One of the most important results you get from good business writing (or any kind, for that matter) is a connection with your audience. They understand and relate to what you wrote. They get the message and act on it.
Your goal should be about making that connection, not directing or “telling” your audience what to do. When writing (or a verbal presentation) strays into the territory of lecturing the reader, what do most of us do? We turn off and tune out. We stop reading or listening.
That’s not good, and it’s the last thing you want if you are pushing a new product, modifying an internal process or making significant personnel changes to improve the direction of your company. You seek buy-in.
Go through your communications in these instances and examine the tone of the documents put together for employees. Strive for a conversation instead of “let me tell you what to do” perspective. The voice should be inclusive and open.
I had a coworker years ago whose favorite phrase was, “Let me tell you want to do.” Guess what? That was the last thing we always did.
Though his situation revolved around the spoken word, the principle applies to the written one as well: Ask questions to determine the landscape. Lay out the options. Explain why the decision was made. Remain open and responsive to feedback.
It’s another quick step to help you in your leadership role, improve communications and gain support from your team for your objectives.
Your goal should be about making that connection, not directing or “telling” your audience what to do. When writing (or a verbal presentation) strays into the territory of lecturing the reader, what do most of us do? We turn off and tune out. We stop reading or listening.
That’s not good, and it’s the last thing you want if you are pushing a new product, modifying an internal process or making significant personnel changes to improve the direction of your company. You seek buy-in.
Go through your communications in these instances and examine the tone of the documents put together for employees. Strive for a conversation instead of “let me tell you what to do” perspective. The voice should be inclusive and open.
I had a coworker years ago whose favorite phrase was, “Let me tell you want to do.” Guess what? That was the last thing we always did.
Though his situation revolved around the spoken word, the principle applies to the written one as well: Ask questions to determine the landscape. Lay out the options. Explain why the decision was made. Remain open and responsive to feedback.
It’s another quick step to help you in your leadership role, improve communications and gain support from your team for your objectives.