He said WHAT?!?! - How to Effectively Manage Communications Between Technical and Non-Technical Professionals
Effective communication between technical and business professionals is one of the most critical - and elusive - skills to master. It is particularly imperative as you work with your internal clients to establish business priorities and develop a portfolio of projects and programs that properly aligns to those business objectives. As experienced IT professionals, we’ve all been there at one time or another. One of your IT resources makes an offhand comment to your business counterpart that is misinterpreted and results in an angry email/phone call to you. You receive a caustic email from an IT resource with senior executives copied in on the conversation. What began as a high-level discussion of functional requirements turns into a long-winded, techno-jargon-laced discussion of coding specifications and screen flows.
While the instinctive reaction of some is to keep technical personnel as far away from the business as humanly possible, this is not a realistic solution over the long term because you are only delaying the inevitable. IT and business personnel must be able to work together to establish business priorities and identify tactical and strategic projects that align properly and are in full support of these established priorities. To do this, IT leaders must share the following key principles with team members in order to avoid communication gaffes and, ultimately, help set a strategic direction for the future:
1. Don’t air your dirty laundry
By no means am I suggesting that you keep secrets from your internal clients. However, as a general rule, internal IT problems that have no bearing on the business and serve only to cast doubt on your ability to get the job done should be kept within the team/department and dealt with appropriately. Team personality conflict, for example, has no business in a meeting with your business clients. Similarly, avoid gossip, rumor, and speculation - to be safe, stick with the facts.
2. Draw the line
Drawing the line between “professional” and “personal” can be particularly difficult as oftentimes friendships develop between coworkers in the office. However, it is best to clearly separate business from personal, especially in written (e-mail) communication. One rule of thumb is to presume that your email is being sent to the Chief Executive of your company. Does it convey the right tone? Is there any ambiguity or room for misinterpretation of the message? Does the wording of the message convey professionalism and tact? If not, you need to consider rewriting the message, or even having someone else review the message. Just because the CEO was not in the original distribution list, he/she could at one point be a recipient of the message (intentionally or otherwise).
3. Start from the top
Too often, technical-minded individuals are prone to begin with the end in mind - jumping waist-deep into the gory details. After all, in doing so they are demonstrating their knowledge of the subject matter and speaking from a position of comfort and familiarity. However, too much is often simply that - TOO MUCH. By starting with the details, you run the risk of losing your audience, running out of time or otherwise not being able to clearly communicate your message. Begin by providing a high-level overview of the subject matter - just enough to convey your message. Additionally, by starting simple you are demonstrating that you are respectful of your audience’s valuable time. You should have ample opportunity to delve into details as your audience demands.
4. Tell him to step away from the keyboard
Before he sends that angry response to the most ridiculous question he’s ever been asked, urge your teammate to STOP. While the capability does exist, the “recall” function on your email system generally does not work, and I certainly wouldn’t rely on it. Instead, recommend that he compose the email, save it to draft, and leave it alone. When the emotions subside, go back and re-read the message. Quite often he will find that, with a bit of revision, a much more objective response can be crafted that will convey composure and professionalism. While it might feel better to vent, doing so can have lasting negative effects on your relationship with the customer.
In the end, we are all human. We are not perfect. Sometimes we will have to work with our clients to resolve conflict, clarify misunderstandings or otherwise clear up communication mistakes. However, by following these tips we can keep the drama to a minimum, allowing us to focus our efforts on solving customer problems and adding technical/strategic value to the organization.
Rob Vick, a Principal with Amplio Consultants, brings strong leadership, communications and relationship management skills as a proven leader in the telecommunications and healthcare industries. Rob has a solid track record of forging relationships with his clients; building, implementing and supporting solutions that exceed client expectations; and engineering and deploying process improvements that reduce bottom-line costs, improve employee productivity and increase shareholder value.
