Several years ago, as a result of a Management Team Building Workshop, I was tasked with chairing a Communications Committee. The purpose of the committee was to determine if communication within this large organization was meeting the needs of the employees. I was surprised at the findings. This article highlights the findings and provides other information that you can use to improve communication where you work.
More than 500 employees of various levels, line-level to executives, responded to an on-line survey that asked fourteen questions. Most of the questions provided for a range of responses from strongly agree to strongly disagree. There were also four open-ended questions. Examples of the questions included:
- Communication in the “organization” generally meets my information needs.
- Communication in my work area generally meets my information needs.
- I am satisfied with available communication related technology.
- In your opinion, how could communication be improved? (Open-ended)
It caused me concern when two large divisions asked for paper copies of the survey. That was my first clue that information technology use was less than what I expected.
Here are some of the results:
- Communication in the “organization” generally meets my information needs – Executives agreed or strongly agreed 67% of the time. On the other hand, line employees and first-line supervisors dropped to 31%.
- Communication in my work area generally meets my needs – Executives agreed or strongly agreed 67% of the time. Line employees and first-line supervisors jumped up to 43% and 48%, respectively.
- I am satisfied with available communication related technology – Executives again agreed or strongly agreed 67% of the time. Line employees were lover at 56% and first-line supervisors at 63%.
- I have sufficient training in computer use to access e-mal and information in the intranet and public website – Interestingly, executives dropped to 45% agreeing or strongly agreeing. Line employees felt likewise at 46%. First-line supervisors, however, were much higher at 64%.
- The frequency of the organization’s newsletter is appropriate – At the time, the newsletter was published quarterly. Fifty-six percent of the executives agreed or strongly. The percent dropped to 39% for line employees and 45% for first-line supervisors.
- Does the chain of command hamper the flow of effective communication – None of the executives agreed or strongly agreed with this statement. In fact, 56% disagreed. On the other hand, line employees agreed or strongly agreed 19% of the time and only 20% disagreed or strongly disagreed. First-line supervisors responded consistent with line employees.
- The following were the most common categories of responses to the questions, “In your opinion how could communication be improved?”
o Employees wanted to see more of the executives in their work area. Many work areas were at locations away from headquarters. Some suggested video presentations or automated phone messages from the CEO equivalent regarding important issues affecting them.
o Some employees complained that e-mail was not available to all employees and that there seemed to be no accountability for sending personal e-mails even though policy discouraged it.
o There were a number of comments that the technology in place was problematic due to not knowing how to use it or it was not reliable in all areas.
- In regards to training, nearly half of the respondents felt they needed some form of training. For some, it was in how to use available technology, while for others it was related to using programs such as Microsoft Outlook, Excel or PowerPoint. Still, others wanted to know how to access certain databases.
One of the conclusions the committee reached was that while communication was very important, there was not strategic or master plan related to organizational communication. While everyone would agree that communication is important, there was little strategic thinking as to how to maximize technology to enhance effective communication.
There were, however, periodic all supervisor and/or all manager meetings when important issues did arise. So, there was some communication that was issue oriented, but not as regular as necessary.
When I attended the monthly Executive Staff Meetings, I would return to my division and, as soon as possible, prepare a short overview of what was discussed. This was e-mailed to all managers and supervisors in the division. The value of this was underscored when a manager told me that employees in other areas came to our staff to get the most current news, because our staff was better informed.
Many organizations today are faced with change. The experts say that the macro-economics are in place that will contribute to on-going change for many years. In fact, organizations today compete based on how fast they can adapt to change. One of the key factors to leading effective organizational change is communication. When change occurs, an information void or “blank space” is created. If leaders fail to provide timely information, employees will fill that void with information such as speculation or gossip that can undermine efforts to facilitate change. In fact, experts say that leaders may have to communicate up to 10 times the normal amount in times of change.
One agency head was faced with implementing significant change as a result of new legislation. She put out a number of memos, held large and small group meetings and took other steps to explain how the agency and staff would be impacted. Well along in the process, an employee approached her and commented, “You keep saying the same thing. You must really mean it.” Yes…she really meant it.
The communication process is often pampered by what is sometimes called “noise” or “static.” This noise can be the result of other issues in the organization, competing perspectives, or poor leadership decisions in the past to name a few.
Additionally, people process information in different ways. Some people learn through visual mediums, like printed materials. Others learn through verbal mediums, such as listening to a speaker or participating in a discussion. Another way people learn is through kinesthetic or tactile methods, which have to do with body movement, such as taking notes or role-playing.
One department head in Oregon told me he strives to communicate important messages a dozen times in different ways. He used a “dozen” to mean that staff needs to hear a message multiple times. He also recognized that he needed to get the message out in different mediums to connect with how people process information.
Anther factor to consider is the role communication plays in terms of staff retention. The next five years will usher in the most challenging time organizations have yet experienced in terms of recruitment and retention of employees. With the Baby-Boomer generation moving into retirement, it is projected that by 2010 there will be 10 million more jobs than there are qualified workers to fill them. Finding and keeping qualified workers will increasingly become a strategic issue for organizations.
The nexus is that staff wants to feel valued and being informed is a way of demonstrating value. Further, staff wants to feel that they have input on issues that affect them. Leadership that will actively listen and consider the information, acting on it when appropriate, is valuing others in the organization. This goes a long way in developing trust, which garners loyalty and reduces attrition.
Communication is everyone’s responsibility. However, organizational communication hinges on executives, managers and supervisors modeling good communication. The higher up one is in the organization the more significance is placed on what he/she says.
In order to be effective in the diverse workplace today, executives, managers and supervisors must learn to adapt their communication style to better connect with others. One approach does not work for everyone. Effective communication will help create a culture of trust and loyalty, which is necessary to keep employees and navigate through this changing environment.
While there is much more that could be said about improving communication in an organization, here is a summary of the key points in this article:
- The higher in an organization one is the more likely one get better quality information than those lower in the organization. Strive to push the information down.
- Communication technology is great, but make sure to provide initial and on-going training to ensure the organization is getting maximum benefit. Further, check to see that it actually works, especially outside headquarters.
- Communication is essential. Strive to make it an organizational priority by giving it appropriate strategic thought and planning.
- Identify the “noise” in your organization that may be hampering communication. “Hello…can you hear me now…” Reduce the noise.
- Make sure to communicate important messages multiple times in different mediums to reach the varied learning styles among your employees. Written memos, internet updates, personal presentations, small group discussions, and video updates are all examples of different mediums that can be used.
- During times of change, communication is critical. Failure to provide adequate information will leave an information void that staff will fill with other information…often of lesser quality. Make sure your message is received and understood.
- Good communication gets the message out there. However, effective communication actively listens and does something with the information when appropriate. When we effectively communicate, we build trust and loyalty over time which enhances retention.
- In order to be most effective, executives, managers and supervisors must learn how to adapt their communication style to better connect with others. Over time this will help change the organizational culture generating trust and loyalty.
Ask yourself, “What can I do to improve communication in my organization?” Some reading this article are undoubtedly thinking, “I can’t change my organization.” While that may be true in the macro sense, each of us has the ability to improve how we communicate…which impacts the area around us. I encourage you to adopt a communication style that will improve how you communicate with others. Doing so will increase your value to the organization, and set a positive example for others to follow.
Are you ready to improve how you communicate? Do you want to be a more effective communicator? Give me a call at (916) 788-1094…or see the article below entitled, Understanding Behavioral Style.
2. Book Recommendation: Primal Leadership
Taking time to improve how you communicate has a lot to do with emotional intelligence. The Book of the Month is Primal Leadership by Daniel Goldman. This book really resonated with me. As I look back at my development as a leader, I believe much of it had to do with my growth in emotional intelligence.
Daniel Goldman’s original work, Emotional Intelligence (1995) and Primal Leadership (2002) have had significant impact on our understanding of key ingredients separating average from outstanding leaders. Since 1995, there have been an increasing number of studies on emotional intelligence and confirming the important role it plays in leadership.
There are four domains associated with emotional intelligence: Self-Awareness, Self-Management, Social Awareness and Relationship Management. These domains are like building blocks. An individual needs to be self-aware before he/she can manage his/her behavior. For example, typically a person needs to be aware that he/she communicates poorly, before he/she can take steps to improve communication.
Each domain is associated with different competencies. Focusing on the competencies helps one grow in that domain.
I particularly enjoyed Goldman’s information on where leadership learning occurs in the brain. An interesting part of this was the explanation of why leadership learning is slow and takes reinforcement over time.
Leaders are readers! I challenge you to continue your leadership growth in 2006 by reading Primal Leadership, or surprise someone else with one of the excellent leadership books on my website!
At a recent symposium I coordinated, and served as the Master of Ceremonies, I asked how many of the 200 people had read another very contemporary, popular book. I was disappointed to see that only about five hands went up. If we keep doing what we are doing, then we are bound to keep getting the same results. Read, learn and try new things…this helps me grow and I am confident it will work for you too!
That’s why it is no surprise that our business, Switzer Associates…Leadership Solutions, lives and breaths our motto – Helping leaders and organizations reach new heights!
I encourage you to visit our website – www.SwitzerOnLeadership.com to see what else we have to offer. Looking for a good leadership book, then visit Books for a list of my favorites. Want to look at some of my previous newsletter, visit Resources.
3. Responses to the question, “What advice do you have on improving organizational communication?”
Effective organizational communication is essential in this competitive, demanding and changing environment. Too often, leaders do not take the time to improve communication until some crisis hits and then it may be too late to avoid problems. I asked five readers and colleagues to share their insights about improving organizational communication. They offered some very good advice. Here’s what they had to say…
Dave Galanti, CA Secretary of State
One of the best ways to improve organizational communication is to demand use of the “two C’s”: --candor and credibility. Candor sets the stage for effective communication by establishing an environment of believability; credibility takes the process one step further through creating an environment of trust. Both believability and trust are necessary if an organization is to prosper and thrive over the long haul.
Ree McLaughlan, CA Department of Forestry and Fire Protection
We just went through reorganization in August from two Regions to four. Our organization chose to use the Incident Command (System) Model to address “Succession Planning.” We are facing significant change in the depth of program knowledge within our organization. The Incident Command System Model provides a communication plan that is used successfully on incidents…Within our email system we have a “Succession Planning Suggestion Box” with ideas that can be posted for each group.
Dr. Denzil Verardo
Employee empowerment – the ability to effect change within an employee’s sphere of influence as well as the ability to collaborate to “fix” problems – is a key ingredient to effective organizational communication. Empowerment is a powerful word, and an even more powerful concept. Creating an atmosphere which enhances employee self-esteem, while having staff take personal responsibility for an agency’s success, leads to a quality organization with effective communication because that communication then becomes a two-way street.
Rogene Baxter, The Bridgewater Group
Discussing expectations and preferences about communication saves a lot of miscommunication later. Discuss preferred communication formats with people on your team (especially a virtual team), in your department, and with others whom you will be working with closely. Do they prefer e-mail, voice-mail, face to face, or in writing whenever possible? How often do you need to check in with others? When do they want to be cc. and when do they not need to be in the loop?
Bob Mann, ALD, Inc.
First, the following four skills define what is required from anyone in the organization to more effectively communicate:
- Create a Climate of Open Communication – The foundation of good communication is openness. The manager’s role is to support an environment that encourages the free exchange of open, honest communication.
- Design Clear, Concise Messages – Develop messages that avoid complex and pompous language. Learn to logically organize messages and aim them at the listener’s interests.
- Manage Nonverbal Behaviors Effectively – Understanding nonverbal factors, such as voice tone, intonation and gestures, is an important part of effective communication.
- Listen to Communicate – Effective communication is a two-way process. Managers learn the importance of active listening and the role of responding appropriately by reflecting, probing, supporting, and advising.
Secondly, Managing Up is a skill that is lacking in many organizations for many reasons. How do I effectively talk with my boss:
- Understand the importance of framing all communication with their manager in terms of his/her self-interest.
- Enter meetings with their manager armed with well-thought-out and clearly stated objectives.
- Clearly link their objective with facts that support their plans and goals.
- Work with their manager to uncover any questions or reservations he/she may have concerning their message.
- Move conversations toward agreement with questions that focus on benefits to be gained when the objective is reached.
- Clearly and concisely restate the decision/s that result from Communicating Up and insure that those decisions are mutually understood.
I am appreciative to these professionals for sharing their input! Their advice can help improve communication in your organization…starting with how you communicate with others. Understanding behavioral style can significantly improve how you communicate with others. The next section provides information that can truly lead to better communication.
4. Understanding Behavioral Styles
Do any of the following statements apply to you?
- I want to enhance individual and team performance.
- I want to know how and when to adapt my behavior to better connect with others.
- I want to improve communication.
- I want to reduce conflict.
- I want to promote appreciation of differences.
If any of these statements are true, then this article is for you. Individuals and teams can understand and use behavior styles to improve communication in the workplace. Two strategies have been bundled to help you and your team be more successful.
First, I recommend using the DiSC Classic 2.0 Behavior Profile. This on-line behavioral profile is easy to complete. I have consistently had very good feedback from people and teams using this. It is also available in a paper version, as well as in different languages.
The profile consists of reviewing groups of words and selecting those words that are most like you and least like you. Within minutes after completing the profile a customized report can be viewed, printed and/or saved. It is a great way to identify and understand your behavioral style. An important aspect is that it also helps you understand the styles that are different than yours. Knowing this information can profoundly improve how you communicate with others.
When teams or groups of people complete the profile, reports are available that identify the culture or a team. It helps the team understand how the culture affects those on the team.
For example, I was conducting an executive team building workshop. Most of the executives were high in dominance. One individual was high in conscientiousness. After we completed reviewing the material, the one individual commented that this helped him understand why he felt as he did about the team. It was clear that the different styles contributed to conflict within the group. Armed with the information from DiSC, the group was better prepared to improve communication and work relationships.
If you have any questions, please give us a call at (916) 788-1094 or e-mail us at info@SwitzerOnLeadership.com. We are here to serve you! We are committed to helping you and your organization reach new heights in performance.
5. Next Issue: Developing a Personal Leadership Philosophy
In the next issue, the main topic will focus on developing a personal leadership philosophy. I want to hear about your personal leadership philosophy. Do you have one? If so, how did you develop it? What is important to you as a leader? What would those you work with say about your leadership philosophy? Please send your thoughts to me at info@SwitzerOnLeadership.com.
About the Author
Merle Switzer has a significant amount of leadership experience in a variety of settings having worked his way up a large organization to the executive level. He has a passion for helping leaders be highly effective and organizations more productive. He offers a variety of leadership courses and products aimed at improving leadership skills. Workshop participants regularly comment on his passion for the topic and appreciate his dynamic inter-active approach to training. He has spoken at numerous state, national and international conferences. For more information, you can talk to Merle at (916) 788-1094 or e-mail him at: info@SwitzerOnLeadership.com.
