It has been said that facts mean nothing unless they have been rightly understood, rightly related, and rightly interpreted. This column has often explored the many reasons miscommunication occurs. We've discussed the impact of culture, race, gender and age when it comes to people not being on the same communication page.

Yet, regardless of our many differences, there are specific tools that can help any professional communicate more effectively--particularly when it comes to giving direction or instructions to those you work or play with.

--It is important when communicating to make sure your intention is clear. The receiver of your message or instruction should know what the spirit of your communication is. Even if they are not exactly sure about the specifics of what you are saying, by being clear on your overall intent or motive, it helps them ask appropriate and relevant questions as well as make informed decisions.

--Communicate in a specific way about what you want the final product to be. This has to be even more detailed and specific than simply stating your intention. This is about tangible results. This is about a final outcome, product or service. For example, "By September 1, 2004, our team will increase sales revenue by 20 percent."

--When giving instruction or direction about money issues, don't say things like, "Spend as much as you need to in order to get the job done," unless you absolutely mean it. There are countless examples of managers and others who wind up flabbergasted when they get the final price tag for a particular project or purchase. Then, when a project manger says, "You said to spend whatever it takes," the boss says something like, "Yeah, but I never knew it would cost this much." To avoid such miscommunication, make sure you set a cap or a limit on how much you want to spend on a particular project. Then, create a feedback mechanism for your people to come back to you if they feel they need to go over-budget to get the job done.

--Context is critical. Since we are approaching summer, many organizations loosen their dress codes. Yet, this presents numerous communication challenges and potential issues. For example, some company policies will refer to "casual Fridays" and will tell employees to "dress comfortably." Sounds fine, right? But what happens if an employee comes in wearing flip flops and a tank top when you really meant walking shoes and open collared shirts? The problem is that words like "casual" attire are interpreted differently based on a lot of complex factors. You need to set a CONTEXT for employees not only by telling them specifically what attire is appropriate, but to communicate clearly that certain types of business activities that occur on Friday preclude the dress code policy.

--Differentiate between something that MUST be done as opposed to something you would PREFER to have done. For example, "Get to the office around 9:00 a.m." Is that a workforce guideline? Is 9:10 a.m. considered "around 9:00?" What about 9:30? Or, does it not matter much since you also tell employees we work until "about 5:00 p.m." but often expect them to be there much later if the workload requires it. It is great to have flexible work hours, but managers must communicate the difference between preferences and requirements. When you don't, you're writing a prescription for miscommunication, unnecessary conflict and frustrating confusion.

The key is to be more specific than you think you need to be. Never assume that your diverse workforce understands your instructions in the same way. That's what makes communication the complicated and fascinating craft that it is.

Dr. Steve Adubato coaches and speaks on the subjects of communication and leadership and is the author of the book "Speak from the Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza, Newark, NJ 07102, visit his Web site at www.stand-deliver.com, or e-mail him at sadubato@aol.com.

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