The Advantage

Discipline 3-Overcommunicate Clarity

Part I-Summary:

This chapter discusses the importance of communication on a consistent basis. Once
clarity has been established, it is of utter most importance for information to be communicated
over and over again. There are several reasons that leaders don't reiterate information to their
employees multiple times. Some of these reasons include pure boredom of the subject, and the
assumption that their employees don't need to be told something more than once. The most
powerful way to reiterate information is through word of mouth and not all of the kinds of
technology that are now easily accessible to us. When leaving meetings clear expectations
should be stated and followed up consistently and over and over again.
Part II-Essential Elements:

Employees wont believe what leaders are saying to them until theyve heard it seven
times, or consistently over time. (p. 141)

The only way for people to embrace a message is to hear it over a period of time, in a
variety of different situations, and preferably from different people. (p.142)

There are two top priorities of great leaders. The first is to set the direction of the
organization, and also to ensure that people are reminded of it on a regular basis. (p.143)

Leaders often assume that employees don't need to be told something more than once. (p.
143)

Leaders fail to overcommunicate because they get bored saying the same things over and
over. (p.143)

Communication can be expressed in a variety of different ways through the use of
technology, however the most effective means of communication is by word of mouth.
(p. 144)

Cascading Communication refers to leaders reiterating a clear message about what has
been decided, promptly communicating that message to their direct reports, and having
those reports do the same. (p.143)
Message consistency from one leader to another, timelines of delivery, and live, real-time
communication are the three keys to cascading information. (p.146)

Communication should be authentic, consistent, and relevant. (p. 149)

Upward communication should be provided and implemented within organizations, but
without cohesiveness and clarity from the leader, it will not be effective. (p.150)

Part III-Application/Implications:

When reading this chapter, the information stated seemed quite relative to my current
situation. Unfortunately, when we have staff meetings and other informational meetings, staff
leave the meetings without clear expectations. The points being made, and the expectations
given are not reiterated enough for the staff to fully comprehend what is meant. It also seems
that what is talked about at meetings is the only time we ever hear it. If this information were
communicated over and over and on a consistent basis, the information would be more relevant.
This chapter also made me think of our districts PD days. Everyone from the staff is required to
attend these days and only hears the relayed information once. There is never any follow up
from the leadership about the expectations from the meeting, so the teachers seem more
reluctant to apply what they have learned into their classrooms. To communicate more
effectively and efficiently, the leadership in the building needs to relay information to the staff
more than one time. Majority of the time, we will only receive messages one time through the
use of e-mail. Reiterating information several times on a consistent basis and also by word of
mouth would be highly more beneficial for all involved.