by Richard Avdoian
Employees frequently list ineffective managers and poor communication as the top reasons for leaving a company. Employees feel there is a lack of quality and quantity of communication of pertinent information regarding the financial stability of the company, challenges and changes that directly or indirectly affect them.
Employees share that management typically gives lip service or minimal information and feels that is sufficient without really communicating. It isn’t sufficient to rely only on notices on bulletin boards, emails, memos and slips in paychecks to disseminate adequate information.
Ineffective and infrequent communication throughout the workforce often results in negative talk and dissemination of inaccurate information that spreads like wildfire. The byproducts can be the departure of employees, decreases in morale and productivity, and negative talk bleeding to the communities and customers served, seriously impacting production and profits.
Patrick Donadio, executive coach/speaker and author of the upcoming book “Communicating With IMPACT,” says: “In order for leaders to build deeper relationships, they should communicate with employees in three ways: physically, mentally, emotionally. Don’t just share information; think of how you can ask open-ended questions to get people to mentally engage and use compelling stories to help them to connect emotionally with you and the organization’s mission.”
Here are a few ways managers can improve personal and company communication:
Be approachable. Don’t simply say you have an open-door policy. Make it a practice to walk throughout the company interacting with employees, making you visible and accessible.
Be attentive. Effective communication is a two-way street. It is not simply the sharing of information but also an opportunity to elicit questions, encouraging feedback and suggestions.
Give feedback. When questions are asked or a concern is shared, acknowledge you understand and will investigate. Then be accountable to respond in a timely manner.
Ask, ask and ask. Don’t assume they understand the instructions or information given. Lack of verbal or nonverbal affirmation does not ensure they comprehended the specifics. Request a verbal response to confirm understanding. Most vagueness is caused by lack of specifics or unfamiliar terminology.
Sharing is unifying. Adopt the mind-set that the sharing of information throughout the ranks is providing a service to employees and not a position of power.
One-to-one and small-group contacts. In addition to memos, posted notices and meeting minutes will help cement the understanding and adoption of changes and information. This will likely minimize delays and errors.
Be present and listen. Give your total attention to the person you’re speaking with. It is not only being respectful but also helps create a “we culture” where everyone’s opinions and concerns are viewed equally. Employees who are recognized feel valued and in turn will be more motivated, dedicated and productive.
Adopting these basic tips will not only create a “we culture” but, more important, position you as a leader who is credible and supportive. Establishing a workplace that is built on trust, respect and openness is paramount to effective working practices; motivated, engaged employees; and maximized efforts from the entire workforce.
Richard Avdoian is founder and CEO of the Midwest Business Institute Inc., a business consulting and training firm. For information about training and seminars, contact Richard at 618-972-8588 or Richard@RichardAvdoian.com.
Submitted 7 years 179 days ago