Non-binding communication leads to disaster

Everyone knows it, a lot is being talked about and after an hour of meeting, you leave the round and wonder, what was that all about? In the worst case, the issues were not resolved, but more were added. Just imagine the ninjas in the meetings, whether on a global level, via Skype conference, or sitting at a table; they behave very quietly at the beginning, then emerge in a huge cloud of smoke, and before decisions are made, they disappear again. But does this lead to the goal? Especially in a crisis where quick, pragmatic solutions and decisions need to be made. NO!!! The consequence of this is rather the escalation of problems and the increasing discontent of everyone, that nothing was achieved again. The problems were rather ignored and the necessary decisions were postponed.

Clear communication is the key to success not only in rescue operations

Last Monday morning at 2:33 a.m., it was once again time. The BOS alert (radio pager for emergency services) jumped on the nightstand with a shrill cry, alerting to a new mission. A driver had committed a hit-and-run on the A8 motorway near Stuttgart while injured. Within 15 minutes, the operations management expected feedback on how many search dog teams and helpers without dogs would arrive at the scene, and with what lead time, in order to be able to take further measures such as assigning search areas. In such cases, each dog handler is expected to provide a positive or negative response. All this without forming a working group or spending hours weighing the conditions. The team on that Monday morning was not large, yet it approached the scene with great enthusiasm, where another important coordination awaited them, the briefing by the overall operations manager. Usually a well-lit area shielded from the public, where all rescue forces gather. The overall operations manager provides information on who is being sought, if known, with name, age, gender, and distinctive features, and whether the person poses a threat. Afterwards, he opens the floor for questions in a clear and structured manner, to avoid disruptive interjections and prevent the conversation from drifting into a casual discussion where important points are discussed in a social setting and the main topic fades into the background. Following this, the search areas are defined, with each unit being assigned a clearly defined search area to be searched by the respective dogs. There is no room for negotiation or bargaining here to get the search area with the highest likelihood of a find to receive recognition.

It is a team effort and ultimately about saving lives.

Communication in the smallest unit is between me as a dog handler and my highly motivated dog for whom everything is just a game. He does most of the searching work with his nose as he zigzags through the forest unleashed, trying to pick up the scent of the missing person. When he finds the person, he barks until I reach him to provide first aid. However, I must strategically instruct him so he can perform his job effectively. If he leaves his search area, it is as useless as if my employee developed the wrong product. I must warn him of dangers to be able to call him back quickly. In case of changing conditions, I must intervene and adjust, just like with my employee, to avoid him going in the wrong direction or, worst case scenario, onto the motorway. Short and clear instructions help me to buy time, while also giving the dog the confidence to do the right thing. Open, honest, and audience-appropriate communication contributes to the trust and loyalty of the employee. Often in meetings, I wish for the application of the top radio rule: Think first - then activate the radio - Speak - and then sign off. Yours, Felix WILDE with Buddy