After the deluge of the recent rains, our Toyota’s floor was filled with water.
Apparently, there are these tubes inside the car’s body designed to channel and drain out rain water.
Over time, these so-called tubes can fill up with gunk.
Then, instead of draining, they leak onto the car’s flooring. It’s a mess. Moldy. Stinky.

There are tubes in your organization, too.
They’re called “channels of communication”. But, tubes is easier to say.

If you don’t keep the communication tubes cleared – they back up. And fill the organization with rumors, confusion, and toxic stories.

This happens most during major changes or in uncertain times. Like now.

To keep the tubes cleared out you need to spend time listening to other people and telling your story.

Spend time listening:
To people’s fears.
And their fear-based stories.

The content of peoples’ demoralizing speculations may not be accurate but the concern behind them is real.
When people are uncertain – they will create stability by latching onto a story. Any a story. Even a story of doom. Because the story offers certainty. Even if that certainty describes an undesirable ending.

People need a story to believe in.
And if you don’t offer one – they’ll supply it without your help. The story they make up, from their mood of fear and anxiety, will rarely be uplifting, motivating, or hopeful.
It will reinforce the toxic mood that has crept into their souls.

Leaders tell stories of hope.
A leadership story always ends with a note of triumph. Redemption. Victory. Such a story calls forth people’s sense of possibility and channels their energy into action. Action focused on a positive future.

This doesn’t mean lying about the present.
The story must begin with an honest, undistorted description of the present condition.
Skipping over tough truths or sidestepping unpleasant issues – undermines the effectiveness of your story.
Just focusing on the positive – can feel good for a moment. But, it is ultimately demoralizing.

If your story doesn’t reflect the tough truth of the present– the hopeful future you envision comes off as hollow.
And you end up sounding hollow, too.
Like a spin-meister selling false hope.
This takes the life out of your vision – and makes it sound like a personal delusion.

Telling the truth about the present isn’t being negative.
It’s being real.
But, that only half the story. The other half is your bold description of what’s possible.

So, listen carefully to people. Understand their concerns.
Then, tell your leadership story which includes:

•    A sober description of the current conditions.
•    And a vivid picture of the hopeful future that is possible.

This is how you keep the “tubes” cleared – and ensure that your organization isn’t flooded with fears, rumors, and demoralizing stories.

Questions for reflection & action:

• What’s the hopeful story of the future that you’re telling?
• How are you communicating the tough truth of the present challenge?
• What are the fears, concerns, doubts circulating in your organization?
• How are you addressing these?
• Who do you need to communicate your story to?

Related posts:

1. Is there mold growing in your organization?
2. How to End Organizational Chicken Games
3. Don’t Create Cramps in Your Organization