Give people a fact or idea and you enlighten their minds; tell them a story and you touch their souls.
— (Old Hasidic proverb)
I know that you believe you understand what you think I said, but I am not sure you realize that what you heard is not what I meant.
— (Alan Greenspan)
Getting the message across is more than obtaining understanding. It is also about gaining acceptance. Intelligent professionals and support staff usually want to ask questions and often want to challenge or argue about the message or some aspects of it. Listening therefore is as important in the communication process as the provision of a clear, simple and memorable message. Some leaders mistakenly try to avoid two-way communications. They may fear that their message will be torpedoed. They may resent the time involved. These are understandable reactions but regrettable. Quite simply, if people do not accept the message whether it is about change, performance or behaviour there will be little willingness to turn the communication into action. If feedback indicates that the message is inappropriate or not well thought out then it is preferable for it to be reconsidered. This is better in the long run than persevering with something that people will not willingly implement.