Openness

the gateway to top performance

The traditional, hierarchal, command-and-control approach to leadership usually only breeds conformity and fear. The complexities of today's marketplace demand that organizations restructure their leadership approach to one based on openness, one oriented towards engaging all team members and encouraging everyone to participate and contribute in ways that add value to the solutions generated. This article examines an approach to using openness in ways that enable organizations to excel. In doing so, it describes how closed and ineffective communications can detrimentally impact business results, noting the symptoms common to poor communications. It profiles an example conversation--between an executive and a project manager--that exemplifies the dynamics causing closed communications; it details two elements--one task-based, one relationship-oriented--that could have improved this hypothetical situation. It identifies both the negative elements that caused the example conversation to fail as an act of open communicating and several techniques that could have improved how the two characters communicated with each other. It then explains how project managers can establish open communications within their project teams, recommending several dialogue suggestions that can help project managers encourage open communications and prevent closed communications.
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