Defining Your Company's Language Six Tips to Make Sure Your Company Talks "The Talk"

By Rebecca A. Morgan

To be successful in business, it's important to find common ground with your associates and partners, but it's equally important to speak a common language, even if you're all speaking English. Businesses have their own versions of business-speak, often made up of company colloquialisms, proprietary phrases, and technical terms. Without all parties involved in a decision having the same understanding of terms used, businesses can lose valuable time and money.

I recently helped the management team from Moen, Inc. find an advanced software application. The company had difficulty making the right fit for this important software. Team members had a long tenure with Moen and their language and knowledge were very company-specific. They were unable to effectively open their options beyond what they already knew so it was up to me to help them overcome these hurdles and find the right application.

Six tips how not to be separated by a common language:

1. Avoid AA ("Acronym Assumption"). Even AA can mean something different to you than to me. OK? Make sure everyone's on the same page ASAP. Spell out what acronyms stand for before use.
   
   
2. Ask new employees to note when company terminology isn't clear. Encourage them to ask for clarification and share when everyday language communicates more clearly than office jargon.
   
   
3. Develop a glossary of acronyms and terms used by your office and avoid ambiguous terminology. Distribute information to all employees and business associates.
   
   
4. When in doubt, find out. If you're unsure what someone is talking about before starting a shared project, you may end up moving in opposite directions.
   
   
5. Everything bears explanation. Reiterate and clarify all communication. Define meanings within the company and the business world you operate. Do not move projects forward without determining that all steps are clearly understood by everyone.
   
   
6. There's no substitute for clarity. Be specific by saying things such as, "When I say Sales and Operations Planning, I refer to the meeting, not the process of preparing for the meeting, nor the aftermath of the meeting."
   

Rebecca A. Morgan has been an authoritative voice in the various aspects of business operations for more than 25 years. Founder and president of Fulcrum ConsultingWorks, Inc., Rebecca has a wealth of experience from which to draw when working with her clients, assisting them in defining and executing profitable operations strategies. In addition to contributing as a weekly columnist for INC.com, Rebecca’s expertise has been tapped by many national and local publications on topics ranging from lean manufacturing to steel tariffs to B2B relationships.

Fulcrum ConsultingWorks Inc. is located at 17204 Dorchester Dr. Cleveland, Ohio 44119-1302. Rebecca may be reached at 216-486-9570 or online at www.fulcrumcwi.com.

Published in Networking Today, August 2004.