Management communications can go askew for many reasons, from simple bad timing to a complex series of misjudgments. Following are seven tips managers can address in their efforts to convey important information to their team. These are valuable guidelines for any manager who has ever had to deliver difficult or controversial information to those who stand to feel it’s impact the most.
1. Do some research first
Any controversial decision can engender rumours, anxiety, and resistance. So rather than announcing a controversial decision to the entire group, first do some research with some people one-on-one. Learn who will object, and their reasons why. Decisions about change are the most charged— reorganizations, changing goals, and the departure of key employees create uncertainty, and uncertainty generates anxiety. To forestall anxiety, open a dialogue with some key people. Outline the issue or impending change. Then address the concerns raised in response. Is there uncertainty about the future? Share the scenario you expect will unfold.„ Does the reorganization jeopardize a project? Share plans for keeping it afloat. Demonstrate that you understand the concerns, keeping in mind that you can address emotion better with emotional intelligence and body language rather than just words. Make sure you convey concern and empathy.
2. Don’t lie
Some lies or partial truths can be well-intentioned. Certain topics must remain confidential whilst under discussion. But be careful how you keep secrets. If people know you’ve lied, you will lose their trust forever. If people suspect you are lying they will doubt your sincerity and perhaps look for a new job with a boss whose intentions one can trust. Lying could cost the company a valuable employee. Rather than lie, train yourself to respond, “I’m not free to comment” or “I can’t answer that fully right now,” when asked about confidential or sensitive topics. Consistency is important.
3. Don’t ignore the perception of power
Surprised that you never hear bad news until it’s too late? Don’t be. The more perceived power you have, the less you’ll hear about problems. It’s human nature: problems are altered and softened as they ascend the corporate hierarchy, with each messenger seeking to soften the blow. If you want an honest assessment of a problem, seek out bad news. Welcome it and when it comes, show your appreciation. Conversely, messages are magnified as they travel down the hierarchy. If you look pained during a presentation, everyone will “know” you hated the presentation (or worse—the presenter). No one will think to blame the ham sandwich you ate too fast before you came to the meeting. Jokes are especially dangerous. If you joke, “If you’re not here Sunday, don’t bother coming in Monday,” your team may well not be sure whether you are joking or not. You can put a lid on rumours by using plain, simple language. End meetings by reviewing your reactions and next steps. For example, let them know how you value the analysis and although the trend is disturbing you wish to review at a scheduled time and date in the next couple of days and make the appointment in all your diaries.
4. Underestimating your audience’s intelligence
It’s tempting to gloss over issues because “people won’t understand.” Why explain a reorganization when you can simply say, “Here’s the new org chart”? But that’s a cop-out. Front-line employees may not be masters of organizational design, but they deserve to know the rationale behind changes that affect their lives. If you think your people won’t understand something, remember it’s your job to explain it to them. Many managers like to gloss over problems when motivating their teams. But if things aren’t going well, those teams are probably well aware of the problems. In fact, they’ve probably known about them longer than you have. Rather than avoiding the situation, enlist their skills in finding solutions.
5. Don’t promise what you can’t deliver
When making a promise to your team be sure that you can deliver. Even if you fight their corner and get a compromised outcome your people won’t appreciate it. In fact, they can be downright resentful. How could they be so insensitive to all your hard work, you ask yourself? Simple. You promised them an outcome. You want them to appreciate how hard you tried, but they wanted a specific result. Since they didn’t get it, they can’t see past that fact.
6. Choose the appropriate form of communication
E-mail is great for conveying information, but don’t use it for emotive communications; e-mail messages are too easy to misconstrue. If you’re squirming while reading an e-mail, leave your computer and deal with the situation in person or by telephone. Although it takes longer and is less efficient, it’s great for discussing issues where you can respond directly to the listener’s reaction, and you can use your tone of voice and facial expressions to control your message. “I’m sure you did a great job” could be read sarcastically in an e-mail, but the same words can be delivered sincerely in person with the right tone of voice. Furthermore, some people are listeners, while others are readers. Listeners won’t focus on written memos but are great in conversation. Readers write great memos and are also glad to read them, but conversation sometimes fails to fully engage them. If you talk to a reader or write to a listener, your message might not get through. Don’t be afraid to ask people how they prefer to receive information; most people know the answer. If they don’t, a little attention on your part will reveal what works best. (And for some people, it’s a combination of the two.)
7. It’s also about what you DON’T say
What you don’t say may be sending as loud a message as what you do say. If you don’t give praise, people get the message they’re unappreciated. If you don’t explain the rationale behind decisions, the message is that you don’t trust them. And if you don’t tell people where the company wants to go, they don’t know how to help it get there. By their very nature, mistakes of omission are hard to uncover. Review your major goals and the communication that’s needed to support those goals. Ask what message may have been sent by your silence so far. And be willing to ask people, “What messages are you getting from me?”
