Improving Communications Using Fear

In several of my columns over this past year, I have focused on communication, both internally and externally. In my experience, I find that communication continues to be an area where communications companies often fail. How can this be possible? We all communicate in everyday life, but often fail to communicate properly to deliver an effective and decisive message within a CLEC organization.

CLECs are still relatively new businesses that require a dedication that one does not find in the more established IXCs and definitely more than the ILEC's. The primary reason is due to the creation of totally new departments and processes to interact with the established communication companies.

In many CLEC organizations, personnel have been hired to perform tasks that they have oversold themselves on. A former manager effectively presents himself or herself as having more experience that they have. A former director reaches for the next level by exaggerating their current scope of responsibility. Each of these situations required effective communication to sell their new employers on their skill set. But the reality is that these people do not have the decision-making ability or the creative ability to get the job done. This is not to fault a well-performed sales process, but highlights the failure to continue effective communication.

Anytime one is responsible for a new creation or process they have not created in the past, apprehensive or fear is often the first reaction. The fear of appearing unknowledgeable or the fear of failure often result in decision delays. The real issue is trying to overcome fear and make the right choices, which will enable a new process and provide the expected result.

Fear Itself
Fear is actually a gift of clarity. Every person who faces fear in the course of doing his or her job, whether the possibility of failure or being viewed unknowledgeable exists, knows exactly what is wrong. The issue is how they react to the fear and its clarity.

How does one overcome the fear factor? Communicate! An effective manager will openly ask for help. The manager should focus on what will make the organization a success and leave personal feelings aside. When fear takes control, sharing the fear will always result in a solution. Talking out a process or brainstorming an issue whether within the immediate organization or spanning departments, allows ideas to germinate.

There are few processes or procedures in a CLEC that can be handled only by one department. Sales need Marketing or Customer Service. Orders cannot be processed until Provisioning has completed all their tasks, which include interfacing with companies outside the CLECs' sphere of influence. Billing needs Marketing to set product plans. They also need Provisioning to correctly set the order. Marketing influences rate tables and pricing. Customer Service requires input from Marketing and provides input on the customer experience.

In every instance, another department or organization is necessary to set processes. The "no Man is an island" term falls in line perfectly in these instances. The real problems occur when managers fail to involve other areas of the organization and fail to recognize their lack of knowledge. Fear. It is a problem in CLECs today.

Fear also creates "the quick fix". Lack of processes and communication allows the quick fix to flourish. Solving the immediate problem instead of focusing on the root cause solves a problem, but only the symptom. It will never provide a cure. Quick fixes feed on themselves. They become a method to hide behind and show progress even though the real problems still exist. Management can prove they are resolving issues by the number resolved. Masking the fear of discovery that the real problem is still out there.

You can use fear to your advantage by not giving in to it. An honest evaluation of the situation is painful. Opening communication to others in the organization will assist in making the organization stronger. A braided rope is always stronger than single thread. Intertwine yourself into the organization. Find the fear points of others and assist them in overcoming the fear. Remember, fear is a gift that can make you stronger.

Jim Marsh is a senior consultant for The Management Network Group, a telecom consulting organization.  Jim has worked in telecom for 15 years and is an expert in revenue assurance, risk management and fraud. Jim speaks and writes on improving operational systems and functions to improve bottom lines.