Improving Receptiveness to RIM Initiatives

By Richard Head

 

One of the most important things we do as professionals is talk about the business reasons for what we do. But some of us aren’t necessarily comfortable talking about what we do and why it’s important, much less trying to convince skeptical bosses and department heads that, for example, a records retention and disposition program is essential. Let’s look at how to improve organizational communication and get more comfortable with doing it along the way.

Informational vs. Interpersonal Role

 

First things first: you can’t be merely in an informational role. You can’t just provide reason and logic for what needs to happen because change is seldom a matter of data, facts, or even law and regulation. This is a trap many people, not just records and information management (RIM) professionals, fall into. You must have an interpersonal role where you cultivate relationships and develop professional trust. That requires examining the way communication happens and how it sometimes veers off track.

 

The Process of Effective Communication

 

So, how do you communicate a message effectively?

 

1.      Identify your audience. Are they decision makers? Department heads? Department associates? Combinations of the above? 

2.      Categorize your message. For your particular audience, what are you trying to communicate? Is your message for information or education? Is it to help form people’s opinions? Is it to come to a decision? What kinds of opinions or biases are you likely to encounter? What, exactly, do you want your audience to do as a result of your message?

3.      Choose a channel. The appropriate channel or means of communication must be chosen for a message to be clearly communicated. There are three primary channels that can be used to communicate a message: face-to-face, written (e.g., handbooks or guidelines), and electronic (e.g., phone, websites, e-mail, blogs, social networks, or instant messages). You need to determine when to use each type of communication to achieve the greatest effect.

If your message concerns emotional matters, as well as down-to-earth or simple matters, then face-to-face communication, which allows immediate feedback, may be best. As a RIM professional, you may feel the changes you’re recommending are obvious and long overdue. But, if the changes involve major changes in the way departments or divisions handle their records, there is potential for a highly charged emotional situation. After all, this could mean staff changes, changes in the way people do their jobs, many hours of training – and potentially lots of money – to accomplish. So, your interpersonal communication skills will come into play here.

4.      Respond to feedback. You must respond to the feedback your audience gives you  to maintain two-way communication. Listening is more than just waiting to talk again. You need to listen to hear people’s stories, their concerns and fears, and even their suggestions for how to gain acceptance of your ideas. They want to be heard and understood, even if you don’t totally agree with them.

 

Face-to-Face Communications

 

One of the most frequent opportunities you’ll have for face-to-face communications is in meetings you organize, lead, and facilitate. Here’s an opportunity to develop just about everything we’ve talked about so far. You can:

 

·         Deal with straight-ahead information and argument for a particular position – facts, figures, projections, etc.

·         Develop interpersonal relationships by talking with meeting attendees ahead of time, but not only with a few minutes of social banter before the meeting. Talk with people a day or two ahead of the meeting. Find out about their chain of responsibility, what their concerns might be, who on their staff might be allies or foes, and any top-of-mind ideas they might have for you. Anything you can achieve ahead of the meeting, especially if it means gaining a potential ally, will help ensure a more successful outcome.

·         Show your abilities to respond to employees’ concerns, fears, and even outright challenges to what you’re proposing. You’ll get plenty of feedback. How you handle questions and disagreements will make or break your meeting, so spend time ahead of the meeting thinking about what concerns your audience will have and how you’ll handle them. If they see your approach is well thought out and you visibly demonstrate confidence in your proposals, you’re much more likely to get agreement.

 

Preparing for Communication

 

Communication doesn’t have to be particularly difficult, but it does require some preparation and the ability to instill confidence in your audience that you’re thoughtful, deliberate, and willing to listen to their side of the story.

 

In a future article, we’ll talk about additional ways you can develop better face-to-face communication, especially when it comes to public presentations that can mean the difference between your ideas being approved or rejected.

 

Resources:

 

Check out the web seminar “Keys to Effective Business Communication,” available “On Demand” from ARMA International. Visit www.arma.org/eweb/DynamicPage.aspx?webcode=ARMAISeminarArchive to view it.

 

Richard Head can be contacted at richardehead@gmail.com.