Management Communication: Three Guidelines You have to Follow

Management Communication: Three Guidelines You should Follow

In the event you're a leader you're taking a life communications assessment, so you had better read the directions first. Fail your business as well as the evaluation will lose profits and productivity faster than you'd expect.

Two days back I came home from your office feeling lively and invigorated. All that was changed by five minutes discussing with my wife. Do not misunderstand, it's not that I don't enjoy speaking with my wife. My wife was upset because of what occurred to her and after discovering about it, I was a little miffed as well.

She had left home in the morning salivating like one of Pavlov's famed pooches, and had gone to work that day anticipating the largest commission check of her profession. She found her check a bit light and did some investigating, upon picking up it. As it turned out, the big guy had altered the commission strategy overnight. Commissions for yearlong ad campaigns would now be paid at the conclusion of the entire year, when all money was accumulated, rather than now, when the advertisements were sold. Now be attentive, I'm not judging the validity of the commission plan. Think in regards to just how it had been managed, although there may be perfectly valid motives for the change. Nobody who was affected was told in advance this would happen or was even under consideration. My wife was not the only individual impacted.

"Wait a second, there, large mouth," you may be thinking, "if you tell the salespeople this sort of items in advance, they will just whine and cry and try and stop it from happening." You are likely correct. I'd like to ask you this, how much work do you believe anybody at the publication got done they found out concerning the commission plan changes? I'm not simply talking about the salespeople. What is worse your work force feels betrayed, and could even sabotage the business attempt to work off their frustrations. You've traded a small, manageable issue for a major headache. You decide.


Rule number one is brought up by this. Whether you're dealing with salespeople, floor- physicians or sweepers, anytime you as a supervisor need to make a decision which changes individuals lives, tell them well in advance of the event happening. At work, this typically affects the employee's benefits or the pocketbook. This isn't the only case study. I consulted a firm of over six hundred employees without telling the minions until they received their checks, where the longstanding Christmas bonus strategy shifted. Many people received hundreds less than they were expecting, most of which was already spent on Uncle Ed's new tie as well as a fruitcake for cousin Zelda. Hundreds of people weren't working while complaining about this violation of faith, and I, an hourly paid consultant, spent extra time learning about that occasion instead of working on the job I had been hired for.

Inform them WHY

Another leadership communication problem that will return to bite supervisors, CEOs, even special Project Managers is miscommunication, being misinterpreted. While I need my dog to make a move, I give her simple, one-syllable commands. "Bear, sit! Bear, stay! Bear, come!" Extra words lead to miscommunication. Problem: human beings are not dogs. We shower daily, do not have tails to wag, and don't blindly obey. The human mind is always striving to find the response to the never-ending question--"Why?" It can't be helped by people; it is in our nature. Look at what happened in the Vietnam War, where soldiers -- the most disciplined, regimented, and order-following breed frequently fought because they were uncertain of their assignment, their purpose. Let us expect the Libyan conflict isn't similarly mishandled.

Another rule of communicating afterward, for those in power, would be to offer sufficient advice for the employee to reply, "Why?" Many organizations went into a doctrine called Open Book Management because of this very reason. More problems are often caused by insufficient advice than divulging those deep, black business secrets. Look no further in relation to the 2011 labor dispute involving the NFL along with the Player's Association / Players. Allow the worker complaining about his last meager pay raise see where the company's cash went, that gains were down and that expenses may have climbed. This may drive an improvement in performance more frequently than not. You might have good reasons not to share everything with workers; if they were in your position just supply them with enough information which allows them to draw similar conclusions even though your company is completely ethical.


How about non-verbal communication? I am not referring to tone and gesturing here. That things is very important for communcations that are better as well. I am referring to some more international feature of direction communication that I'll simply call congruency. Workers will discover in seconds in case your message is belied by your actions. Not the best role model is the manager who preaches dedication every Friday day via text message from the 19th hole. You do not have to do everything the staff does; you're the boss. You handle; they produce. It just ensures that you absolutely must show that when it's important enough for them to do, it's significant enough for one to support.

I have outlined three things in this informative article that supervisors ought to know about when communicating with subordinates. First, if people where they live and breathe are affected by your message, get it out sooner as opposed to after. Second, you must give folks a reason why if you want them to handle your duties. Lastly, act congruently with the message that you project.

Many more guidelines exist to help you communicate effectively with workers. Be familiar with these three and you'll go a long way to sailing a smoother, more powerful business ship.

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