Communicating Better at Work
Employees often show concern about the quality and quantity of communication at work. Some claim that management gives only lip service to open communication but does little to really communicate with them.
Others contend their organizations believe that posting notices on bulletin boards and sending out memos provide adequate communication. Still others say that they receive vague instructions that are difficult to follow.
Ineffective communication often results in poor cooperation and coordination, lower productivity, undercurrents of tension, gossip and rumors, and increased turnover and absenteeism.
Experience shows there are many ways managers can improve internal communication. Here are some things you can do:
- Understand that communication is a two-way street. It involves giving information and getting feedback from others. It isn't finished when information is given.
- Put more emphasis on face-to-face communication with staff. Don't rely mainly on bulletin boards, memos, and other written communication (including email).
- Ask yourself, each time you give an instruction, if the message is clear. Most vagueness is caused by failing to be specific. Example: Don't just tell an employee to "show more interest" in his or her work. If an employee spends too much time chatting with others, be specific about it.
- View information as "service to" staff and not "power over" them.
- Listen to staff members. Show respect for them when they speak. They'll feel like part of the team and will tend to be more dedicated and productive. One way: ask questions to show interest and clarify points.
- Don't just talk open-door policy. Practice it by walking around and talking to staff. Allow people to disagree and to come up with new ideas.
- Conduct one-on-one meetings. Ask each employee to tell you how you can help him or her do a better job. Then let them tell you how he or she can help you do a better job.
- Prepare publications frequently. Emphasize current issues that the staff care about; don't substitute quarterly "prettier" publications for substantive, up-to-date ones.
- Concentrate on building credibility. Managers who lack credibility and fail to create a climate of trust and openness aren't believed - no matter how hard they try to communicate.
Source: Communications Briefings. Volume XXII, Number 1.
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