"No, that rock is not the one I want," stated Captain Jones.
"But you asked me to get you a rock," replied Firefighter Smith.
"I know what I asked for. But I don't like that rock," snapped Captain Jones
"But Cap, this is the third rock I've gotten for you, and I still don't know what kind of rock you're looking for," a frustrated Firefighter Smith replied.
"I told you I want a big rock. Don't you know how to follow orders?" bellowed Jones.
How many times have you been given an assignment and felt you understood the directive until you brought back the finished product? This conversation may revolve around a rock, but whether it is a rock or a project, the outcome is exactly the same. Frustration, confusion, and anger are the products of fuzzy communications. Being on the searching end of a mysterious rock hunt is no fun.
As a leader you are the one responsible for making sure that tasks and assignments are completed in a timely manner. That means having the employee get it right the first time. The first step in the employee "getting it right" is effective communication between the employee and supervisor. A common misperception is that when you give somebody a directive, you have communicated with them. Communication is an active process for both the communicator and the communicatee. It is a two way process requiring the sender to provide a directive and the receiver to receive the message and provide feedback. The feedback from the employee is every bit as important as the directive being given by the supervisor.
When you give an employee an assignment, and essentially send him on a rock hunt, you must be very clear in describing the size, type, and color of the rock you are looking for. You must also determine that your employee is clear as to the size, type, and color of the rock you want him to find. As most people are aware, rocks come in many different forms, shapes, sizes, and uses. Rocks used for the foundations in buildings may not serve very well in the filtration of water. Just because a rock is hard doesn't necessarily mean it will stand up to the abuses you may put it through. Different rocks serve different purposes.
Tasks and assignments are no different. When you send an employee off on an assignment, and the employee is not clear about what is expected, he will carry out that task as he envisions it, doing what he believes to be important. As a result, frustrations become huge as the employee begins to "search in the dark," hoping to give you an acceptable, finished product. When the completed task doesn't quite hit the mark - as you, the supervisor, envisioned it - the employee's frustration begins to turn into resentment and hopelessness. Hopelessness and resentment begin to make an employee into a rock thrower instead of a rock hunter.
Being a leader is hard work. It requires that you work extra hard to insure that you are crystal clear as to what you want done and what you need as a desired outcome, particularly if the employee will be held accountable for that outcome. Obviously, your employees must clearly understand the nature of the task and your expectations for the outcome. It requires that you, as the leader, be patient with your employees as they grow and develop. It requires that you allow the employees to ask questions without fear of retribution. It requires that you, as a leader, provide an environment in which they are safe to bring back projects that are not quite on the mark, and know they will not be beaten with the rock they bring back to you. But most of all it requires that you accept the responsibility of being a clear communicator.
Granted, when you and your crew are standing in front of a burning building, you don't have much time for an open forum complete with lots of give-and-take. The circumstance dictates that you give directives and that employees carry them out swiftly, effectively, and efficiently. That means practice. Yes, practice. Just as you would practice how to properly hit a hydrant, you need to "practice" giving directives that are effectively communicated; directives that are clear, concise, and understandable. Spend some time with your crew over a cup of coffee and play the game. Give a fire-scene directive and ask the crew what they would do. Is their answer what you expected? Discuss where their answer fit into your expectation scale. Work to make the communication more effective. As I said, being a leader is hard work!
A mentor of mine once told me that firefighters want leaders to do three things. First, tell them what to do. Second, teach them how to do it. Third, get out of their way while they do it. So next time you send an employee on a rock hunt tell them what you want, help them to find it, and get out of the way as they begin to find that perfect rock.
