Bosses: 7 communication tips
Funny how many bosses think their subordinates are moving on
because of dissatisfaction over what they are paid. Wrong.
A study in 2001 involving some 20,000 exit interviews found that the No. 1
reason people leave jobs is "poor supervisory behavior." In other words, bad
bosses.
And one of the biggest factors cited in "poor supervisory behavior" was . . .
poor communication skills. People too often are promoted for their workplace
accomplishments, without any assessment of their communication skills, say
human resources experts.
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Simply put, if you aren't a good communicator, you probably shouldn't be a boss.
And you probably won't be one for long, although there does appear to be a lot
of bad bosses hanging on out there. Fortunately, good communicators are made,
not born, says David A. Owens, assistant professor of management at Vanderbilt
University's Owen School of Management.
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I talked to several management and human resources experts recently about
how well today's managers communicate, including their use of e-mail. When I
asked what bosses generally need to work on, here is what they told me.
7 basic communication tips
1.
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Be a better listener. Pay attention to your employees. Sounds simple, but
it is a common gripe, says Maureen Dolan Rosen, a human resources expert based
in Chapel Hill, N.C. Among the things she stresses in workshops with managers
is "learning how to listen better." She'll also offer a story about one of her
former bosses, who cleverly perched his hand under his chin and appeared in
meetings to be listening intently to whoever was speaking. But if you looked
closely, under his glasses, his eyes were closed. He'd use the meetings to
snooze.
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2.
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Make time for employees. Regular, one-on-one meetings with your team
members are important; if employees work remotely, meet by phone. If you can't
meet weekly, do it at least twice a month. And don't take phone calls during
meetings, unless it is an emergency. Show your employees they have your full
attention. Talk about their career paths and how you envision them growing in
their jobs. On the flip side, employees need to be aware of bosses' time
pressures.
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3.
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Get the word out to those affected as efficiently as possible. Take great
pains to reach those who should be in the know about workplace changes coming
down from above. This is tough. How easy it is to forget to tell someone, on a
timely basis, something they should know about to do their job. But know the
downfall: Work may not get done, and you may also look like you aren't in the
know — which doesn't exactly inspire confidence in your troops.
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4.
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Put out a consistent message about your values. Knowing who you are, and
what you stand for, can help your employees make better decisions on their own
(or at least decisions that you will like better). If you're sending mixed
messages, explain them or suffer the consequences.
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5.
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Give regular feedback; avoid surprises. Employees shouldn't first learn
about significant performance issues in an annual evaluation. They should be
confronted well beforehand (and as humanely as possible) that there is
something they need to improve. "The annual evaluation should be more of a
recap," Rosen says.
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6.
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Be effective in speaking to groups. I'm not talking here about speaking
to the local chamber of commerce or Rotary Club — although that is not a bad
skill to have too, by the way. I mean employee groups. If you can't speak well
at employee meetings or in front of employee groups, you lose credibility as a
manager. Learn how to do it; learn how to get better at it. The same thing goes
for writing group e-mails.
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7.
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Don't hide behind e-mails. Most delicate matters must be discussed in
person. Most conflicts must be settled in person, or at least by phone. When
emotions are involved, e-mail becomes a less-appropriate vehicle to
communicate. And e-mail is never an appropriate method to tell someone he or
she is being laid off, some experts say. (Yes, I know it happens.) Nonetheless,
e-mail is an important communications tool, so I've also included a set of tips
on how to communicate best using e-mail.
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Getting your own evaluation
Should you seek out feedback from employees on your performance as a manager?
You bet. It will engender loyalty, and likely make you a better boss.
How do you solicit such feedback? Larger businesses, such as Microsoft, have
annual manager feedback forms that can be answered by employees (anonymously,
if they so choose).
While that is one way to do it — and a way that is helpful in a corporate
setting, where you have large HR staffs — I suggest you continually strive to
get the feedback in person, as part of an ongoing dialogue with each of your
employees.
Don't do it via e-mail. Use your one-on-one meetings with an employee to hear
him or her out on an issue or concern with your management style. Try to disarm
the employee as much as possible, with humor or whatever, and be sincere in
your interest about what he or she has to say. It may be hard for you to do,
but it may even be harder for the employee to speak his or her mind. The end
result is likely to be a better relationship.
What if you can't get the employee to speak up? Your best bet is to keep working
at your dialogue, without making the employee uncomfortable. Over time, the
employee will confide in you. A smart way to end every one-on-one meeting is to
casually but earnestly ask, "Is there anything else on your mind?" Then be
willing to listen because, over time, you will be hearing more about what the
employee is thinking.
Acting on employee feedback
How do you handle an employee's criticism? You listen to what the employee has
to say, ask questions where appropriate, get the employee's suggestions on how
you could improve and then pledge to consider it.
You are likely not to agree with everything said, at least initially. But take
it all under advisement. Your initial reaction might be to reject the feedback
completely. Bad move. Tell him you will take some time to think about the
criticism, and get back to him later. Then do so.
Chances are, you will appreciate what the employee had to say, even if — after
spending some time thinking about it — you still disagree. Do get back to the
employee and pledge to do what you feel is necessary to enhance the
relationship.
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Monte Enbysk
Monte Enbysk is managing editor of the Microsoft Small Business Center and
writes occasionally about technology for small businesses.
For customer support options, tailored business advice, and a single point of
access for Microsoft's small-business solutions, see the
Microsoft Small Business Center home page.
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