1. Get somebody to do something.
2. Get somebody to stop something.
3. Allow someone else to do something.
But clearly, there will be no action unless you address the second communications challenge by giving the recipient a personal
reason to do something based on the information. “If it isn’t relevant to my job, my rewards, or my view of myself, why should I do
it?” says Ovaitt. “Executives who are really naturals at communicating this way are few and far between. For most, it is something
they have to learn to do.” Information transparency builds greater
trust, because it doesn’t look like you’re trying to hide anything,
but you still need commitment and action. Companies often cre