to Sprenger (see Sprenger 1999, p. 194 ff.), on the behavioral level leading
dialogically means:
Inviting the other person to talk and asking the right questions
Visiting the other person and being their guest
Paying attention to the formal symmetry of conversation
Communicating reversibly: “I can tell you what you can also tell me.”
Taking into account as many different perspectives as possible
Making decisions based on a broad consensus
Needless to say, leading by dialog costs more time than giving orders. But
as Sprenger quite correctly points out, you have to consider the time lost by not
engaging in conversations and the resulting confusion, lack of information sharing,
non-satisfactory performance, unclear objectives, and disruptions and feelings of
ill will in the leader-employee relationship. Quite a simple and straightforward
calculation, I would say.
3.2.4.3 Twelve Rules for Clear Communication
Poor communication has serious implications for the organization and its members
at all levels, mainly creating information gaps, misunderstandings, rumors,
mistakes, conflicts and feelings of ill will. The following simple and effective
rules help to avoid misunderstandings and disruptions in daily communication
with staff (and colleagues):
- No “one,” “it” or “we”: Employees should be addressed directly.
- No “need,” “should” or “could” – instructions are not given in the subjunctive,
because this makes their implementation vague. - No “maybe,” “possibly” or “actually” – instructions need to aim at specific
effects and are given in order to mobilize others. - Everyone is right – from their own point of view: Instead of preaching to others
and insisting on their own position, leaders have to understand and clarify the
positions of others. - Show absolute loyalty: Leaders must always and necessarily stand behind their
statements and actions. - Ask specific questions: Unclear questions will be met with unclear answers.
- Never ask several questions at once: They only confuse people and cost time.
- Never start questions with “Why?”: Managers should make statements instead
of asking for justifications. Exception: The personnel review talk, in which
backgrounds are to be clarified. - Do not answer your own questions: Otherwise you will never learn the position
of the other(s). - Avoid giving “Yes, but...” answers: Seek to complement the statements of the
other person rather than refuting or qualifying them.
3.2 Leading with Your Head and Heart 141