It’s Important To Regularly Tune Up Your Communication Skills

While thinking about communication, make one firm rule for yourself:

Always be courteous to your staff:

The old adage that politeness costs nothing is true. Any temptation that staff may provide to descend into insults or even to be offhand may cause problems and will certainly not engender respect. This applies whatever the provocation – and, believe me, sooner or later if you manage people there will be some!

So, keep cool, count to ten if necessary and moderate your language and your manner.

A final point about communication is that you need to be constantly well informed about what is going on: in your department, around the organisation and in any other area that is important to you.

Never forget that informal communications are as important here as formal ones.

You need to develop a good network of contacts and here I must flag the importance of the grapevine. This exists in every organisation.

• Discover how it works and who is key to its operation
• Get yourself “plugged in”
• Remember that communication is two-way (you must contribute to receive)

Use it constructively: ignore and do not start rumours, use it for firm information, early warning and dissemination and keep your eyes and ears open.

Keep In Touch:

Take away communication from an organisation and not much is left. Yet, the subject is often neglected. It is the foundation of a good relationship between manager and staff and thus the basis for success.

Make sure you take action to create good – two-way – communication by, for example:

• Practising MBWA: that is Management by Walking About. Talk to people informally, ask, listen, take note and ensure feedback.
• Regularly informing people of your thinking: by memo, e-mail, at meetings, etc. Tell them what your vision is, what you plan, hope and intend, what’s happening – and how it will affect them.
• Systematise the processes involved: make aspects of what you do formal and regular (e.g.: regular departmental meetings and updates on operational issues).

Fundamental to good management is being seen as open and honest, concerned that people should know what is going on and concerned also to encourage and receive their inputs.

Jonathan Farrington