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Framing Your Message
One of the core capabilities of a leader is the ability to influence others. Whether it’s influencing people to take on a project or initiative, to dedicate resources to it, to contribute skills and experience, or to implement specific goals, the leader is constantly working to ensure everyone in the work community is on the same page.
One influencing skill of particular relevance to leaders is that of FRAMING.
Let’s consider a picture frame. What are the purposes or functions of a picture frame?
A picture frame:
holds the contents
protects the picture
helps you hang it on the wall
signifies importance
attracts attention to the contents.
The communication frame
In a similar way a ‘communication frame' is a way of protecting your message and establishing boundaries around an idea or a message. It indicates what the idea/message is about – and what it is not about. It positions the idea/message in relation to the audience and the way they perceive or experience it. Framing is important to ensure that people are talking about the same thing.
Framing can be useful in many contexts including:
establishing the purpose and agenda for a team meeting
introducing the next stage of a project
beginning a discussion about key issues
working with key stakeholders to clarify expectations
working with people who may be unhappy or unsure about the team's activities
recognising success of team member contributions.
Imagine a manager is opening a team meeting. Spot the difference between these two frames:
TEAM A
TEAM B
‘Someone has made an error. This meeting is to find out what went wrong, who is responsible and who can fix this mess that we’re in.’
‘One of our stakeholders has raised a serious concern. Today’s meeting is to share ideas and explore the possible causes of the error, to build a team plan to minimise/eliminate similar errors in the future, and to work together to get the project back on track.’
What might be the different responses/reactions from Team A to Team B to each of these statements?
What implications might their response have for the quality and depth of discussion?
What underlying (covert) messages might the manager be sending?
What interpretations/meaning might team A or team B make from the frame?
Team A – possible meanings
Team B – possible meanings
We’re in trouble
It’s somebody’s fault
It’s not good to make mistakes
If I make a mistake in the future I could be treated in this way
We’re in a mess because of me
I will do anything to avoid making errors in the future
I will do anything to ensure my manager doesn’t find out if I DO make an error
We communicate with our stakeholders and take their concerns seriously
We work as a team to respond to issues
We try to identify causes of errors (rather than just blame people for the symptoms)
We are committed to continuous improvement
We use errors as a way to learn and improve our systems
We work collaboratively as a team to explore options
We all take responsibility for actions to rectify issues
We listen to each other’s ideas
What does your frame look like?
• What are the key messages you need to share at the moment?
• How can you frame those messages to support the outcomes you want to achieve?
• What type of frame will be most relevant/appropriate/best received by the intended recipient?
Something to ponder
‘People don't change their behaviour unless it makes a difference for them to do so.’
Frank Tarkenton
BC Learning Solutions Pty Ltd GPO Box 1499 Hobart TAS 7001
03 6243 8991 (phone) 03 6243 8997 (fax) bron@bclearning.com.au
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One of the core capabilities of a leader is the ability to influence others. Whether it’s influencing people to take on a project or initiative, to dedicate resources to it, to contribute skills and experience, or to implement specific goals, the leader is constantly working to ensure everyone in the work community is on the same page.
