2,300 years ago, the noted Greek philosopher Aristotle made a significant discovery when he successfully identified the three core tenants to persuade another human being successfully. Undoubtedly influenced by the political events unfolding in Athens, Aristotle’s pointed observations revealed how some Athenians were able to attract and hold the attention of their fellow citizens in their attempts to persuade others, while others were barely able to register a blip on the radar.

What was the difference?

Aristotle determined three factors were at play when attempting to gain the attention and influence another human being.

These factors are formally known as Aristotle’s Rhetorical Proofs; Ethos, Logos, and Pathos.

In layperson’s terms, they translate to Trust, Emotions, and Reason. These are the Three Pillars of Exceptional Communication.

Aristotle correctly determined that we are consciously and unconsciously evaluating each other’s trustworthiness and rationality, while simultaneously having some emotional experience, in every interaction we have with one another.

More pointedly, in every interaction we have, the person we’re communicating with is determining if we are trustworthy or not, reasonable or not, all the while having a positive, neutral, or negative emotional experience.

The Three Pillars of Exceptional Communication, are the foundation for every interaction, including our communication in the workplace.

Given the significant impact of how we communicate at work, it makes perfect sense to explore how our communication affects those around us. A few slight adjustments can make a difference between being paid attention to or just cast aside.

• How does our workplace communication allow another person to determine we are trustworthy?
• How does our workplace communication cause another person to feel?
• How does our workplace communication impact how reasonable and rational we appear?

To answer these questions, let’s look at how each of the Three Pillars influences your communication practices, and what, if any, alterations may be necessary to achieve more satisfying and fruitful organizational communication.

Trust

What is a relationship without trust? Over. What is an untrustworthy organization? Out of business.

A friend once said that trust is merely a perception. In other words, trust is not a commodity to be bought or sold, nor is there any reliable objective way to determine if someone is trustworthy or not.

Trust is ultimately something we experience.

The experience of trust varies from person to person because what is considered trustworthy to you may be seen as untrustworthy to someone else. Therefore, it’s important to recognize with our communication in the workplace; it’s not how trustworthy we believe our communication allows us to appear, but rather how the person we are communicating with perceives our trustworthiness.

When considering our communication and trust, take an empathic approach. We want to ask ourselves, “How might the other person experience what I’m communicating to them?” Not only that, we want to consider our tone, language use, volume, and perhaps even the timeliness of our replies to their inquiries. Think about a time you did not receive a response to what you considered an important email, for example, and how that impacted your sense of trust in the other person.

While one communication approach works well for some, others will require a different approach. In an organization, what communication practices allow employees, clients, customers, and guests to develop a sense of trust? Take a moment to note what communication methods come easy for you and which ones are more difficult. For example, you may be more comfortable using email as compared to face-to-face interactions, or you may be more inclined to be direct with your words as compared to testing the waters.

Emotions

No aspect of our human condition has greater dominion than our emotions. Emotions show up in everything we experience! This applies to organizations as well, since they’re made up of humans with emotions.

Can you recall a time where communication in the workplace caused an uproar, created joy, or simply satisfied expectations? Have there been instances when you’ve interacted with an organization and their communication style dramatically shifted your attitude towards them, for better or for worse? Of course you have.

This emotional shift can be the difference between continuing to do business and/or work for that organization. Many times, it comes right back to communication style.

• What was the tone?
• What words were used?
• Was there a sense of empathy or hostility?

These are all important questions, as the emotions our communication generates in others can be the most significant factor in determining if the person will want to continue to interact with us.

Reason

Our ability to reason distinguishes us, as humans, from all other creatures. And while reason has allowed us to develop complex systems to organize our lives, provide predictability, and help establish laws distinguishing right from wrong, it is not perfect nor is it without fault.

The key is, what may appear reasonable to one person can seem equally unreasonable to another. For example, it may be perfectly reasonable for an organization to expect their employees to go “above and beyond” when assisting guests, customers, or clients. After all, the happier these folks are, the more likely the organization will achieve long-term success. However, if employees feel undervalued or underappreciated by the organization, the logic of going “above and beyond” takes on a different light. How reasonable is it to expect someone who feels undervalued to go “above and beyond” for anyone?

When it comes to reason, it’s vital that our communication approaches and methods are in alignment with what the person would find reasonable.

Trust. Emotions. Reason. These Three Pillars of Exceptional Communication are the keys to developing and maintaining consistently effective communication in the workplace.

Keep the Pillars in mind when communicating with your colleagues, staff, co-workers, clients, guests, and with anyone your organization interacts. Doing so will give you a better understanding of what communication choices you have, and in making more informed decisions, you only increase the likelihood your communication will be accepted, received and heard.