The hardest thing for any subject matter expert (SME) to do is to explain his or her area of expertise in simple and clear ways. When we are “in” it, when we are living the topic every day, and when we know a lot about it, it is really hard to distance ourselves from it and make it simple. When we are in it, everything seems important, and since we understand every nuance, natural human reaction is to want to explain that nuance.

The disconnect is between our own perception of what is “clear” and what others think about that clarity. When we have an idea or a strategy or something in our head, and we have thought it through and worked it out, in our own minds it is very clear. And then we explain it, a little bit (if at all), and we expect everyone else to see it just as clearly as we do. And we expect them to get it quickly. Some quick explanation from us, and everyone else should get it easily, right?

I love thinking about teams. I love considering the best ways to get a group of people on the same page, and working together towards a common goal. I love thinking about how to create an environment that will make great people want to be on the team.

And here is one of my favorite team concepts: the sign of a great team is NOT the absence of conflict.

Do you want to be seen as “essential” by your manager, leader or executive? I will assume for a moment that your answer is “yes.” So let’s talk about what that will require.

We now live in an “information overload” environment. We have too much information, and it flows at us in overwhelming ways.

In this sort of an environment, the best organizations need to be very clear about what information is most important to their success, and then make sure that it is flowing in the healthiest ways possible.

Twice a week, The Latimer Group’s experienced facilitators deliver clear, succinct, and actionable lessons about business communication to tens of thousands of readers worldwide. Here’s the latest entry:

Next time you’re getting ready to meet, speak, call or present something, simply ask yourself: Am I prepared to make my message clear for them, or am I leaving gaps they will need to somehow fill in on their own?

We recently had a conversation with a good friend of The Latimer Group, who said something really powerful to us. Our friend shared that her firm no longer calls communication a “soft skill.” Instead, they refer to communication as a “power skill.”

Do you find persuasion easy? For most of us, the answer probably is some version of “sometimes.” It’s a broad question, with lots of variables: what you are “asking” for, the environment and situation, the person being asked, and several other variables can all play a part in how easily the persuasion happens… or if it happens at all.

In today’s world, we often find ourselves communicating in international contexts without even realizing it. To be an effective, persuasive communicator, it’s important to understand who’s in your audience and anticipate any cultural gaps that could obscure your message.

You need your credibility if you want to accomplish anything. And it is hard to have any credibility if you always disappoint. We’re focused on simple ideas here at The Latimer Group. And today, we’re thinking about honest communication that manages expectations.

How would you describe the authentic versions of you that show up at work? At home?

Great and powerful communication is not a single skill set. No, in fact great and powerful communication is actually four skills.

Let’s talk about building credibility… real credibility. Not the short term version of credibility that comes from a referral or a common friendship or the personal courtesy of someone giving you a chance. No… let’s talk about the long-term credibility that is built by you, your actions and your performance.

Twice a week, The Latimer Group’s experienced facilitators deliver clear, succinct, and actionable lessons about business communication to tens of thousands of readers worldwide. Here’s the latest entry:

Where does true credibility come from? The short answer is “many places,” including the following three critical areas

The point of today’s post is this… listening matters. And not all forms of listening are equal. There are surface ways of listening, and deeper ways of listening. And when we can understand what those levels are, then we have a full toolbox and a stronger skill set.

When you are thinking about your communication skills, you also have to think about your delivery, AND part of your delivery will be your ability to mask your real emotions in times of stress.

Think not only about the way you conduct yourself in the workplace, and how vulnerable you allow yourself to be. But also think about the company culture that you contribute to

Be intentional with how you give feedback. We all have a story of receiving feedback at the wrong time, in the wrong place, or in the wrong direction.