Vapid Words Undermine Effective Leadership and Communication

BY JAMIE WALTERS Reprinted with permission.

We aren't speaking the same language

"After the proactive reegineering initiative is championed and we've reached maximum synergy, we'll be poised for competitive dynamics and the globalization that will empower a new paradigm, delight customers and achieve World Class onboarding in our space."

Um... what?

We can laugh at garbage like this, but when you get down to brass tacks, this sort of meaningless communication is standard issue in many companies, thanks, in large part, to guru consultants that coin new phrases to kick a new trend into action. When the language you choose is meaningless and vague, your communication is not giving information in a manner people can act on, as good, powerful communication can — and should.

The pen is mightier than the sword if you're trying to kill powerful communication

Individuals who communicate with these lifeless, unintelligible words are missing opportunities to help others do their jobs better. From our experience repairing poor communication plans, we know that the drawbacks to using vapid words are painful and measurable. They include (but are not limited to):

Confusion about what is expected from employees. Without clear direction or a rock-solid understanding of the topic at hand, how can someone perform to the expected standards?

Inaccurate information filling the voids created by the lack of truthful, honest communication. We're all familiar with the rumor mill, yes?

Employee mistrust, and low morale and productivity.

Decreased credibility.

Multiple meanings for the same term or many terms with the same definition, causing confusion over the precise action to be taken.

Faulty project roll-outs and backlash due to unclear direction, purpose or value.

Remember that the next time you spew overused jargon or fail to offer honest counsel to a leader who favors vapid words.

Who opened this Pandora's box?

George Orwell wrote, "The great enemy of clear language is insincerity." And while this might not be the reason for corporate-speak at your company, think of the impression audiences have of this innocuous language: the company is hiding the truth, and you'll squeeze blood from a turnip before you get any real answers. Other reasons for vague language are lack of knowledge about the topic, repeating words other people are using (in an effort to build rapport), disguising bad news, or avoiding responsibility and accountability.

How do you recognize empty or overused words, and then avoid using them? Looking for them and asking questions is a good first step. Ask yourself to define what you mean, and ask others to define the words they use. Probe for details. Ensure you and your audience attach the same meaning to those words.

We communicators also have to stretch our minds and stop resorting to lazy communication, where we might be tempted to recycle jargon or our favorite terms. Just because everyone else is misusing the term bandwidth, for example, doesn't mean you have to. If you really mean 'number of employees', then say it. That goes for the 'verbification' of nouns, too; we've actually heard organizational leaders talk about "maximally engineered nurses," "onboarding new team members" and "retooling" people. Criminy! Talking like this is a sure sign you need to get up from your desk and visit with people outside of your department to see how they like the idea of being retooled.

Overusing or misusing words are not the only examples of Vapidity Syndrome. Lack of action or inconsistent action creates meaningless words and phrases, too. For example, if you're prone to saying, "I'll return your call right away", and typically don't until days later (if people are lucky), you've made your words devoid of meaning and damaged your credibility.

After this question-and-discovery period, you might run into a little problem: what if a now-vapid word is actually the perfect word for you to use? There's a simple answer: look for another way to express your thoughts, or provide tangible examples to help make the meaning of the potentially vapid word clear. Choose specific and meaningful words in every instance.

Test your V.Q. (vapidity quotient)

Match terms from column A with their alternative in column B.

Answers:

a.6 ~ b.1 ~ c.7 ~ d.9 ~ e.8 ~ f.10 ~ g.3 ~ h.2 ~ i.4 ~ j.5

If you got more than half correct, ask yourself why you're still using vapid words. After all, you're good at identifying them, now get rid of them. If you got less than half correct, reread the article.

Exercise:

Review a recent communication from your department, and highlight all potentially vapid words or phrases. Jot down one alternative for each.

Topic Pulse Check:

Do you feel forced to communicate with vapid words because the CEO or other leader demands it? What do you do? What do you suggest? What CAN you do? E-mail Jamie Walters about your vapid word challenges or your favorite examples.

© Jamie Walters, Founder, Ivy Sea, Inc. Reprinted with permission.

COLLABORATIVE SUPPORT FOR PERFORMANCE GOALS

Works best for:

Groups of 6 or fewer. For larger groups, break the group into sections of 4 to 6 people per group.

Value:

This exercise helps promote honest but constructive dialogue among group members who may otherwise be unwilling to speak out with constructive criticism. Help open things up while giving participants an opportunity to expand their skills in dialogue, constructive feedback, openness.

Step #1:

Each person in the group identifies two things he or she is working to be (or wants to be) very effective at in his or her work. Examples might include listening well, communicating clearly, being approachable, delegating, taking on more responsibility, having people feel confident in one's ability, having one's manager feel confident delegating to one, etc. This can also be tied to individual performance goals.

Each person shares these with the group at a staff meeting, and someone captures the information on a white board or wall chart (butcher paper), leaving space around each person's name and goal so that colleagues can write suggestions and feedback during the next week. Leave the notes up for as long as you'd like, but at least until the next meeting.

The homework from this staff meeting is that each individual then generates at least one suggestion for each of the other participants, based on that person's expressed personal mastery goals. The intention is to make a specific, constructive, actionable suggestion about something the person might do to, for example, listen more effectively.

The group members jot their feedback and suggestions next to each person's name on the wall chart. This feedback will be discussed in the group, in roundtable format, at the next staff meeting, and can be reviewed by participants before-hand so they can generate questions to gain a clearer understanding about each of the suggestions left for them.

Step #2:

At the next staff meeting, each member of the group shares his or her suggestions for the other members of the group. Use a round-table format, focusing on each person receiving feedback. For example, Jim goes first, so Jim reiterates his goals (which are still captured on the wall chart or white board as a reminder), and each of the other group participants takes a turn at sharing their suggestion with Jim as to something he can do to become more proficient in his desired skill. Next, it's Jill's turn to hear feedback from the group, and so on until each group member has received several actionable, constructive tips on things he or she can do to achieve increased skill in their chosen areas. Group members should use active listening and probing questioning approaches to make the most of their colleague's suggestions for performance goal progress. For tips on how to use these approaches, see the "Related IVC Articles" section below.

Followup:

Each person's goals can be integrated into performance progress evaluations, and the group can schedule monthly, bimonthly or quarterly "check-ins" at staff meetings, where people can talk about how they're doing in becoming more skillful in their desired areas and receive additional tips. Individuals can also be encouraged to share articles, web sites and other resource suggestions on subject matter relevant to the skill-building goals.

© Jamie Walters