alt Hacker NewsThis is a really tough one isn't it? On the other hand I personally don't like when leaders or managers are over communicating (contrasting to this article). Of course I never say it, so the author can claim that nobody has criticised managers for over communicating, but I do despise too frequent check ins, meetings that are going too long, people who talk for too long when I just want to get started already. Managers who repeat the same stuff, talk overly verbose, speak 5 paragraphs of something that could be a sentence, etc.
They are not bad people, but I do personally feel annoyed by it, and I do feel it drains me of energy and flow. I feel like there are too many 1 hour meetings that shouldn't have been there at all or could have summarized in 5 minutes.
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You can both speak the exact same language and still have misinterpretations on what needs to be done. I've witnessed that multiple times. Management team holds a meeting and agree on what needs to be done. Single manager meets his team and tells them something, but not totally the same thing on what needs to be done. Each team member just nods and starts working. Everybody gets annoyed. Somewhere in the communication line something went horribly wrong.
The article also forgot: don’t make communication synchronous when it could be sent as text. People generally can read faster than you can speak.
Lots of people speak instead of write for no reason other than they are bad at typing.
It’s not that annoying or burdensome to be repeated to in text.
Some people don’t read, but those people can be special cased with meetings and talk.
sounds like they have a hammer (the sync, in-person meeting) and go around looking for nails. I don't think the key is simple repetition, but reinforcement. This means the appropriate channel, content and timing - all influenced by the situation and clear understanding of what exactly is the motivating problem for the communication.
Overcommunication is a failure to provide appropriate context, with a side of bad delegation and overinvestment in process.
Without context, manager communication is noise. It's a waste of everyone's time and is functionally sabotage because it disempowers people. Worse, the problem can compound itself when a team gets demotivated and the manager tries to solve "lack of ownership" by spending even more time trying to direct behavior.
Good managers give their team appropriate context and tools, and then trust the process. Good organizations train and support managers in doing that.