From the Ask Tom mailbag –
Hi Tom. In the seminar I attended, you said something about communication not being an issue in an organization, and I was surprised at that, as I believe communication is often a problem in organizations. Maybe I misunderstood. Will you please elaborate?
Communication breakdowns are often a symptom of a deeper darker problem. Companies believe they have communication issues, so they conduct a communication seminar that RARELY solves the problem. Whenever a client reports a communication problem, I start with accountability and authority. The identified communication problem is a symptom of an accountability and authority problem. Communication breakdowns can help us locate the problem, but not to resolve it.
Most communication problems are between two people who have to work together, but are not each other’s manager. This is the dotted line phenomenon on most org charts. The problem with the dotted line is the undefined accountability and undefined authority. As managers, we hope the two will be able to figure it out, which is where the communication breakdown begins. Technically, these are cross-functional role relationships (two people who have to work together, but are not each other’s manager). When we define the role relationship, we have to define the accountability and the authority in that relationship.
Would it be a good idea for sales to coordinate with marketing and marketing to coordinate with sales? Yes.
But, is the Marketing Manager the manager of the Sales Manager, and is the Sales Manager the manager of the Marketing Manager? No.
But, do we require they work together in a coordinating relationship? Yes. That sounds great until one begins to complain about the other, and so, we think we have a communication breakdown (or worse, a personality conflict). What we failed to define in that working relationship is the accountability and the authority.
In a coordinating relationship between the Sales Manager and the Marketing Manager, who each are accountable for their respective budgets, can we require they consult with each other and coordinate their budgets to leverage that working relationship? Yes. Why?
Because we said so, by virtue of a coordinating cross-functional role relationship. They are required (accountability) to schedule meetings with each other to consult, share information, resources and tactics. Each has the authority over their respective budgets, but they are required to coordinate. When we make the accountability and the authority clear, the communication breakdowns disappear almost overnight.