Some messages are too uncomfortable for team members to accept. When the gap between what a leader believes and what one or more team member believes is vast, discussing the issue will often be interpreted as confrontation, accusation and indictment.
Consider the example of a Startup CEO who learns that members of the Executive team no longer believe in the vision of the company, believe the strategy will fail and are looking to jump ship. Confronting those team members directly will likely result in denialand a feeling that the leader is being heavy-handed by impugning beliefs that they believe are well-founded. Little persuasion or change is likely to occur. Team members are more likely to run for cover and keep their true feelings and beliefs to themselves.
In situations where leaders view matters that differently from others, the challenge is how to raise the disagreement without lecturing and making team members feel small. The answer for leaders is to address a different audience.
Redirecting remarks to a different audience allows leaders to speak their mind and set the record straight without intimidating the primary audience. In the example above, the CEO might say something like, “I would presume people who report to you might have doubts and reservations about our vision, strategy and viability. Their views are not completely without merit. What I would hope you would say to them is this…”
Addressing a different audience with the same messages meant for those in the primary audience changes how people hear the leader’s argument. Without a need to defend themselves or to feel they are the focus of derision, team members will absorb the message more openly. This gives the leader and their arguments the best chance of persuasion.
Redirecting strong messages toward unnamed colleagues, friends, classmates, consultants, competitors and experts allows the leader to raise an issue without direct confrontation or accusation. While leaders should use redirection only when a candid approach will yield false submission without internal belief change, it is highly effective for getting team members to hear and process messages too uncomfortable to take-up.
Aiming a difficult message at a different audience while the real audience is listening in reduces defensiveness and allows team members to hear arguments they would otherwise resist. “Speaking past the room,” as it is sometimes described, allows team members to protect their self-image and avoid feeling targeted.
Audience redirection is a more common practice than many leaders realize. A statement like “We have colleagues across the organization that hide bad news. We won’t do that on this team,” when directed at seasoned leaders who have a recent history of squashing negative information is a prime example of redirection.
Leaders should avoid using redirection when a more direct message, albeit uncomfortable one, will not result in pushing honesty underground or having people feel cornered. Keep in mind that using redirection just to make a tough point is passive-aggressive and will undermine candid exchange. But in some cases, it is the only way to raise an issue without creating a chilling effect. In those extreme situations, audience redirection allows leaders to be as frank as they need to be.
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