Managers lead very busy lives and never seem to have enough time to get everything done. A 70- or 80-hour work week is not uncommon. We have a plethora of communication tools with computers, regular phones, cell phones, PDAs, e-mail, messages, meetings, etc. If we have more platforms for communicating now than ever, then why do we have communication problems? It is very simple: (1) We don’t make the time, (2) we don’t have a plan for communication, and (3) we think electronic communication is communicating.
Smart managers make the time for communicating in person on a regular basis. Because they are busy, they put frequent meetings and updates into their schedule with team members individually as well as in groups. Charles Dickens once said, “Electric communication will never be a substitute for the face of someone who with their soul encourages another person to be brave and true.” It is fascinating to consider that Dickens lived from 1810 to 1870! Even in the mid 1800s, he realized the importance of face-to-face communication. I have worked with managers in companies that have remote employees and only met with them twice a year in person. The rest of the time was by phone. How would those employees feel? Valued? Motivated? For direct reports, regular update meetings should take place between the manager and their team member individually. These should be scheduled and occur on a regular basis. There are compelling reasons why this should be face-to-face:
• The communication will be more effective, because the manager can read body language and expression, and capture the gist of what an employee is trying to say.
• The trust level will be increased.
• The employee will feel more valued.
• Problems can be uncovered sooner rather than later.
• Employees will feel more motivated.
I once reported to a very fine leader. During a period of about a few weeks, I felt the manager was giving me the “cold shoulder.” I finally decided that I had to address it. I met with him, told him that I felt something was wrong, and asked him if he was mad at me. He said that he thought the same thing and he was acting that way because he thought I was mad at him! We then were able to sort things out. That kind of communication could never have happened via e-mail or phone.
I have worked with managers who have thought that communication occurred because they sent an e-mail. An e-mail is a communication tool that is good for its expediency. The sender can send e-mail to several people all over the country in the blink of an eye. There are some significant limitations to e-mail that managers should consider as part of the challenge in communicating effectively:
• E-mail is very open to interpretation.
• Most people I know get too many e-mails each day, so the message gets lost in all the clutter of the mailbox.
• When people are traveling, it is sometimes difficult to get e-mail.
• Sometimes it gets deleted and not read.
The best approach is to use e-mail to convey information and to confirm and reinforce messages. If a staff meeting is held, then e-mailing the minutes of the meeting is a great example of effective e-mail. Reminders and setting up appointments is also effective in e-mail. E-mail should not be used for long complex memos or issues. Most importantly, e-mail can be a great tool for acknowledgment and reinforcement. A congratulatory e-mail to the employee with a copy to the manager’s boss is very effective. An “I am proud of the progress you are making” e-mail can be very motivating.
Managers should look at all forms of communication and use them effectively at the right time for the right reason.
Overall, the goal of communication with the team should be as follows:
• To communicate effectively so that employees feel acknowledged.
• To keep employees informed on key decisions.
• To reinforce positive behaviors.
• To correct and modify negative behaviors.
• To have employees feel valued.
• To build loyalty and trust.
• To increase productivity and decrease confusion.
Most managers think they are great communicators, but the reality is most managers are not. Most managers think they communicate too frequently; the reality is employees want more detailed and frequent communication. For managers to be better communicators, they must decide that the communication will drive increased productivity and profits.
Great leaders are always great communicators.