The Virtues of Redundancy

There’s a reason speakers and meeting facilitators repeat their most meaningful key points.

We live in a time when attention spans are short and boring your audience, even if it’s only the one person you are talking to, is to be avoided at all costs.  Leaders are urged to keep it brief to avoid people tuning out or being seen as inauthentic.

However, according to Dr. Adam Grant, new research shows that great leaders are intentionally repetitive in their communication.  In his “Adam Grant Thinks Again” blog, he shares that when it comes to how leaders communicate “it’s possible to overdo it. But research hot off the presses shows that it’s better to overcommunicate and be seen as redundant than to under communicate and miss the mark.”

To make his point, Dr. Grant shares the story of one twentieth century leader who was warned by his speech writers not to re-use a particular phrase that had he had employed on other stages.  He didn’t take their advice; his choice to repeat himself made history.  Dr. Grant’s short post will explain “Why Repeating Yourself Is a Good Thing.”

As Dr. Grant says “it’s better to overcommunicate and be seen as redundant, than to under-communicate and miss the mark. “

Published by edstillman

I grew up in Carlsbad, north San Diego County, lost my dad as a teenager, went into the USAF for four years and hired on with 3M in 1969. Received my AA from Santa Barbara City College, BA and Masters from Redlands University and after 33 plus years, I retired from 3M in 2002. As I look back on my life, I have been creating myself and developing my skill sets to be a business coach and a Vistage Chair. I am president of SEOT, a "personal improvement" consulting firm spending most of my time working with Central Texas executives running small to medium size for-profit companies who are focusing on improving their profitability greater than their competition. My area of interest is assisting senior executives in creating a better balance between business commitments and personal relationships. I also facilatate three leadership labs each consisting of a dozen owners, presidents and CEOs. We meet monthly both in a group setting as well as in a 1-to-1 coaching session. Our focus is to sharpen each others' skills in becoming better leaders, making better decisions and taking ourselves and companies to that next level. Who are we? My members are experienced top executives who recognize that they don’t have all the answers and who actively seek the company of successful peers—both to give and receive insights and ideas. My members mine the 200 plus years of chief executive experience that comes together in our monthly meetings and members are eager to offer their own experience and insights in the process. As a group, we spend our time exploring topics members can't discuss anywhere else. My members have many other places where they can engage in idle, "cocktail party" chatter. Our mission is to provide the setting for discussing the "undiscussable." Where or who can you go to for confidential, honest feedback to assist you in minimizing your personal "Worry List"?