Akio Hamada, president of Honda of America Manufacturing, Inc, recently eliminated four general manager positions to create the Honda Operations Committee, and break down communication barriers between him and the people on the factory floor. With the restructuring, Hamada claims he will receive more help from employees to construct a higher growth company. His vision is to create an institution capable of “agile organization with quick decision-making that leads to action.” Hamada removed barriers to allow workers a comfortable environment in which to discuss the betterment of the company and become more productive. Similarly, to gain perspective, leaders need to eliminate obstacles to communication.

• Select your words carefully. Communication, no matter the format, always comes down to what you say, and the words you use.
• Listen more than you speak. You cannot gain outside perspective if you are continuously voicing your own.
• Think high touch, not high tech. Do not hide behind the technological curtain of emails and voicemails.

WORDS MATTER
Choosing a wrong word or phrasing builds walls instead of breaking them.

Phrasing, both written and oral, needs to focus on placing boss and employee on the same team with the same goal. An employee cannot voice opinions from the ground when the boss stands on the summit. When communicating facts, address problems to the group as a whole. Instead of asking: “How can I fix this problem?” try “How can we fix this problem?”
Using I places pressure only on the boss, we invites other perspectives.

PERSONAL CONTACT
Of the skills needed for communication, listening may be the hardest for high achievers to develop because of the need to avoid offering solutions that preempt discussion. It also requires deference to the speaker, something many leaders find difficult. Try to focus on what the speaker is saying. When concentration falters, the mind wanders, or the listener begins thinking of a response prematurely. According to the International Listening Association, people are preoccupied about 75% of the time they should be listening.
A good listener allows speakers to continue their thoughts, summarizes conversations, and asks questions to continue dialogue and clarify. Listening and responding lets speakers know their opinions receive attention, even if you disagree with the proposals. By fully listening, leaders can better place themselves in the position of others.

Honda reduced barriers between the executives and factory workers, allowing the company to establish connections with people working at various levels. Better communication may have helped Hamada improve his company’s production and sales growth. Honda’s record production for July in the USA was up 11.4% from 2006 and year-to-date sales through August increased 1.6% in a soft market.

Technology works well for transmitting factual information, but when information involves an emotional response, face-to-face dialogue works best. Some perspectives may be unwel-
come to the recipient, and methods such as email lack the emotional contact necessary to control the way someone receives a perspective. The absence of verbal cues, tone, and context make e-mail communications fraught with possibilities for misunderstandings - misunderstandings that could be avoided if the same conversation were to take place over the phone or face-to-face. By allowing others to hear your voice - and maybe receive an encouraging handshake or pat on the back - you build stronger, more open connections and dialogues. Better issue resolution will result when you have a meeting of the minds rather than a volley of e-mails. You can gain your best perspective from tapping into the ideas of informed and thoughtful people, regardless of their position in an organization. To obtain these perspectives, leaders and followers need to build paths of communication that encourage the traffic of ideas with actionable outcomes. Using the right words, listening, and personal contact will lead to healthy relationships and ultimately, balanced judgment.