Communication – The ABCs

Every Managerial position will have situations arise that force us to decide how much of the information that we possess should be shared with others, either our managers, peers or our subordinates. This is something that happens on a daily basis whether we are aware of it or not, and it is a critical part of our reputation in the workplace. As managers, and as our positions increase in responsibility, we must be more and more aware of how the information we share affects the people and business around us.

So many different aspects bleed into communication, your mood, your knowledge base, your opinion, your professional and personal experience, your religion or spiritual beliefs, your endorphin levels, and the list goes on. Our words tell others what is in our mind and heart. The more careful we are with words, the better chance we have of the most people having a favorable opinion of us. This is not to say we should hide bad news and negative information, but the way we present it will portray our comprehension and tact concerning its communication.

Much of the tone of our communication also stems from our opinion of the person we’re addressing. If we’re talking with the office gossip, we may be more shielded with our words and topics. If we’re talking with a close friend, we may say more than we really should.

As your responsibilities grow, so must your active decision to evaluate the information that you’re sharing with those around you. There are a vast number of topics and situations that arise in business, but all of the decisions you have to make about communication can be boiled down to these ABCs: Appropriate, Beneficial, Consistent.

On a corporate level, you can see these ABCs in the decisions made in all situations. Decisions that are made usually have to travel through different channels and departments answering these questions: Is the change or idea being proposed Appropriate under the law and ethical standards of the company? Does it Benefit the company and/or employees? Is it Consistent with the direction of the company and other decisions that have been made? These questions are a good foundation and framework to be aware of as you formulate your own ideas while navigating corporate mandates, directives, and higher-level interactions.

Whether consciously or unconsciously, we answer these same questions on a smaller scale as we work every day. When we are confronted with a challenge, we develop a solution, and at some point we are, or we should be, distinctly aware of addressing each of these concepts.

Appropriate
We all have a general sense of what is legal and ethical. This is evidenced in the simple fact that our society has laws. We all know that there are right and wrong ways of doing things, and if we’re unsure, we should ask. So when you begin formulating a solution or response to a work situation, you are sending the decision formulation through your internal filter of what you believe falls within legal and ethical boundaries. Or you may consider something that falls outside of those boundaries, in which case your conscience is supposed to inform you that it’s wrong.
The basic questions you may find it helpful to ask are: Is what I’m proposing legally allowed? Can what I want to say be legally disclosed? Has what I’m contemplating been expressly forbidden by upper management or company policy? Is my communication suitable for the work environment?

Beneficial
This is the most familiar of the ABCs, though it can still be tricky to answer. This concept can be seen in every arena of communication in life. These same questions cross our minds when talking to friends and family, doctors, mechanics, law officers, etc. Is the information I’m sharing going to make the situation better or more bearable? Will my sharing this information have an effect on the end result of this situation? Do I want to communicate this for the benefit of others or just because I want to talk about it? Could the information that I want to share change again soon? Does the effect of the information encourage or discourage the hearer? How much will it impact the hearer on an emotional level?
These questions are crucial in maintaining healthy work morale. By being thorough in evaluating the benefits, we can more decisively choose the best time and amount of information to share. Our goal is not to hide bad news, but to always be truthful and not keep our employees guessing. Telling an employee, “Don’t worry about it,” or “Just get it done,” conveys secrecy and objectifies the employee. It leads to a poor work culture and lower productivity. There are times when the beneficial information is, “I don’t know,” or, “I’ll let you know as soon as I can.” These statements communicate truth, openness, and the fact that you’re willing, and even have a desire, to keep the employee updated.

Consistent
This is where emotional control and self-reflection are critical. We sometimes segregate information based on who we’re talking to. It’s understandable when talking to different departments, but if we share something with one subordinate and not another, we may be showing favoritism. Likewise, when similar situations arise, do we handle them based on how we’re feeling that day, or are we handling things consistently? Those whom our decisions affect notice our inconsistencies and this can affect the work environment and morale.
These are some of the questions to ask to evaluate your consistency. Is the information that I share going to be shared the same across all the affected employees? Am I able to treat this situation the same way next time it arises? Is what I’m divulging consistent with what I have divulged in the past? If I share this information, will I be expected to give more information next time? Am I able to deliver on what I say in the future? Will what I say be seen as gossiping? Am I giving everyone the same information?

Your ability to discern whether or not your communication is Appropriate, Beneficial, and Consistent will have a profound effect on how you are perceived by upper-management. The more successful decisions you make by yourself, the more valuable and favorable you become to the people around you. There will surely come times when you need guidance, but navigating those times will be made easier by asking questions grounded in these ABCs.

Communication – Articulation

The ability to successfully communicate ideas may be the single most important aspect of your professional life. If you cannot express to others what you think, what you need them to do, or what is problematic, you will not be able to get things accomplished. Your ability to share ideas and see those ideas come into being in the workplace is completely dependent upon your ability to articulate your thoughts to those around you.

Even managers who are great at their day-to-day job may still be unable to affect the change they want because they do not think things through before seeking the change. If you’re thinking, “I keep telling management that they need to do this a different way,” then you need to examine how you’re approaching the problem. I have known too many people who just state that there’s a problem, or that something should be better. My response is always, “OK, what exactly is the problem?” And it will be written on their faces that they haven’t fully articulated it to themselves or thought through the causes. So we talk it through and find what is specifically bothering them and go from there.

Once you have a firm understanding of the problem and its causes, the next thought you should explore before approaching upper management is: Is my problem worth fixing? This introspection will serve you well in that it is a way of anticipating opposition and questions about your idea. I explained this in more detail in Communication – Face to Face as being able to explain the “Why?” Everyone will appreciate you more if you present a problem with specific information. “I just don’t like it” should never come out of your mouth. You must be able to tell why something needs fixing.

Perhaps the most crucial aspect of the “why?” is how your issue affects those around you. Finding a solution to the problem will be more attractive if you can articulate how it affects others and the workflow. If you are able to show how a problem is hindering efficiency or safety, it will be addressed more quickly. If you can show that fixing the issue will benefit everyone in the office, improving office culture will be a major selling point for addressing the issue.

While being able to articulate a problem is helpful, your career will not be advanced by simply pointing out problems with precision. The very best thing you can do is train yourself to only approach Upper Management with a problem if you have a solution to suggest. On top of that, you will shine even brighter if you can tell them how your solution enables others. It shows that you have thought through how your idea affects others and other departments. It shows an understanding of the deeper business needs. It shows that you are thinking of solutions without getting stuck on the problem. This is the type of forward thinking that Upper Management wants and may reward with promotions or other honors.

Let’s say you have a boss who thinks coffee is gross. You approach them and say, “We need a new coffee maker.” While that may be true, your boss may put that way down on their priority list because the topic doesn’t interest them, and they don’t see the affect that the coffee maker may have on the office. The approach should include information that the hearer may need. “The coffee maker has been broken for about a week now, and I have noticed that we’re creating more garbage from to-go cups that people bring in. Plus, people have been spending time trying to fix the old one. I think it would save time, boost morale, and cut down on waste to get a new one. Can I send you a link to a reasonably priced unit?”

This example is extremely basic, but it illustrates the aspects that should be there. Just stating a problem does nothing for the hearer or the people around you. Offer the problem specifically, show your understanding by listing the effects that the problem is having, list the benefits of a solution, and then suggest a solution. Precise and full articulation gives a better impression of truth and thoughtfulness.
When presenting yourself, it is important to avoid speaking in generalizations or assume that your listener knows exactly what you’re talking about. You will run into confusion and hurt feelings. If there is any doubt in your mind that your hearer knows a problem intimately, ask outright if they are familiar with the subject, and then explain what is necessary to grasp the issue. Be the best communicator in your office. Use language that is specific and shows not only your understanding, but shows your willingness to explain things to others.

Finally, a good habit to practice is listening to yourself when talking. Ask yourself, “How would I respond to me saying this?” The importance of this exercise is trying to gain other perspectives on the information you are presenting. It will help you process your thoughts and improve upon them during the discussion. It also helps to mitigate hurt feelings. Understanding the whole situation is only the gateway to resolution.

The ability to articulate the problem, its causes, and share a solution will be your strongest ally in successful problem resolution in the workplace. And let’s face it, problem resolution is the foundation of all business, so articulation is a truly foundational skill.

Communication – Introduction

Communication is a broad, every-day, universally used group of concepts, yet it is so important that there are university majors dedicated to its study. The ability to convey ideas across platforms and different mediums effectively and appropriately is a skill that becomes more important as your career advances.

When writing an email, you don’t write the same way that you speak in the break room, or maybe you do, and you are wondering why you’re not being looked at for promotion. On a more technical level, when you speak publicly, you use different words and sentence structure than you would when writing an article or an email. These are just a couple of examples of the practical application of learning better communication skills.

Communication is at the heart of life. Every day, even if we don’t see another human or pick-up a phone, we are still communicating. Communication goes beyond words into thought and action. It starts in the morning when you hit the snooze button. You have just communicated to yourself that you don’t want to get up. The motivation might vary. Maybe you’re tired, you are already stressed, you don’t want the day to start yet. I do it because I don’t want to deal with the dog whining for breakfast at the bedroom door.

In all circumstances, there is a communicator and a hearer. Now I say “hearer” because many people hear but do not listen. This is an unfortunate norm in the western society. When you present a thought in any medium, there is always a hearer. When you speak, when you write, when you sketch on a napkin, there is communication being made, and there are two sides of the expression.

When you hit the snooze button this morning, you communicated to yourself that you didn’t want to get up, and your body and mind listened. When you sketched on the napkin at lunch, you looked at it and considered both its meaning and its worth.

All communication has meaning and worth, even if they are miniscule. You get the weekly email from your Human Resources department about a healthcare perk. You looked at the first few when you got hired, but now they are one of a hundred emails from the last two hours, and you ignore it, delete it, or move it to a folder with the rest of them. Whether you realize it or not, you have just communicated. The email was the communication, and your split second consideration gave the response “I don’t care.” Don’t get me wrong, I’m not vilifying this action. There are a ton of emails that I delete without a second thought. But I’m driving home the point that when we consider this a type of communication, we can better frame response and be cognizant of our actions.

Communication is not just about expression, it is always a conversation. Movies are made to convey a story or get a point across. The masses tell the makers how they feel with box office revenue and the way it affects media and retail. All social media creators put their selves out there for the world to see, though some just post so that the world can pay attention to them. Many do this without considering that they are entering into a conversation where they might not like their conversation partners. They will get trolls and negative feedback and feel insulted, but people are free to leave their feedback just like the creator was free to hit that post button. Many online creators have struggled with handling critical feedback, but this is the potential for putting ideas and self in front of the world. Communication is always two-directional.

In the workplace, you may think you’re just putting information or feelings out there, or “sharing” something, but there is always a response. Even if you can’t see the receiver consider your message or push the delete button, they communicated with your expression. Also, whether you meant to or not, you have communicated peripheral information about yourself. You have communicated what you think is appropriate workplace content and who you think needs to know this information. You have communicated what you believe is important. You have communicated your ability to make decisions about communication, use grammar, and perhaps the depth of your lexicon.

As managers, we want our world of communication to be as small as possible. There is a time and place for public expression, but it is rare and should be considered special. Even newscasters have a script and should keep their opinions out if it. The less we communicate about personal things in the workplace, the better it is for business and office culture. I’m not saying don’t have close friends in the workplace, but over the partition, or at your desk within earshot of others is not the place to have personal conversations. The office doesn’t need to know about the one-nighter you had last weekend. Limiting your personal information in the workplace will help guard against bias, conscious or unconscious. Without personal background, decisions are better driven by merit and professional potential.

Communication is what allows the world to work and thrive. Managers should be the example of effective and appropriate communication in the workplace. Over the next few months, we will look at the differences in communication mediums and what to consider when using them.

Setting Expectations 3 – Changes

Most managers who have been around a while know what their duties are. And if they don’t… well, it’s either your fault or there’s something wrong with the management above. The seasoned managers will already know the systems and procedures around them. They are comfortable with what is being expected of them. So when change happens, it’s important to introduce the change properly.

When change is imposed, or even welcomed, the process of that change needs to be taken seriously and nurtured into success. You are taking/forcing the employee from expectations that they comfortably understand to a state where the employee might unconsciously feel that they may fail because of the new expectations. Often times, there is pushback. It can be from any level. There may be some legitimate concerns for reconsideration, but very often, it just sounds like whining. This is really the employee asking “Why are we changing? I can’t see benefits.” The “Why” should be proactively and preemptively presented when introducing your team to anything new. Make sure to have a meeting in which you describe the new process or system, and explain why the decision to change was made.

Explaining the “Why” will do three things. It will silence, or at least present the case as to nay-sayers. The description of the change should start with the problem that is being solved. You should let your people know that they were being listened to or that there was room for improvement, so the new system will fix the things that were wrong or increase efficiencies. Then move on to the functionality and improvements.

The “Why” will also make the change real to the affected employees. It will present the fact that there is corporate momentum behind the change. In other words, it gets the point across that this is how things are going to be whether they like it or not. This has been decided and the expectations come from a higher level.

Finally, the “Why” shows the employees that they are being included. In some cases, the change may show that those specific employees are being listened to. By taking the time to have a meeting for training and new expectations, you are showing your employees that you care about their success in the change. It ensures that they are being given the respect of attention during this transition.

That meeting should include fielding questions and writing down questions that cannot be answered right away. There should be follow-up and attention given right away to confusion, bugs, and glitches. If the program or process is showing too many problems or really isn’t working correctly after a reasonable amount of time, swallow your pride and repeal it. Don’t make people work harder because of the inability to admit fault.

The more respect, attention, and information you give your employees when changing what you expect from them, the smoother the transition will go. Be honest, be helpful, and be humble.

Setting Expectations 1 – Introduction

Within the last year, I have entered two different management positions with two different, global companies, and it is astonishing how similar my experience has been. The role within the first company was that of a warehouse Team Lead. I stepped into the role from an office position that was independent of, but also worked with, the warehouse Team Leads. I knew what their job duties were, and I knew the people involved. For me the promotion was a matter of learning the other programs and spreadsheets that they used. I got the title, but it was like they weren’t ready to have me. They were short people, but training another person seemed like it wasn’t a priority, or worse, that no one wanted to do it.

I literally had to ask what they wanted me to do at first. I was basically just left on my own for a week to “observe” and “get to know people.” I spent two years observing in the office! That’s why I knew what I was stepping into duty-wise. And I’m sorry, but if I was an hourly Coworker, which I was, and the new “boss” was just walking around the warehouse and awkwardly trying to start conversations, it would absolutely annoy me as I’m working my butt off. What a way to make an impression…

On the second week, I finally had to corner my boss and ask what was expected of me and where I would fit in with the team that was used to conducting business without me. I had to use the word that had not been uttered concerning my role up to that point: “What are your expectations of me?” As a result, they made it a point to give me more “structure” in my training and duties. Whatever you want to call it guys, just don’t tell me to hang-out and figure it out!

The job I just recently started has begun similarly. I have had to do a bunch of online training, but every time the subject of job duties comes up, I get some of the vaguest descriptions ever. “You’ll be answering phones.” …and doing what? It’s like pulling teeth to get an answer. I was not told which of the five little offices I’d be in or who I’d be working with, if anyone. Am I supposed to be done with these training modules in two days or by next week? And having moved to Maine from California, I observed the first day how very different the labor laws are. I’m fine with that, but asking for clarity so that I don’t put my new company at risk of fines is a concern of mine, and no solid answers have been given yet. I’ll work twelve hours with no break if that’s what we do here, but just tell me!

As managers, we must provide a clear picture of the end goal for our subordinates and unambiguously express what we expect from them concerning that goal. We cannot expect or assume that they will figure it out on their own. Some things are more self-explanatory than others, but setting consistent expectations and not shielding them from the pressures of the role they’re taking on are crucial elements to success and satisfaction. There must be clarity and honesty. If you’re not sure what’s going on, admit it and explain the holdup. It will be freeing for you and patience-inducing for your subordinate.

You will not offend an employee by giving them explicit expectations, and when presented as such, they will be more likely to meet them.

Choosing Managers

In case I hadn’t said this before, I hate interviews. I understand their necessity in today’s corporate culture, but I don’t like them. Maybe I should be more specific. I hate being interviewed. When I worked for a global retailer as a young man, the interview questions for their management positions focused on the interviewee dictating stories of how they saved the day or handled a difficult situation. I’m sorry. I don’t keep a reserve of stories about how awesome I am. I try to leave work at work when I go home.

It was actually said to me one time, “I know you’d be best for the position, but you need to interview better.” Let’s dissect this logic. An individual is known to have the best matching skills and demeanor that fit the position. The upper management know this, but despite this, they base a decision on the ability to tell stories that inflate oneself during a thirty minute time period. Please tell me you see the disconnect here!

I know that interviewing has come a long way in the last few decades and has led to these formats. But as interviewers, we must remember to look at the whole person and situation. Bigger corporations have made interviewing templates to help ensure fair treatment and avoid favoritism. This has helped in the cultural pursuit of fair and equal treatment. Where it falls short is that it favors a skill of the interviewee that may have absolutely nothing to do with the position for which they are interviewing. These corporate templates are geared toward people who can tell stories well and may not care if everything they are saying is true.

We humans have a tendency to default to truth. There have been studies on this. We assume that what we are being presented with is the truth. This is why sociopaths and criminals and media outlets can operate so easily until someone finally finds the bodies in the basement. We often ignore small tells or tendencies because we want to believe that everyone is basically good and truthful. This is the same for interviewing.

There was a newer guy at the warehouse who started loading a trailer without asking. He ended up putting holes in it with his forklift. He blamed his peer who let him load the trailer, his trainer for not preparing him, and even me for not putting him through more training when he was the one who did something without asking. Everyone was at fault but himself. Then he was impatient about the discipline. I would never want this guy in any management position, but he was great at interviewing. If someone interviews for a position and tells a great story about their accolades, don’t be swept away. Prideful people and sociopaths tend to ignore or deny fault for anything. If you’re interviewing someone and all of their stories are about them being better than the people around them, then is that person capable of learning and growing? Do you want someone who always thinks they’re right and shifts blame? Be mindful of the candidate’s way of thinking in terms of the ability to take responsibility.

We also cannot ignore the fact that our impressions start when an interviewee walks into the room. A person’s attire is a reflection of both their desire for the job and their impression of it. I had a girl come to an interview one time in Uggs and sweatpants. Um, no. I was nice and conducted the interview, but what she said through her attire was that she though it was appropriate for work and this event was not worth getting dressed up for.

Choosing managers should be an involved process that goes beyond them answering the questions well. Call the references. Ask questions about failures and consider the candidate’s ability to take correction and grow. If you know that someone should get the position because they genuinely are a good fit, give it to them. Engage with the other candidates. Let it be a good experience for them. Ultimately though, you should be looking for the best fit, not the person who’s best at interviewing.

Reward the potential that you know to be there. This will make your good people the good managers you need.