in world-class business learning
USB-ED in the media
Watch | Read | Listen
Vacancies at USB-ED
Board of Directors
International Advisory Board
Who we are
Vision, mission, values
Communication – the golden thread of management effectiveness
The more one engages with participants on Management Development Programmes, at various levels and in many organisations in the southern African region, the more convinced one is of the need for managers to communicate more effectively in every way.
When I ask participants to comment on communication effectiveness in their organisations, I hear comments such as: “I was never told”, “I was never asked”, “I never receive feedback”, “I didn’t receive the email”, “Why is my manager not attending this course on communication?”, “There is no transparency in communication from the top”, “The goalposts keep on moving” and “Nothing ever changes, so why bother saying anything”. The recently released
USB-ED Management Index 2013/2014
found that there are a number of management challenges facing South African managers, one of which is the issue of communication. Effective communication appears to be the Achilles heel of many organisations, as only a little over half of all the managers surveyed indicated that top leadership in their organisations spend sufficient time communicating with staff and they are also of the opinion that their organisations are not providing sufficient support for virtual team working.
The quality of communication can make or break the effectiveness of managers, and hence the performance of team members. Communication is central to most functions and tasks that managers perform on a day-to-day basis. Whether planning, delegating, coaching, giving feedback, counselling for performance, running meetings, sending emails, making phone calls, video conferencing, giving instructions, writing memos, problem solving, managing change, and the like, effective communication is required.
Many organisational problems are caused by communication breakdowns such as misunderstandings, lack of stakeholder consultation and buy-in, poor relationships and conflict among employees, poor listening skills, lack of information, poor planning and preparation when speaking or writing, lack of feedback, no trust, lack of honesty, inability to have difficult conversations, lack of emotional intelligence, hiding behind emails, lack of skill to communicate, inappropriate use of technology, among other causes.
Another challenge in today’s workplace is that face-to-face communication doesn’t happen as often as many people would like. Today’s communication relies on conference calls and emails that make it challenging to get to know clients and employees. This is a common lament among people dissatisfied with the technology that has become the norm in their daily lives. But, with so many workers worldwide working in virtual teams, many relationships in business do rely on technology. That is not necessarily a bad thing, as long as they are using the right technologies in the right ways. The answer is not to abandon technology for a more human way of working, but to evolve technology to make the new way of working more human. This is captured well in the following quotation in
by Locke et al: “… there are millions and millions of threads in the conversation, but at the beginning and end of each is a human being …”
The benefits of effective communication are many, so it is well worth the effort. Problem solving and decision making will improve if team members and other stakeholders are involved, in that there will be more ideas and solutions to consider. Relationships with team members and customers will improve and result in greater profits. Fewer mistakes would lead to cost savings. There would also be a reduction in staff turnover as well as more successful change initiatives, among others.
Managers need to go back to the basics in order to communicate more effectively. They need to:
give feedback regularly (both positive and constructive)
think before speaking and writing
consider the appropriate medium for the communication purpose
prepare for communication events like meetings and performance reviews
put themselves in others’ shoes when communicating
avoid overusing email as a medium just because it is quick and seems safe
ask questions rather than tell
involve others in problem solving and decision making
keep employees informed
ask for feedback on themselves as managers, so that they can make improvements where necessary
have the courage to have those difficult conversations
, Susan Scott says: “Our work, our relationships and our lives succeed or fail gradually, then suddenly, one conversation at a time … the conversation is the relationship. If the conversation stops, all of the possibilities for the relationship become smaller and eventually fail.”
Jenny Douglas is a facilitator at USB-ED. Her areas of expertise include Communication, Leadership and Management, Emotional Intelligence and Team Leadership.
Well done Jenny. You're a woman after my own heart.
Managers should get more curious about their people, their organisations, their competition, the context in which they operate and the future. This way they'll ask more questions and do less telling. I wonder if managers think that positional power - or being an autocratic - is an effective way influence their people. They're not parents and their people aren't children. At work we're all adults with an equal right to communicate as one.
If we bring back the trust into our relationships at work we'd be able to communicate much more effectively. We'd also be able to get out from behind our mail boxes and get out there talking to each other. Lets allow the human being back into the workplace. Let's communicate with empathy and kindness while still telling the kind truth.
Posted by Tracy Marais on 03-09-2014 11:13 AM
1000 characters left
All comments are reviewed by the blog moderator before it is posted.