BusinessManagement
D A I L Y
Communicating at Work
Communicating at Work
Communicating at work is important. Miscommunication can
cause a lot of harm to both morale and productivity. So, it goes
without saying that effective communication is key to a healthy
work environment and successful business.
In this special report, we’ve collected the best of Business
Management Daily’s advice on leading and creating high-
performing teams. Whether you’re a small business, Fortunate
500 company, in-person, remote, or hybrid — we’ve got the
insight you need.
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Communicating at work is important. Miscommunication can cause a lot of
harm to both morale and productivity. So, it goes without saying that
effective communication is key to a healthy work environment and successful
business.
So, what’re some of the best ways to ensure good communication at work?
What communication skills are key to success? Let’s take a look.
Be a good listener
Whether you’re a manager talking to a subordinate, or having a conversation
with a peer, listening is the key first step. By listening fully and in a way that
shows understanding and respect for the speaker, you develop a rapport
and build trust. That’s the true foundation from which you can manage and
influence others.
However, in a business setting, a lack of attention can result in costly
mistakes, wasted time, poor service, and management failures. In many
cases, people are too busy thinking about their response than really
listening.
Fortunately, there are 4 steps you can take to engage in active listening and
ensure your team members truly feel heard when talking to you.
1. Listen to the total message
If you hear only bits of what is said, you may draw the wrong conclusions.
So, before you begin to frame your response, listen to everything the person
has to say and give 100% of your attention. Find the main thought the person
is trying to share and consider it from his or her perspective—not yours.
Prove that you care by suspending all other activities. Don’t flip through
papers or keep checking your watch.
2. Prove your understanding by using nonverbal
communication
Let the person know that you’re paying attention through your nonverbal
cues and body language. Doing so sets a comfortable level for the
conversation and encourages the other person to keep talking. It also
demonstrates that you’re interested in the topic and paying attention.
Some positive nonverbal signals:
• Moving from behind the desk
• Maintaining eye contact
• Leaning forward slightly
• Raising your eyebrows when the speaker makes a significant point
• Nodding to indicate agreement
• Making positive or affirmative facial expressions
3. Use open-ended probes
These are questions that allow the other person to respond at length, rather
than with just a “yes” or “no.” Open-ended questions begin with words like
“why,” “how,” “explain” and “describe.”
By asking these types of questions, you’ll encourage the other person to
share his or her opinions and feelings and elicit additional information. You’ll
get more information, and make it clear you care about their opinion.
Be aware of how many open-ended questions you ask. Then consciously try
to increase the number.
You’ll find that the quality of your communication improves dramatically.
4. Paraphrase what you hear
To say “I understand” isn’t enough. People typically need some sort of
evidence of your understanding.
In addition to nonverbal cues and questions, prove your understanding by
briefly restating the information you’ve just heard or by asking a question
that proves you know the main idea.
For example, an employee worried about being overworked will feel heard
when you tell them “I understand that these recent tight deadlines have put
you under stress and made you feel overworked.”
You don’t do this to prove that you were listening to the person, but to prove
that you understand them. There’s a big difference.
Use the right types of communication
channels
Business communication takes place over a wide variety of channels these
days. Conversations may happen in formal meetings, in the hallway, at the
end of a call, via email, instant messenger, while out for drinks, and more.
Each of these communication channels makes up a network of healthy
communication. However, not every channel is appropriate for every
conversation.
It’s important to determine what the appropriate channel of communication
is, and use each effectively. For example, a conversation in the hallway would
be a fine time to tell someone you’d like to meet about a new project later.
However, it probably isn’t the best time to try and give them the details and
hope they remember.
The channels available and the culture around them will vary from
organization to organization. That’s keeping in mind that other people may
also different communication preferences. With that in mind, let’s look at
some common uses and trends.
Meetings
Meetings are one of the most frequently used and abused forms of
communication at work. They also can be the most and least effective. A well-
managed meeting can be highly productive. However, just about everyone in
any profession can think back to meetings held that were a complete waste
of time.
Either way, face-to-face communication is highly valuable. It’s harder for
participants to disengage, and you get valuable non-verbal cues. Each of the
meetings discussed here also apply to remote teams and hybrid teams, as
such meeting scan easily be held over Zoom or other video conferencing
tools.
Meetings can be broken down into different types of meetings with different
functions, so let’s take a look there.
Types of meetings:
• One-on-ones. One-on-one meetings usually happen between an
employee and supervisor, but could be used for any employees that
frequently work on projects together. These private meetings are great
places to bring up topics that require lots of attention, or could be
sensitive. Here’s the place to dive into the nitty gritty details of a
project, and not during the all-department staff meeting.
• Team meetings. Team meetings are usually regularly occurring check-
ins within a department or smaller group. These team
communications are good times to touch on upcoming projects, the
status of exciting projects, and to get input on things that touch
multiple individuals. Try not to get too off-topic on smaller issues and
focus on things that most attendees could use to know.
• Project meetings. Project meetings should be scheduled deliberately,
and are more likely to be cross-functional. These include employees
working on the same project and may come in stages like kick-off
meetings, recurring check-ins, and a wrap-up at the end of the project.
Try to keep these meetings focused, with clear objectives and an
agenda. Otherwise, they can easily lead to lots of discussion with few
outcomes.
Email
It would be a safe bet that no one has ever said “I wish I received more
emails.” However, email is still a key part of most business communication.
After all, we’ve all heard the phrase “this meeting could have been an email”
and usually it’s true.
Email is a good communication tool for providing detail. It’s easy to reference
back and you can take your time composing it. If you have a new project
proposal, a request for a coworker, or anything that might take a little time to
explain, this is a great way to do it.
However, there are a few things about email to remember:
• Writing leaves more room for misunderstanding. No matter how
well you craft your initial email, without the verbal and context clues of
conversation like tone of voice, it’s easy to lose something in the
process. If a topic is very complex, it may be best to send an initial
email about it, but request a follow-up meeting to go over the details
and answer questions. This will ensure that you’re all on the same
page.
• Email isn’t always immediate. This will vary some based on company
culture and individual jobs. However, not all employees sit regularly
refreshing their email. That means that sending an email about
something you need in an hour might not be the best choice. In that
case, you may want to use instant messenger, make a phone call, or
drop by for an in-person chat.
• People receive lots of emails. It’s easy for an email to get lost in the
flood of junk mail. Or, for someone to read the headline, and
determine it doesn’t seem urgent. With that in mind, make sure your
subject line in your email is clear and valuable. “Hey there” doesn’t tell
a reader much. “Important: Project proposal to review by 9/23” tells
the reader exactly what is needed and when, with just a glance.
Instant messenger
Programs like Slack and other instant messaging platforms have been
around in business for a while. However, in recent years they’re really taken
off as a primary form of communication in some businesses, especially those
with a large number of remote employees. If you a remote / virtual team or
team that does a significant amount of remote work, you may rely on this
more than in-person teams.
So what kind of conversations are best had over instant messenger?
• When you need something quickly. An instant message usually
implies more immediacy than something like an email. After all, the
flashing and dinging associated with it are hard not to notice.
Reminders, quick checks on projects, and other similar
communications are great over these platforms.
• In place of a quick conversation. While many workers would simply
swing by to ask a quick question, more and more employees are
working together from different locations. In that case, messaging
takes the place of those conversations. You might choose to shoot a
quick message to get clarity on a project or ask a pressing question.
This is also true, however, for employees in the same building.
Perhaps you don’t want to break your workflow, or risk getting caught
up in conversation walking to the other side of the building. Messaging
can be a great communication option.
Phone calls
While slightly out of favor for many, phone calls are still a frequently used
form of verbal communication. There are obvious cases, like customer
service and sales employees that make and receive calls daily. However,
conference calls and one-on-one calls are still viable tools for short
conversations.
If you have something to discuss, or a question that needs clarity, a phone
call is a great option. You’ll probably find you’ll get to the bottom of the issue
faster than via instant messenger or through back-and-forth emails.
However, more and more companies are using video call technology in place
of phone calls for meetings and conferences. Generally, this seems like a
good idea. The nonverbal cues you get through video calls can greatly
improve understanding. Additionally, they help create a better sense of
teamwork when you can see the coworkers you’re talking to.
Communicate with clarity
Much poor communication you’ll see in and outside of work is a result of one
simple thing - a lack of clarity. In order to engage in effective workplace
communication, it’s vital that both your verbal and written communications
are clear and to the point.
It’s hard to get things done when people don’t understand their roles, their
responsibilities or exactly what’s expected of them.
Too often, supervisors assume their employees understand what needs to
be done. Or, they fear they’ll insult an employee’s intelligence by stating what
seems obvious to them.
Don’t underestimate the importance of making certain that everyone is on
the same page. Clearly communicating roles and duties is never a wasted
effort.
How can you improve the clarity of your communication? It’s not as hard as
you might think.
1. Be specific
Make sure both participants in the conversation understand exactly what
needs done, and when, by the end of it.
First, determine what the goal is. Do you need a form filled out? Assistance
completing a task? Are you assigning a large project? Goals are an important
part of clarifying. So, be sure to set clear, measurable goals and constantly
monitor your success in those areas.
Next, name the target day and time. And mean what you say. If you ask for
completion “next week,” don’t complain on Friday that you really needed it on
Wednesday.
If you say, “By the end of the month,” be sure that 5 p.m. on the afternoon of
the 31st is acceptable.
By contrast, if you wanted the project completed by 9 a.m. on the 31st so you
could present it to your boss that afternoon, say so. Otherwise, you won’t
meet your boss’s deadline.
This doesn’t just apply to communication with managers. Many people in
organizations provide assignments and work on projects together across
levels and departments. If you owe a report to a coworker, be clear in telling
them when they can and should expect it. If someone provides you with
information that is unclear and unspecific, ask them for more information.
2. Clarify priorities
If you’re working outside your chain of command in the organization, you
may not be able to prioritize for a coworker. However, you should always
communicate the urgent of a project. Let people know if this assignment
takes precedence over any other projects they’re working on now. Avoid the
old, favorite deadline “ASAP,” which usually translates in an employee’s mind
as “whenever it gets done.”
What does ASAP mean? Drop everything and work overtime, or first finish up
what you’re already doing?
Even worse: Never tell employees to work on something “when you get a
chance.” If you do, don’t be surprised if it never happens. Instead, express
that it’s not a top priority at the moment, and set a date a few weeks out to
reflect that. This ensures the work gets done, but not before higher priority
projects.
3. Set honest deadlines
Setting a deadline earlier than necessary (because you don’t trust others to
meet the real deadline) creates more problems than it solves.
Your staff will soon learn that’s how you operate and will assume there’s
always air in the schedule. As a result, it’s more likely they’ll miss that first
deadline, creating a self-fulfilling prophecy.
Nor should you claim that a project is a rush job that just came up when, in
fact, you’ve sat on it for a few days. People have a way of finding out the
truth. In that case, it’ll only make employees question how urgent something
truly is in the future.
Instead, be straightforward. Tell them you’ve set a deadline for a certain day
to leave room for review before the final deadline. If something is truly
urgent, then set an appropriate deadline.
4. Provide updates frequently
The best-laid plans can go astray, and so can deadlines. That’s why recurring
communication is important. This is especially important for long-term
projects.
For employees you work with frequently, or are working on a project with,
discuss how you’ll stay in communication about it. Should you have weekly
check ins? Send a daily email? Talk in a monthly staff meeting?
What this looks like will vary. It should make sense in terms of the length and
complexity of the project. Or if you regularly work together on multiple
projects. Either way, the schedule should be reasonable and convenient for
both of you.
Communicating change
Most people don’t like change. Or, at least, not when someone else tell them
they need to change something. However, in order to thrive, businesses
need to adapt and make changes frequently. A large part of how others
respond to coming change is based on how you communicate those
changes.
Whether you’re a manager rolling out a new organizational change, or a
regular employee trying to convince others of the benefits of a process
improvement, the same basics apply.
Understanding resistance
The first place to start is understanding the impact of those changes on
others. This can help earn trust, and allow you to guide others through what
may be challenging times.
People seem to instantly scan new changes for any factors that aren’t to their
benefit. Then they complain about it. This negative focus often blocks their
awareness of positive aspects.
When employees do welcome changes, that initial optimism is sometimes
followed by a period of regret (the “buyer remorse” phenomenon). The
bottom line: Expect negative reactions and plan accordingly.
By thinking first about how a change will impact employees, both positively
and negatively, you can begin to think about how to frame it.
Acceptance requires planning
If you want employees to accept change, invest some time in planning and
communication. Too often, managers throw a change out there and expect
others to say, “Well, that’s just fine.” That’s not likely.
To get people to accept change, the first step is to understand what, from
their perspective, they feel that they’re losing. If you can empathize with their
feelings—and possibly compensate for the loss—you’ve taken a giant first
step toward acceptance.
Here are four more factors—the four C’s—to promoting acceptance of
change:
1. Caring. Listening and responding to people’s reactions is just as important
as explaining the reasons for change.
2. Control. People want input into how change will be implemented. But
never ask for input unless you plan to consider it.
3. Choice. Employees feel better if they are given options as part of the
change process. The more choices they have, the more they feel in control.
4. Competence. Workers are happier about change if they feel they have the
skills and abilities to succeed after the change. The faster you can help
someone move through the learning curve, the faster they will accept the
change.
So, before you begin to implement any important change with employees,
take time to develop a plan that incorporates those four features.
Confronting poor performers: 6 tips for
managers
No manager enjoys having “the talk” with employees. But ignoring an
employee’s poor performance won’t make the problem go away; it will only
make things worse.
If you’re apt to take the head-in-the-sand approach to employees’ job failings,
you’re not alone: Only 31% of U.S. workers agree with the statement “My
manager confronts poor performance,” according to a KEYGroup survey.
And companies that tolerate poor performance will drive away top
performers who are unhappy working in such an environment.
The solution: Approach workers about their performance problems in a fair,
problem-solving manner. When you confront such people in a tactful way,
you’ll find that one of two things happens: They improve or they move.
According to the KEYGroup, here are the six rules of engagement:
1. Be specific
If an employee has been consistently late, specify the number of times or
amount of time. Avoid exaggerations, such as “You are totally unreliable.”
Instead, say, “This is the third time in one week that you have been at least 10
minutes late.”
If this issue has been a problem in the past, remind the employee when you
have pointed out the offense previously. Say, “I indicated to you last Tuesday
that coming in late is not acceptable.”
2. Focus on business reasons
Always refocus the employee on the stated business reason for your
comments. Example: “It’s important for you to be here at the designated time
since customers rely on our immediate responsiveness when they have questions
about their order.”
If you need to correct something like inappropriate casual dress, reiterate
the company guidelines. Don’t comment on the employee’s personal taste.
Straying into areas that have nothing to do with workplace performance will
result in a loss of credibility with that person. Stay focused on the employee’s
job performance and how it affects the company.
3. Give timely feedback
A common management mistake is to bombard employees with feedback at
their appraisal, but remain mostly quiet during the rest of the year. The
appraisal should be a review of the discussions held during the year. Nothing
mentioned at that time should come as a surprise to the employee.
That’s why it’s vital to provide all employees with both positive and negative
feedback on a consistent basis.
Poor performers require more feedback, not less. Make them aware of what
they did wrong immediately.
One caveat: Don’t try to give corrective feedback when the person is upset or
emotional. Wait until the employee has calmed down.
4. Consider employee personalities
Everyone handles feedback differently. Some people want it straight while
others are more sensitive. With an employee who wants straightforward
feedback, you can get away with saying, “You gave the customer the wrong
information because you didn’t have the updated manual. How do you think we
should handle it?”
To get through to a more sensitive employee, take a different approach. For
instance, “I understand why you provided the customer with this information. Are
you aware that the guidelines have changed? What do you suggest we do in this
situation?”
Regardless of the person’s personality, be clear and straightforward in your
communication while avoiding being rude or disrespectfufl.
5. Check for understanding
Avoid asking close-ended questions during the discussion or when
summarizing. At the end of a confrontation, don’t ask, “Do you understand?”
The employee could simply say “Yes.”
Instead, ask the employee to summarize his or her understanding of the
situation. Have the person lay out actions, steps, or accountabilities that
were discussed.
6. Keep a paper trail of discussions
Good documentation, such as a performance log for each employee, allows
you to easily identify and prove recurring problems. (This could also help if
the employee decides to sue.)
After each meeting with the poor performer, take notes that summarize the
discussions. Include the problem, the action taken to correct or eliminate it,
the dates, the result that occurred, and any comments that will help you
recall feedback sessions when you complete the performance appraisal.
Don’t let the performance log become a little black book of mistakes and
errors. Also include examples of acceptable and/or outstanding
performance.
Additional communication tips
Encourage employees to share bad news with you
How? Don’t shoot the messenger!
If there’s a problem, mistake or delay, employees may be hesitant to inform
you. They may fear your reaction or think they’ll look incompetent. That’s why
it’s important to react correctly to bad news. Strive to be constructive, not
punishing. Express appreciation for the accurate information, no matter how
negative it may be. Respond quickly to the problem with specific actions.
Encourage informal and spontaneous interaction
Your employees’ informal relationships are key to getting things done. The
ability to connect with a colleague “in the moment” when you have a problem
or new information is vital for effective execution.
But in today’s high-tech world, it can be difficult to make these connections.
Don’t let co-workers in departments go days just emailing back and forth.
Facilitate informal gatherings to brainstorm and hash out problems face-to-
face.
Watch and listen for problems
Listen for subtle whispers of employee turnover
Most good employees don’t stand up one day and quit out of the blue. They
send off subtle hints that, if you’re listening, you can act on before the good
employee walks out the door. That’s why it’s important to listen to
statements like these that can act as an “advance warning system” for
employee turnover:
• “This job isn’t what I thought it would be.” Rather than exploring
what the employee was originally told or trying to defend
miscommunication, focus on the present. Ask, “How do you want your
job to be?”
• “I’m at a plateau. I can’t grow here.” Consider that a plea for job
stimulation. Provide the employee with new responsibilities, cross-
training opportunities or exposure to influential mentors.
• “I don’t get any feedback.” Most employees crave regular input from
their supervisors. Don’t leave them in the dark. Plan regular sessions
to discuss ongoing projects and performance.
• “This place has too much politics.” While you may not be able to
eliminate all dissension and politics in the organization, you can level
with the employee. If someone makes this complaint, address rumors
head-on, and don’t play favorites.
7 common employee gripes and how to address them
A study says that 40% of managers in the United States are considered “bad
bosses” by their employees. Yet most managers assume that their
relationships with their employees are running smoothly.
Obviously, some of those bosses are wrong … and that can create major
problems for a business. A Gallup Poll says organizations are 50% less
productive—and 44% less profitable—when serious boss-employee conflicts
exist.
According to the book 30 Reasons Employees Hate Their Managers some
common employee complaints about management, plus ways managers can
silence them, include:
1. “My boss doesn’t respect me.”
a. Get to know your employees as people.
b. Treat them as adults and respect their privacy.
c. Recognize that employees have personal lives outside work and
try to accommodate those needs.
2. “Nobody appreciates my hard work.”
d. Provide regular feedback and recognition.
e. Mix an equal number of “thank-you’s” and “good job” with your
critiques. Ask employees for their ideas, and then use them.
f. Thank and reward employees while they’re in the act of
performing well; don’t wait for their next review.
3. “There are different rules for different people.”
g. Focus on being fair and consistent with the workload, pay, perks
and appreciation.
h. Be aware of the legal risks of making work decisions based on
race, age, gender, religion or disability status.
4. “My performance reviews are useless.”
i. Provide continuous feedback. Nothing in the review should
come as a surprise.
j. Involve employees in setting goals, and adapt a development
mindset.
k. Focus on specific employee behaviors (and cite documented
examples). Don’t criticize the person’s character traits.
l. Conduct reviews on time.
5. “My boss micromanages my work.”
m. Realize that employees are not happy when they can’t make
decisions. Delegate when possible.
n. Allow employees to have more say in how they do their work.
6. “We have too many meetings.”
o. Institute a time limit on meetings.
p. Use a meeting facilitator.
7. “I hate coming to work.”
q. Ask employees what specifically would improve their outlook.
Try to at least meet them halfway.
r. Consider how you can enrich jobs (or juggle tasks among
employees) to make them more motivated.
s. Focus on opportunities to improve employee engagement.
