I'll get right to the point. When communicating with others at work, start at the end. Don't keep people in suspense about the import of what you're saying. Start with the import, fill in a few salient details, and ask if they want more background. If they don't, you're done. If they do, give some detail, and then ask again. Keep iterating until done.
Do you want more detail? No? Then we're done. Yes? Keep reading. There's a lot more.
Storytelling has become fashionable in workplace communications. Trainers are offering classes in storytelling at work — to motivate, to persuade, or to drive the point home. Storytelling does have its place, but that place is much smaller than many realize.
In the modern workplace, most of us have too much work and not enough time. We want to hear what others have to say, but with a minimum of fluff. We care most about what. Why or how, or who said what are usually far less important, and if we want to know, we ask. We don't want to sit through a long tale of why or how to get to the what.
Want more detail? No? Stop here. Yes? Keep going.
In books and screenplays, suspense is delicious. It keeps us glued to the screen, or turning the pages of that book. We thrill as we try to sort out the relevant from the irrelevant, and predict how the plot will unfold.
But in workplace communications, any suspense is big trouble. Your communication is just one of hundreds your listeners receive each day. They have neither the interest nor the energy to devote to wading through suspenseful tales to learn how they finally end. They want the end, right now, at the beginning.
More detail? If not, stop. If yes, read on.
Two things In books and screenplays, suspense
is delicious. It keeps us glued
to the screen, or turning the
pages of that book.happen when you withhold a story's end. First, listeners try to guess the end as you go along, just as they would in reading mystery novels or watching movies. And if the story is explaining some bad news, they suspect that bad news is coming. They imagine bad things, and what they imagine is beyond the storyteller's control — often worse than the truth.
Second, because listeners don't know where the story is going, they usually have difficulty distinguishing the more important story elements from the less important. They accumulate questions. Confusion sets in. Confusion leads to misunderstanding; misunderstanding leads to trouble. It's all so avoidable if the communication starts with the end.
One last detail.
A strong aversion to starting at the end might arise from a desire for the rapt attention of listeners. That's fine, if you're employed as an entertainer. If you aren't employed as an entertainer, soon you might not be employed at all. Top Next Issue
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More articles on Effective Communication at Work:
- See No Evil
- When teams share information among themselves, they have their best opportunity to reach peak performance.
And when some information is withheld within an elite group, the team faces unique risks.
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows
them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves,
they're harmless, but there are risks.
- Communication Refactoring in Organizations
- Inadequate communication between units of large organizations is one factor that maintains the dysfunction
of "silo" structures in large organizations, limiting their ability to act coherently. Communication
refactoring can help large organizations to see themselves as wholes.
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
- Columbo Tactics: I
- When the less powerful must deal with the more powerful, or the much more powerful, the less powerful
can gain important advantages by adapting the strategy and tactics of the TV detective Lt. Columbo.
Here's Part I of a collection of his tactics.
Forthcoming issues of Point Lookout
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- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
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race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
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more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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