In the labyrinth of communication lies the challenge of finding the path from the intellectual depth of a vision to its day-to-day implementation and integration into the corporate culture. Konrad Lorenz, a pioneer of modern behavioral research, summarized this complex process in a single sentence that reveals an elementary truth for managers: "Thought is not said, said is not heard, heard is not understood, understood is not agreed, agreed is not applied, applied is far from retained".

 

In this post, I try to put into words how these principles of human exchange apply to everyday leadership practice and what practical steps can be taken to overcome each of these hurdles.

 

A thought is fleeting and private until it is put into words. Managers are often faced with the task of translating their internal visions into a language that can be understood and shared by others. But how often do brilliant ideas fall by the wayside because they are never thought through to the end, spoken out loud and understood? It starts with the decision to put thoughts into clear words and bring them closer to the target groups. Formulated at the right level and packaged in comprehensible message packages.

 

Communication is not a one-way street. In the hustle and bustle of business life, a message can easily get lost. One of the biggest challenges for managers is to gain the attention of their team and customers and ensure that their messages are not only sent, but also perceived and heard. It is important to communicate clearly and concisely and ensure that the message is conveyed without distractions and trivialities. Use channels that are actually noticed and used by the target groups.

 

Listening does not necessarily mean that a message will be processed and understood. Understanding the target person's world, active listening and feedback play a decisive role here. Close collaboration and regular coordination are essential to ensure that the meaning of what is communicated is received by employees and customers.

 

Understanding does not automatically lead to agreement. Managers must be prepared to listen to objections and encourage constructive discussions. This includes openness to other points of view and the willingness to continue the dialog until a consensus is reached. This consensus should only be enforced in necessary cases with a hierarchically justified decision and then plausibly justified.

 

Consensus in theory is a good start, but practice is the touchstone of intent. Inspiring and motivating a team to actually implement new policies or strategies is the end product of a chain of understanding and agreement - a step that requires leadership to ensure that agreements are translated into action.

 

Finally, the sustainable integration of new practices into everyday working life is one of the biggest obstacles to change. It is not enough to apply a change once; it must become part of the corporate culture. This requires challenging beliefs and habits and establishing lasting change through continuous encouragement and support.

 

A well-known company wanted to introduce a new business application based on modern software to improve internal processes. Although the management clearly communicated the new solution and trained the employees, the software was not being used effectively. Why not? The employees did not understand the need for change and saw no personal benefit in changing the way they were used to working.

This example illustrates the relevance of Lorenz's quote in a real-life situation. Clear communication, understanding of individual needs and continuous feedback are crucial to close the gap between 'accept' and 'implement'.

 

The path of an idea from its inception in the head of a manager, through linguistic communication, to long-term implementation and integration is complex and multi-layered. The process requires not only communicative clarity, but also empathy, patience and commitment at all levels of the company hierarchy.

However, active engagement and continuous dialog can ensure that the journey from 'thought' ideas to 'lived' practices is not in vain. The wise words of Konrad Lorenz provide leaders with a framework to navigate the multi-layered levels of communication and realize the transformation of ideas into permanently applied solutions. In today's ever-changing business world, this is perhaps the most important skill leaders need to develop to ensure the sustainable success of their organizations.