Tips for Being Clear

A well-turned phrase always involves an element of art. You don’t have to be an artist to be clear. The flowery phrase is nice; the clear phrase is a necessity. Part of the beauty of a clear phrase is how accurately it hits the bull’s-eye; that is, how precisely it conveys your meaning. If you assign people to complete tasks for you at work, your first task is to clearly tell the person what you want him or her to do. Easier said than done. Getting results in the workplace has less to do with charisma than with clarity. For best results, take your time. If something is worth saying, it’s worth saying clearly. Here are some hints for maximizing clarity.

1. Set the climate. Be sure you’re in a place conducive to concentration at a time when the assistant or co-worker can pay attention. Listen to your words as you set the tone. A harried manager may unwittingly say, “Now this is a simple, mindless task; that’s why I’m giving it to you.” Not very motivating.
2. Give the big picture. Describe the overall objectives. People need to see where their part fits into the whole to feel like they are a part of the loftier goal.
3. Describe the steps of the task. This is the meat of the delegation discussion. Sometimes these steps are already printed in an instruction or procedures manual. You still need to go over these steps, however briefly, to assure yourself that the employee is familiar with them. If the steps are not already written out, have the person write the list as you speak. This effort increases the probability of retention.
4. Cite resources available. Point out where to find other references on the task, if any. Resources include anyone who has completed the task before, a general book on the subject, or a specific manual for your office.
5. Invite questions. Even if you feel that you don’t have time to answer questions, the extra attention is worth the effort. Better to spend the time to explain a task up front than be unhappy with the results later. Invite questions with open-ended prompting such as, “What questions do you have?” not “You don’t have any questions, do you?”
6. Get the person to summarize his or her strategy for accomplishing the task. This step takes guts on your part; you risk being answered with a defensive “Do you think I’m stupid?” Use this sentence: “Call me compulsive — I need you to summarize how you will get this done.” When you take responsibility, you reduce defensiveness in the other person.
7. Agree on a date to follow up. The deadline depends on the complexity and value of the task. You may need time and practice to develop the fine art of following up without hovering. You greatly increase the chances that the person will meet the deadline if he or she helped to set it.

When you speak, ask “Did I make myself clear?” Ross Perot’s line during his oh-so-brief presidential campaign was, “Are you with me?” Such questions often help both parties proceed more productively. “Did I make myself clear?” may remind the other person to listen instead of lazily replying “yes.” If the point is critical, you may ask the other party to repeat the information back to you just to be sure that you are communicating effectively. Assure your counterpart that repeating vital information does not constitute an agreement — just clarification.