Workplaces where information flows efficiently can become more successful than those with constant communication problems.
One of the important elements of leadership competencies are the promotion and maintenance of effective information flow. For successful work, it is essential that all employees are informed sufficiently in the adequate time. The expectations must be clearly defined; the authorities and details need to be clarified. Even in routine tasks, there may be unexpected difficulties, unclear, obscure points. If we do not pay attention to them, they will cause mistakes that will block the job.
Careful clarification of the details of a new job may take a long time, it may be time-consuming, so managers and staff often over-shorten this process. After careful discussion, some issues may occur only later, during the workflow. It is a concern if the obstacles thus created cannot be eliminated quickly - this basically depends on the effectiveness of our communication.
Some of the leaders’ communication mistakes
1. Fast and superficial or slow and overly detailed
There are leaders always trying to give the subordinates essential information as soon as possible. However urgent attitude does not leave enough time to think the task through and leaves no room for questions. If managers even intercepts their message with metacommunication elements, which imply impatience or worry, he causes tension, insecurity and distress in the subordinates. Detailed, endless overexplanation may be detrimental too. The immediate disadvantage is the significant loss of time, but we must keep in mind that those with whom one speaks in such a way may feel that their intellectual abilities are underestimated.
2. Unapproachable or intrusive
Leaders generally have access to the bigger scope of work than subordinates: it is simply, because they must be up to date and have to make important decisions. It is also necessary to delegate certain subtasks to subordinates for some time and leave them todo that alone. In such cases, the typical communication problem may arise when subordinates cannot or do not dare to question their managers with their doubts or comments: they try to find information from other sources or choose a solution they think is the best based on their incomplete information. This often causes time loss and tension. The other end is the constant leadership presence: continuous monitoring. In this case, the subordinates feel that they have no room to act, they’re not trusted.
3. Competitive or patronising
The flow of information between staff is very difficult if the workplace atmosphere is too competitive and performance-oriented. In such environment, lack of information may reduce the efficiency of work. The opposite is not good either: in the overly familiar and friendly atmosphere personal conversations can put down the flow of work-related information.
To find the golden principle of balance we need to get to know the skills, abilities and communication specificities of our staff. This process can be significantly reduced by means of group and individual trainings.
Optimally, active and intensive bilateral communication between the managers and their staff is open, in which both sides are open to the other signs, objections, questions, and the flow of information between the subordinates is also active, intense, and effective. The stakeholders are aware of their task, clearly see their tools, their potential, know who to turn to when they face a problem or have questions and point out their difficulties.
Effective communication is promoted by improving the self-knowledge of employees and selecting the right people for each job. This can be learned on SHL Hungary Ltd's "Selection and Development with Tests" courses, which will take place every months, next on 19-20 of September, 2018.