From Over-Informing to Over-Communicating: The Role of the Chief Reminding Officer

Effective leadership requires more than just distributing information—it demands creating an atmosphere where true communication thrives. This is where the concept of Over-Communicating Clarity comes into play. While the term is used in my Entrepreneurial Operating System (EOS) implementations with clients, its application is universal across various business frameworks and managerial styles.

Understanding is Not Enough

In any organization, clarity is often assumed to be synonymous with understanding. Whether it's discussing company goals, roles, or values, the immediate aim is to ensure that everyone "gets it." However, let me challenge that notion: understanding is not the endpoint but the starting line. The ultimate objective of repetitive communication isn't merely to inform but to foster buy-in. When a team commits to shared goals and values, that's when the magic happens. This is the difference between "shared with all" and "shared by all."

The Pitfalls of Over-Informing

You might think you're saving time by merely telling people what they need to know. You're not. In fact, you're setting your team up for misalignment. In the world of EOS, this is like ignoring the importance of Traction. The lack of collective buy-in will bog down your ability to execute effectively.

Strategies for Effective Over-Communication

So, how can we bridge this gap? Here are some universal strategies:

1. Take Your Time: Whether it's a weekly meeting or a quarterly review, don't rush through the agenda. Allow for pauses, questions, and spontaneous discussions.
2. Encourage Active Participation: Don’t wait for a designated Q&A segment to take questions. Create an environment where questions are welcomed at any point.
3. Leverage Multiple Platforms: Use a mix of communication channels to reach your team—be it in-person gatherings, video conferences, or even asynchronous messaging platforms like Slack.
4. Model Alignment: One person shouldn't shoulder the responsibility of communication. Have different leaders take turns in presenting key messages to model teamwork and shared ownership.
5. Be a Chief Reminding Officer: Your role as a leader isn't just to be a conveyor of information but a constant reminder of the organization’s core objectives and values.

Final Thoughts

Over-communicating isn’t about redundancy; it's about resonance. It's about moving from the role of an information dispenser to a Chief Reminding Officer. As you drive your organization toward its goals, whether you're using EOS or any other framework, remember that your task is not merely to be understood but to align your team for effective execution.