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 – Written Word

The written word is largely taken for granted in the workplace because it is so common and has become the convenient alternative to vocal communication. Even contracts can be changed and updated. We churn things out to get the job done quickly. It is better not to waste time walking down the hall or half-way across the building for a “yes” or “no” when you can type the question quickly and get a response almost instantly. Office communication is truly streamlined with chat programs and email. It truly does make life easier… until you send that one angry email or accidentally send that one employee’s personal information to the entire office. I have seen these both, and thankfully they weren’t my stories. But the aftermath of both included discipline.

The thing about what you write is that it can’t be taken back. It has been thrust out there, undeniable, and there is usually no chance to explain yourself if something was said wrong. There is no tone of voice or “oh, that sounds wrong when I say it out loud.” This is why whenever communication is made, we should aim for it to be absolutely un-regrettable. We all have a basic understanding of what is appropriate and inappropriate, but when we get too comfortable flipping back and forth from formal to informal, professional to personal, we run the risk of being informal when more professionalism is called for.

Emotion in the workplace is always expected, we’re dealing with humans. And as long as we remember that fact, we can navigate those emotions. I have gotten those emails blaming my shift or department for stuff that was clearly not our fault. I have had emails from other managers claiming their shift did the work that my subordinates had done. My first instinct is to annihilate the offender’s job in front of everyone and spit as they are escorted out, but quite honestly, it may not have been that supervisor’s fault. Their subordinates may have lied and claimed the work with the supervisor being none-the-wiser. How do you address that affront? What needs to be said? Who should you include? These are tough questions that may land you seeking help from your Human Resources staff. The point that I want to drive home here is that you cannot afford to make assumptions and let your emotions dictate your actions.

Don’t worry, I’m not getting sidetracked from written communication. I simply want to show you where your mind should go before you respond in ways that cannot be taken back. I want you to put down the shovel before you even start digging yourself a hole. In the example, the offending manager has already lied. Whether they know it or not doesn’t matter. Their email claim cannot be taken back. If you fire back an email calling them a liar and accusing them, now you’re both in the wrong and your case will be weakened with your superiors. But if you respond with evidence and fact, then you will be vindicated. And before doing anything, ask yourself if it’s really worth the effort. I have written angry email responses, but I have always let them sit for a few hours, then I’ll come back and see what really needs to be said, if anything, in a neutral tone.

There are certainly times to stand up and defend yourself, but the Human Resources and legal departments will tell you, tracking communication is key. Don’t open yourself up to criticism or claims of aggression or wrongdoing. Before any written confrontation, consider the necessity and core of what you are communicating. You cannot take your words back once they are sent.

As a manager, your goal should be to maintain professionalism in all aspects of the workplace. Work documents are never sacred. Everything is open for investigation under certain circumstances. If you want to write a friendly note about work stuff, a personal congrats for a new position or something, great! But set your boundaries between your private and professional communication carefully.

You are in control of what you say and what you send. The great thing about electronic communication is that you have to hit that send button. So make it a habit to pause, reread what you’ve written, and ask yourself if what you’ve written is professional, unbiased and if it will convey the truth.