As someone who has been identified as an "on the porch driver", I have had to deal with this sort of situation on more than one occasion. The most important thing is to identify the type of person you're trying to deal with and then speak their language, not yours. For instance, I try to (when communicating with someone with a different personality type) meet them on their turf. I've also learned to give them lots of space. Additionally, I'll slow down and speak a little quieter than usual. I'll also try and identify the form of communication that works best for them...email, phone, face to face, memo, etc. Not every form of communication works for every person. By modifying your behavior you can accomplish a whole lot more in getting the response you need from others.
Cindy W. Schloss
Regional VP/GM
Clear Channel Radio

There are a couple of things I strive to do when dealing with difficult encounters or personality types. My first rule is to keep the end goal in mind. By focusing on the end result it's easier to drive through all the noise. Second, I try to keep my ego out of the way. It's not about me, it's about clearly identifying the issues, strategy and results, not who's right or wrong. I usually find the opportunity to work with people who are my opposites or "difficult" fairly invigorating and welcome the challenge. On those times when all else fails and it's just not going to work, I'll bring in someone else who can communicate more effectively, which really brings it back to the first rule anyway.
Ruth Presslaff
President
Presslaff Interactive Revenue

Get people in a room face-to-face and work through the issues until consensus is reached. Do not allow yourself to be a one-to-one conduit. It is better to “go direct.”
Kathy Stinehour
Market Manager
Cumulus Toledo

I always try to put myself in the other person’s position, try to see things from their perspective.
Realize that the person you are trying to communicate with did not wake up this morning with the single thought of how to ruin your day…at the top of their list. Commit to memory that how you perceive the situation is most likely inaccurate….ask questions to get a sense of the current situation, before you act. Finally, remember that humans deal from a position of enlightened self interest.
Mary Quass
CEO
NewRadio Group, LLC

First of all, I never assume that anyone has heard me. Whether in person or in writing, I am careful to restate the issues being discussed and the follow up involved, if there is any. I think it is very important that everyone leave a conversation or meeting with the same agreement.
I also believe that with all communication, for people to pay attention to it, there must be something in it for them. It is important to make sure the recipient can clearly see the benefit or understand why they need to consume the information. People are busy. I believe everyone is interested in communication that is clear and to the point. Time is becoming more and more of an issue. The less we waste people's time, the more impact the communication will have with them. Allow individuals to take ownership of information. Not everyone has the same style or works the same way, but everyone appreciates the opportunity of being heard and most important being respected. Everyone may not like you, but if you can say everyone respects you, you should be very proud. Last but not least, if a mistake is made, don't be afraid to communicate that a mistake was made and move on quickly. Dare to be different. Challenge everyone. Your point will be heard.
Erica Farber
Publisher/CEO
Radio & Records

There are two basic roadblocks: the "temporary failure to communicate" and the "serious continuing communications failure". The first just means you didn't listen well and they didn't want to listen at all. Sleep on it. Think it through from their POV. If you can't, talk it out with an impartial person who's in a position to tell you the truth. Then listen to them. What really matters to them? Go back and try it again. The "serious continuing communications failure" usually means you and the other person have completely different agendas. You may share a goal, but not the means of attaining it. First, recognize it. You won't want to. It will mean something or someone will have to do some serious changing--either of attitudes, approaches or jobs. If this isn't a person you can sit down with and have a candid discussion, then you might want to reexamine whether you fit the corporate culture this person respresents. If they work for you, advise them to find a better fit elsewhere, or rethink their approach. If you work for them, start reassessing your own fit and future.
Mary Beth Garber
President
Southern California Broadcasters Assn

Communication roadblocks occur when parties don't actually "hear" what the other is saying. There's a technique espoused by Dr. Thomas Gordon, who founded Leader Effectiveness Training, that works very well. When there's a "breakdown" of sorts, meet with the individual and echo back to them what you've heard them say, asking them if that's in fact what they meant. It is one of the simplest techniques I've ever used, and it is, indeed, very effective. It opens the door for increased communication, without injecting any judgment into the proceedings.
Corinne Baldassano
President
Translucent Media

Effective communication has many facets, especially in the digital age. First, I try to have an "open door" policy. I make myself as available as humanly possible and I encourage my people to do the same thing. If I'm busy, I say "come back at such and such a time". I also try to keep my management and staff informed via emails, memos or quick face to face "catch-up" meetings. I return phone calls and emails promptly and I make decisions quickly so that everyone can move on with the business of building our business.
Joan E. Gerberding
President
Nassau Media Partners

Whether supervising several people who are in conflict, or meeting one-on-one with an individual, there are communication techniques that can apply to nearly all situations. In a group setting, at the outset, ask the participants to check their egos at the door. You must initially get a consensus that the end result has to be one that benefits all concerned. You should then naturally be able to prod the participants to see things from the others’ viewpoints. If voices are not being heard, call a “time out” and re-state what you have heard and gently steer the discussion back to the direction it needs to take to achieve consensus. In one-on-one situations, the same process can be used but on a smaller scale. Agree what the end result needs to be. See things from the other’s point of view (and you can get him/her to see things from your point of view by asking how he/she would solve the problem). Remember that the end result needs to be what’s best for the company while at the same time making the participant feel part of the process.
Amy Waggoner
President KQRS, Inc.
Market Manager ABC Minneapolis

We make a regular habit of talking about the specific strengths that each of our individual managers brings to the table. We have weekly department head meetings, where we share "good seeds" -- examples of good things that have happened by different team members during the previous week. I follow up with a hand-written note then, to those people, to thank them for a great job. I have also used an exercise for team building, where each person writes down their favorite trait about each manager in the room. This is a great way to understand that it truly takes all types to round out a "team." You cannot really succeed without a few "drivers," a few "amiables," a few "analyticals," and a few "expressives." I've found that the teams that are most successful are usually made up of a real cast of characters.
Kim Guthrie
Regional VP
Cox Radio

This continues to be a challenging area, particularly in our industry when time is limited and projects need to be turned around very quickly. Communicating effectively is an art form. When communication challenges arise, I make special efforts to practice effective listening skills; hear what the person is communicating, prior to any interruptions. Most people just want to be heard. I then determine what they mean and try to place myself in their shoes to understand why they feel or believe the way they do. I ask key questions: "How can I help or what can I help to do to resolve the issue?" Once we direct the focus on getting a mutual agreement or resolution as quickly as possible, rather than pointing out whose fault it is, problem resolved.
Mary Ware
V.P./Director
Katz Urban Dimensions

If I'm mediating a communication problem between two people I supervise (a driver and an analytical for example), I try to meet each one privately and a) listen to their side of it, then b) ask them to restate the argument, from the other person's point of view. Sometimes I'll even ask them to "pretend you're the boss and you have these two talented people who can't seem to get together...what would you do?" Getting them out of their point of view-- without de-valuing their point of view--is one of the most helpful bridge builders I know. If I'm in a head-to-head problem with someone, I try to take the high ground and make them know I'm sympathetic to their point of view. I try to emphasize we really have the same goal (unless this is clearly not the case). If it's really sticky, I ask for a few minutes (or hours) to think about a different/better way to resolve the problem, and promise to get back to them later. Cooling off never hurt anyone. If the problem is persistent/chronic, I might ask the person (in a highly friendly manner) to email the details of what they need. Often, people who are verbally contentious can be neutralized by asking them to put it in writing.
Judy Carlough
Local Sales Mange,
WKLB, Greater Media/Boston

Most communication breakdowns occur when there is a lack of understanding between the people involved. It’s important that we encourage people to learn the needs, goals and issues their coworkers are facing. When that kind of mutual “needs assessment” occurs, it will help both sides to come up with viable solutions.
Nancy Vaeth-DuBroff
Senior Vice President/Regional Manager
Susquehanna Radio

It is good to empathize with the person, understand what they may be going through. Then simply say, “I’ve been thinking about this and can we start over? I want to completely understand the issue on ___ and know what is the best way for us to communicate going forward.”
Val Maki
Radio Division Vice President
Emmis L.A. Market Manager