what we want or need, and coming to agreement on how to make that happen.
These three practices are deceptively simple, yet deeply profound in action. Each capability has nuances and can be developed through learning, practice, and reflection. Developing skills in areas like emotional intelligence and mindfulness can also create a strong foundation that individuals and leaders can draw upon as they put these practices into action.
Learning to notice, name, and navigate can increase the effectiveness of our communication and improves both the experience, and the outcomes, of the conversations and relationships that drive our well-being and success as teams, organizations, and communities.