"Uh-huh... Really... Explain to me again how this new initiative is so different from previous initiatives that were also going to cost me my job if they didn't work" asked long-term employee.

"Look; we have to do this. Can't you see?"

"Why do we have to do this? No-one has explained to me yet 'why'."

And therein lies fundamental problem of most management initiatives. They leave one small, seemingly insignificant cog unattended—letting person at 'sharp end' know why a new initiative has been launched and what their own personal role is expected to be.

Even those companies who do let employees know what and why very often fail to elicit anything other than tacit compliance and eventual failure of initiative.

The reason is simple—the employees are given no part in discussion about why a new initiative is needed, business case for it, what shape initiative should take to meet business need, and what their individual role and responsibility is in order to bring initiative to a successful conclusion.

At heart of issue lies communication:

Successful communication is not a one-to-one or one-to-many transaction, but a dialogue between interested parties

...and successful dialogues rely on four principles: Reality, Reaction, Co-ordination and Purposefulness.

1. Being real "Do not say things. What you are stands over you while, and thunders so that I cannot hear what you say to contrary" Charles Darwin, 1859.

For employees (and customers, too!) 'reality' will be those things that most directly affect them. Yes, 'reality' is a perceptive subjectivity, but don't expect someone to change their perception of 'reality' just because you have a different viewpoint.

Internal and external customers of your communication are extremely adapt at seeing 'beyond rhetoric', at exploiting any gap between rhetoric and their 'reality'.

If you are going to promise something, even just manage an expectation, ensure that what you are promising or managing is actually deliverable in vast majority of instances.

2. React to what is said How many managers or salespeople have we ourselves had to endure who listened politely to what you say, nodded their head and gave assuring "ah ha's" even, yet completely and utterly fail to act on what you have said? How many times have such interactions left you feeling like you had just spoken to a smiling and amiable wall?

Dialogue is not dialogue if other person or persons don't react or show they actually understood what you said.

3. Co-ordinate your communication Too often communication is 'lost' on recipients because language used is jargon, or their are just too many implicit and explicit messages. Given a hundred different messages, which one should recipient attend to first? Second? Last?

“Hello my name is Fred Flintstone and I am here today to discuss technology in pre-historic times.”

While your name can be very interesting (especially to you), it is not a very compelling way to begin a presentation. I hate to be one to break news to you, but when you begin this way, audiences usually forget your name and worse yet, they forget YOU!

A great way to begin a presentation is with an attention-getting device that will get audience EXCITED about listening to rest of your presentation. Some of best ways I have found to capture audience’s attention are:

1. Rhetorical Question – A rhetorical question is a question to which no response is needed. Rhetorical questions are designed to be thought provoking, rather than answered out loud. An example of a rhetorical question might be, “If you were trapped on an island and could only have three things, what three things would you choose?” Not only does audience begin thinking about how they would answer your question—they wonder how this will tie into presentation (which by way, it must) and suddenly—you’ve got them!

2. Relevant Story – Beginning a presentation with a story that directly relates to topic is another great way to get audience’s attention. A good story engages our audience’s hearts and minds and immediately draws them in. Make sure that story is short (using a long story in introduction can compromise flow of presentation) and makes a strong point. Here’s an example of an introductory story used for a presentation on benefits of a 24 hour Nurse Line. “All of us have had frightening medical situations where help of a registered nurse could come in handy. Let me tell you about a young mother, Marie, who was terrified when her two-month old infant son Sam woke up screaming in middle of night. He was burning up with a high fever and Marie didn’t know what to do. So she called Nurse Line and they directed her to put him in a cool bath to bring his body temperature down. They stayed on line with her until she was comfortable that she could handle situation herself. Imagine having that kind of support available to you at all times of day and night.”

3. Startling Statistic – A startling statistic can be great opener. For a presentation on drunk driving, you might begin with... “In 30 minutes it will take for me to deliver this presentation, one person in U.S. will die in an alcohol related traffic accident.” When using statistics, round numbers, site your sources, and be sure to present current and accurate information.