LeaderMap - Communicating with Subordinates

Effective Communication Techniques

Effective communication can help enable learning and encourages subordinates to take reasonable risks, grow, and develop themselves. Select each technique in the interaction below to learn more about effective communication techniques.

Planning

Portrait of Lieutenant Colonel Perilla

Proactively planning what you’re going to communicate helps boost shared understanding, increase efficiency, and minimize wasted effort.

Make your contribution as informative as is required for the current purposes of the exchange.
Do not make your contribution more informative than is required.

Select the Soldier for an example of how one leader describes and uses this technique.

Conditions and Standards

Portrait of Captain Womack

Setting conditions and standards for communication within your unit helps ensure success that the message gets through.

Set roles, norms, and responsibilities for those you communicate with.

Select the Soldier for an example of how one leader describes and uses this technique.

Credibility

Portrait of Second Lieutenant Roberts

You must establish your credibility to be an effective communicator.

Do not say what you believe to be false.
Do not say that for which you lack adequate evidence.

Select the Soldier for an example of how one leader describes and uses this technique.

Clarity

Portrait of Sergeant First Class Curry

Convey your thoughts directly and clearly.

Be relevant.
Avoid obscurity of expression.
Avoid ambiguity.
Be brief.
Be orderly.

Select the Soldier for an example of how one leader describes and uses this technique.

Active Listening

Portait of Staff Sergeant Wilson

Take the time to actively listen to your Soldiers, which means take steps to help them achieve an understanding.

Do not interrupt the speaker.
Paraphrase the speaker's words.
Observe the speaker's behavior and body language.
Note not only the content of the message but the feeling or attitude underlying the content.

Select the Soldier for an example of how one leader describes and uses this technique.

Planning (LTC Perilla)

Planning what you’re going to say before communicating helps create a shared understanding. When drafting an OPORD or any other important communication, I sit down and define why I need to communicate the message, what I need to communicate, who needs to get this message, how best to reach my audience, and how to assess if the message got across. I plan for how I’m going to keep the communication relevant and on target, or focused. I try to understand who my audience is. I talk to key leaders to get a sense of who they think needs to hear the message. I try to anticipate what they already know and what they don’t know. I pass on all information that my Soldiers need in order to successfully execute their duties and tasks, without a lot of superfluous information. It’s real hard sometimes, but I try not to use jargon or acronyms that my audience may not understand. And lastly, I attempt to communicate my message by way of the best channel for my audience. Sometimes that means multiple channels.

Conditions and Standards (CPT Womack)

I always set the standards, roles, norms, and responsibilities for those with whom I need to communicate. I have an open door policy so my Soldiers feel they can come to me. I remember a Colin Powell quote: “The day Soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” I try to visualize the type of outcome I want before I pass my goals and objectives to my Soldiers. I help foster a shared understanding by:

Communicating the commander’s intent;
Completing rehearsals or demonstrations to further explain goals;
Conducting pre-combat, operational, and map drills;
Identifying any constraints that may impact my goals; and
Including all variables and assumptions that may come into play.

Credibility (2LT Roberts)

When I was on my first deployment, I was a brand new 2LT. I remember once I told my platoon to advance on an objective because S-2 told me the ridgeline was clear. We got about half way up this steep hill and came under fire. I painfully remember that some of my Soldiers had a hard time believing me the next time I gave them the all clear. I’ve found it helps to take the time to collect more intel from a variety of sources. Establishing credibility is an important part of effective communication. If your Soldiers don’t believe what you’re telling them, the message isn’t coming in loud and clear. Be truthful with your Soldiers and avoid intentional deception.

Clarity (SFC Curry)

I had this one company commander who had a real hard time communicating clearly. He’d start one thought, and then skip to another, then another. You would constantly have to ask him to finish the first thought. Sometimes, he‘d start to say something and then just pause for a real long time. You could tell he was trying to formulate his thoughts. It got so bad that I started trying to finish his thoughts for him so I could get on with it. I try to be a direct and precise communicator with my Soldiers. I avoid ambiguous or obscure terms.

Active Listening (SSG Wilson)

When I communicate with my squad, I practice active listening. I listen to what they’re saying and don’t interrupt. I show interest and jot down notes on the important points. I practice my eye contact and body language, making sure they know I have a sincere interest in what they’re telling me. I’m shooting for understanding more than just the words, but their underlying attitude and feelings at the moment.