Spend any time around the military, in particular those in more ‘operational’ specialties, and you’ve probably heard prolonged discourse between members in some sort of grunting, identifiable by the root sound “hoo-ah“. This language is ubiquitous across service branches to exclaim, motivate, question, acknowledge, or agree.

From my observations over 32 years of military service, it breaks down something like this: USMC = Oorah or Hoorah; Army = Huah or Hooah; USAF = Hua or Huah.

Admittedly biased, I ascribe to an unverified report the sound and defacto meaning originates from the USAF version wherein operators used “Hua” as a communication pro-word to shorten radio transmission time acknowledging the message was ‘heard, understood, and acknowledged’ (HUA). A Google search will no doubt provide ample contradiction to its origins, and confirm your belief that I am full of hooey (not to be confused with above).

This article is about more than the ad hoc phonic of snake-eaters. It’s about the challenges of interpersonal and organizational communication. And it’s not just a lack of that’s the problem. For instance, Air Force Handbook 33-337, The Tongue and Quill, states that “For communication to be successful, the audience must not only get the message, but must interpret the message in the way the sender intended.” It’s true what my friend Terry always said: it’s not so much what I say, but my delivery that is sometimes the problem. Maybe that’s a problem in organizations, too.

Some are very good at communicating and some are not. Having experienced, present day included, the effects of poor organizational communication, I strive to do the best I can as a leader to be the former. Too often, leaders hold information hostage as if it will somehow weaken their position or undermine their authority if shared with subordinates. While there will always be circumstances not everything can be shared or is known, the vast majority of instances I’ve found it’s better to be direct, transparent, and even over-communicate, than to withhold.

Withholding information causes people to question motives and to create their own narrative – which may or may not be accurate. Rumors, misinformation, and distrust run rampant in organizations where leaders poorly communicate. Those leaders often believe ‘information is power’, and withhold it or wield it like a lever to retain control or to control others. And ‘controlling’ is neither a respected leader characteristic nor an endearing relationship quality.

I’ve found those who operate that way or control others by withholding information are often the same types of people who are insecure in their ability to lead; threatened by others’ success; or underestimate their people. Organizations are made up of bright, mature, competent professionals anxious to help it succeed. They can handle the truth, and respect a leader who tells it like it is…even if it’s bad news or the information might change later.

What they don’t respect, nor appreciate, is being kept in the dark.

Communication is difficult in the best of times, so it’s easy to see how remote-work compounds the problem. Isolation, home internet, diminished ability to read body language or facial expressions, and a host of other issues seldom considered before lockdown challenge today’s communication.

Side note: have you found yourself wondering whether video avoidance on remote meetings is a bandwidth issue, privacy concern, or maybe a matter of having ‘let oneself go’ a bit the last six months working from home?! Admittedly, I have gotten quite comfortable skipping the razor and being minimally attired…no shirt, no shoes, no problem! Except when I’m one minute out from a video call and two floors away from my closet…

Notwithstanding these current isolation, self-care, lack of face-to-face interaction, or technological impacts, even normal communication is impacted by varying expectations of necessity, purpose, and audience. Is it intended to direct, inform, or persuade? Does your audience need to know, or just want to know?

Whatever the intent or purpose, solving organizational communication involves asking myself, “Does everyone in my sphere of influence know or have the information they should about the subject?” If the answer is no, why not?

It wasn’t communicated? They weren’t paying attention? They heard but didn’t listen? They listened but couldn’t hear? Was it lost in translation? How does chain of command or hierarchy factor in?  If supervisors are given the information but fail to pass it along to their people, is that the originator’s problem?

What about texting or social media? Have you seen (or been victim to) ‘auto-correct gone bad’?

Just the other day I sent a text intending to make light of a situation, but I failed to insert the ‘eye-roll’ emoji at the end. Just that simple oversight led to an entire day of tension and silent treatment. (Insert eye-roll)

Like other challenges, maybe there’s no easy answer to solving communication problems. But I have found timeliness, openness, transparency, and over-communicating helps.

As does trying hard for my walk match my talk, but extending grace where possible knowing my own propensity to get it wrong sometimes.

Can you hear me now?

Get Strong. Be Strong. Stay Strong.

AFH 33-337, The Tongue and Quill, retrieved from https://static.e-publishing.af.mil/