Speaking the right way with employees.

Consider this hypothetical: You're talking with a club employee about reorganizing a supply area. "It would be great if we could rearrange the shelves by next week," you say. "We'd save a lot of time if this was better organized."

A week rolls by, and you happen to glance at the shelves. They look the same as they looked a week before. When you chat with your subordinate about the project, he or she looks at you with surprise: "I thought you were going to rearrange the shelves last week." Or: "Yeah, it would be great to get those cabinets in shape. Maybe we should talk to someone about it." Or: "Why are you so intent on rearranging the cabinets? They are perfectly arranged right now."

This brief exchange illustrates the perils of everyday staff communication. You might have thought that your simple suggestion would motivate the employee to begin the task of reorganizing the cabinets. You might have even congratulated yourself on offering the suggestion so tactfully and courteously. Yet, this person could have interpreted your comments in many different ways. Past conversations with you, your body language, and whatever was on that person's mind at the moment all influenced the conclusions he or she drew after talking with you.

The bottom line: In order to be fully understood when you speak, you must say exactly what you mean. Your listener should have no doubt about the desired outcome or conclusion of the conversation. When your side of the conversation is marked by precision and specificity, you say things right.

Most routine communication is carried on for one of three broad purposes: to share information, to seek information, or to initiate action. But the nature of every conversation is far more specific. The purpose of this article is to acquaint you with the variety of roles your conversations can play--and to encourage you to let your conversation partner know exactly what you mean, whenever you speak.

Ways of Sharing Information

* When you offer information, pure and simple. Here you're letting others know facts or ideas simply for their own background. Say it right: "I thought you'd like to know about the new procedures the F&B director has initiated. I know you don't work directly with her, so I'm just telling you this to keep you informed."

* When you offer information for someone's use. Sometimes you impart information with the expectation that your listener will act on it under certain circumstances. Say it right: "Ms. Smith is an important member, and I'd like to tell you about a problem that she's been having. If you happen to run into her, this might be helpful in better serving her."

* When you offer information held close to the chest. Here's where you share information on a "need to know" basis, but ask that it be kept confidential. Say it right: "John, I'm going to share the news about Amy with you because you work directly with her, but I don't expect that you'll mention it to anyone else."

Ways of Seeking Information

* When you solicit the thoughtful opinion of another. In today's complex world, it's essential that you listen to the views of others. Say it right: "I'm not looking for your help on this project, at least not yet, but I'd appreciate your mulling the issue over for a day and then letting me know what you think."

* When you want to be kept abreast of things. Here's where you're asking another individual to embark on a course of action--and to let you know what's going on. Say it right: "Go ahead and complete this task. Use whatever technique seems right for you, but give me a report on the results first thing in the morning."

* When you want to know about problems. Under these circumstances, you'll ask another person to do something, but to check back with you only if certain events or problems occur. Say it right: "I'd like you to take care of this member's problem. Use your judgment in how to approach and solve it, but call me immediately if he or she is still not satisfied."

* When you want to solicit comments and criticism. At times, you'll be interested in the analysis that other people can provide about a task you expect to undertake. Say it right: "I'm planning to reorganize the supply area. Do you have any criticisms about the way it's organized right now?"

Initiating Action

* When you make a casual suggestion. Often, you may simply want to make a casual suggestion to someone around you--without any further expectations. Say it right: "I'm not advocating that you go out and buy this new equipment, but I thought you might want to check out its new features."

* When you solicit the opinion and action of another. In this instance, you're asking someone to think about an issue and take action on it. Say it right: "I'd like you to think about the best way to reorganize those shelves, and then get right to it."

* When you want things done a certain way. At times, you'll request someone to handle a task a certain way and within a limited time frame. Say it right: "I'd like you to complete this job by next Friday. Here are six steps I'd like you to take as you work through it."

* When you want to know that something's been addressed. Sometimes, though, you'll want a task done, but you won't care how it's completed. Say it right: "I'd like you to complete this job by next Friday. You have complete freedom in how you go about it; just let me know next Friday that it's done."

* When you're concerned about the bottom line. Here, you're asking for a bottom-line result. Say it right: "We need $1,500 in new revenue before the period ends. I'm counting on you to make that happen."

* When you want to keep others in the know. Here's where you're asking an individual to undertake a task, but to involve other people along the way. Say it right: "I'd like you to put this report together for the board, but first check with Amy and John and let them include their statistics and commentary."

* When you want to encourage communication among others. Sometimes you'll want another individual to take on a project and let other people know what's going on along the way. Say it right: "I'd like you to begin doing this project, but as you go through please share your progress with your other team members."

* When you want to establish a routine. You'll often want a subordinate to assume some responsibility on a routine basis without prodding or reminding. Say it right: "I'd like you to prepare the agenda for our regular staff meetings and have it on my desk at the beginning of each week."

Effective communication can be a complex, even confusing activity. So remember: when you're talking to employees, think carefully about the message you're trying to convey. And then say it right.