Do crabs think fish are flying? The perception gap in organisational settings.
Doesn’t it happen too often — You’re discussing something that seems crystal clear in your mind, yet the other person is clearly not getting it.
Let’s face it, our perspectives on the world vary greatly, shaped by our experiences, roles, and inherent biases. This disparity is amplified when communicating across different functions and hierarchies within an organisation. Simply put, we don’t always perceive what others do, and vice versa. We all make presumptuous comments, which often lead frustration and conflict.
Let’s delve into scenarios where the gap in perspectives is alarmingly wide:
Managing up: A significant effort goes into deciphering the boss’s mindset. No one wants to look incompetent. However, many struggle with managing upward expectations, because they haven’t been in the boss’s shoes and therefore, find it challenging to know what the boss values or worries about.
C-suite down: At this point, you might argue that a boss, having once been an employee, should understand what’s on the teams’ minds. However, research indicates that
“Emotional intelligence scores decline precipitously as you move above middle management, with CEOs having the lowest EQs in the workplace”.
Cross-functional conversations: We often anchor our worldview around ourselves. It’s easy to assume that others’ roles exist to serve our needs, and our requests should be their top priority. We frequently overlook what’s happening in their world, not fully appreciating what their job entails. In the meanwhile, they may also question the delay in your response to their requests.
So what’s the solution?
#1. No one can read minds, so ask what they want: It may feel daunting, even risky to your professional image. If you’re worried about appearing uninformed, provide context, such as, “These decisions carry significant weight, so it’s crucial that we rely on the right information. While I have my views on what could be helpful, it would be good to get your perspectives on what works the best for you.”
#2. Refer to their objectives: If they appear irritated by your question, chances are they might not know what they want either. In such cases, try to understand your audience’s mandate and connect your work to theirs. As a basic (and admittedly simplified) rule of thumb:
- Board: fiduciary duty, strategic direction, confidence in the management system
- Management: results, risk mitigation, opportunities
- Contributors: get work done, support and direction
#3. Find common ground: Break down complex issues into smaller parts and find agreement on these smaller components. Often, misunderstandings and disagreements aren’t over the entire matter but specific elements.
#4. Keep it simple and to the point: The tendency to over-communicate, hoping that the sheer volume of information will drive the message home, often backfires. Unless your content is relevant and easy to comprehend, the more you say, the more damage you inflict because the audience feels their time is being wasted. So avoid jargon, big fluffy statements, and unnecessary details that your audience may not care as much (refer to #2). This will require more preparation on your part, but the outcome will be worthwhile.
#5. (Over)Manage their expectations: When unsure, ask. When things change, give people a heads up. If it seems too much, use #2–4 as filters for your messaging.
Remember, clarity in communication paves the way for collaboration and efficiency.
