We have a communication crisis on our hands. No, the internet isn't breaking down, and last I checked all major cell towers were still intact. The issue is not that communication has stopped; the issue is that communication is virtual. Meriam-Webster defines the word virtual as "very close to being something without actually being it". In other words, our virtual communication practices convey a mirage of progress and may not be the best means to exchange ideas, provide guidance, or to execute a complex strategy. Technology’s best efforts to provide global connections have fallen short in solving communication problems within organizations. When we substitute the word “virtual” with “almost”, we possess a more accurate view of what technology has done for us- virtual school, virtual meetings, virtual church, even virtual dating (this one could have saved me lots of heartache!). Institutions which have been hallmarks of our societal and relational growth are now minimized to digital exchanges that are “almost” the real deal, but not quite. Make no mistake about it, this virtual dilemma is real.
My training trips in the SEAL teams were rigorous, we spent months at a time going thru various blocks of training to prepare for upcoming deployments. During the final week of a training block, the instructor cadre would devise a final training exercise (FTX) to test not only the specific skillsets we learned (diving, shooting, freefalling, etc), but more importantly how we functioned as a platoon. The FTX was intentionally designed to overload, induce stress, force rapid decision making and almost always occurred at night. But we had an advantage, the best communication technology tools available to the military were at our fingertips which afforded us the ability to out maneuver the simulated enemy threats, or so we thought. Inevitably, the FTX would succeed in creating chaos and oftentimes it meant that we’d have to repeat the scenario. In one particular instance, one of our instructors said “You’re talking a lot, but not saying anything.” What he did next was a curveball we didn't see coming. He took away all our inter-squad communication devices- in other words, we’d have to do the entire FTX without uttering a single word. The results were unexpected. We actually conducted the FTX much faster and much smoother. It was extremely calm, everyone had an elevated sense of situational awareness, nobody panicked. What just happened?
“Silent runs”, as they were called, didn’t forbid communication; rather, they forced you to be intentional and creative with your communication- your body language, the way you moved, your level of attentiveness suddenly became critical in achieving the objective. There are some practical lessons we can garner from this practice with respect to communicating in the virtual world. First, technology doesn’t guarantee communication. Just because everyone has a radio, doesn't mean anyone’s listening. Or to put it in civilian terms, just because you sent an email doesn’t mean anyone read it. Have you ever had someone tell you “I don’t understand why you’re confused, I sent you an email!” You can’t zoom your way to a better outcome, be thoughtful in how you express yourself. And metrics that count “likes”, “emojis” and “followers” aren’t the best feedback on how well you communicated, they’re “virtual” indicators. Be careful with how you leverage technology, it’s a powerful communication tool, but at the end of the day, it’s just a tool.
Secondly, silent runs reinforce the fact that relationships build trust, and trust builds communication. Our platoon had spent months together- at work, at play, on the road. This meant we knew each other's personalities, interests, strengths and weaknesses. So when it came time for silent runs, we were able to anticipate each other's actions and if someone made a mistake, we were able to adjust. This level of knowledge cannot be manufactured in a virtual environment, it has to happen in-person. The rapid turnover that currently hinders organizations means it is quite possible that a team of individuals could be working on a project remotely with people they have never met and are expected to deliver optimal results- how crazy is that?! The team is never afforded the opportunity to truly mesh which increases frustrations and decreases productivity. Relentlessly pursue in-person events that build your team's cohesion. It’s these investments that will sprout stronger bonds amongst your personnel and separate you from your competitors.
Finally, clear guidance is the highway on which good communication travels. Before we conducted our FTX, we planned our mission. Everyone knew what the objectives were and more importantly everyone understood their role. So when the instructors took away our tech advantage, we still knew what had to be done and who was responsible for doing it. It may seem odd to tie strategic objectives and position descriptions into communication, but can you imagine the daily communication barriers in a workplace where no one knows what they are supposed to be doing? I can’t tell you how many times I hear employees complain that “nobody has ever told me what my job is!” Your organization could have the best tele-communication tools at their disposal, but without a shared purpose and understanding, everyone’s just making chatter- virtually solving problems, virtually developing plans, virtually making decisions, but never actually making progress.
The pandemic has accelerated the growth of the virtual environment and my point isn’t to indict these remarkable technological advancements. But we are wise to understand their limitations. If we find ourselves preferring to text as opposed to call, zoom as opposed to shake hands, tweet as opposed to tell jokes in the break room, then we’re showing all the signs and symptoms that we have outsourced communication to machines. The good news is that the antidote is simple, go back to the basics. Reduce your reliance on technology, eat lunch together as a team, ensure everyone knows their specific role. We can all do that and if we do we’ll find that good communication isn’t an elusive myth but rather a tangible goal that is well within our grasp.
Authored By: Mike Uyboco, Managing Director