Repeatedly, we hear about the importance of effective communication in the workplace.Nonetheless, communicating clearly, both verbally and in writing, and doing so with sensitivity to others, remains a difficult skill to master.

For leaders, a continuous improvement approachto communication skills development is essential. Placing value on this interpersonalattribute also demonstrates its importance toyour team. Here are some simple ways tostrengthen your interactions within your workplace:

• View communication as role modeling.When it comes to communication, it isimportant to lead by example. When writingmemos or emails, make certain you use correct grammar and spelling. If this is notyour strong suit, ask someone with goodproofreading skills to review these itemsbefore distribution. When speaking or writ-ing, avoid using slang terms or language thatyou would prefer your employees avoid (ifyou swear, they will swear, etc.). You set the tone for what is and is not appropriatecommunication within your workplace.

• Consider which modality to use. Today,there are many modes of communication at your disposal — email, voice mail, phoneconversation, team meeting, text, face-to-face interactions, etc. Modalities matter. Forexample, announcements that will have asubstantive impact on an entire team are bestdelivered in a meeting, which affords peoplethe opportunity to ask questions and offer

comments. Obviously, concerns about performance issues and other sensitive information are best handled one-on-one andprivately. Written communication (includingemail) is often helpful in providing opera-tional or technical information or instruc-tions. Any message with emotional contentor the potential for creating confusion on thepart of the recipient usually calls for verbalcommunication. We’ve all experienced howeasy it is to read emotional tone into emails,such as an impertinent attitude that was notintended by the sender.

• Consider your audience. When you aredeciding how to approach a conversation or

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Communication: A Key to Leadership

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compose an email, try putting yourselfin the place of the recipient(s). Forexample, when speaking to a customer,it is likely you would avoid using technical or industry-specific terms thatyou know are beyond that individual’s comprehension. The same rule appliesto communication with employees. Tailor your message to the knowledgeand experience of the person to whomyou are speaking or writing. With written communication, it sometimeshelps to read it to yourself out loud orhave a trusted colleague look it overbefore sending.

• Keep it simple. Focus on using clear,simple language to make your point.Look for ways to boil down complex ortechnical concepts into understandableterminology, and use metaphors, analo-gies or anecdotes to illustrate your mainpoint. Given the amount of informationthe average employee receives each day,it is important to employ an economy ofwords. People will appreciate that. Lessis more.

• Choose your words carefully. Remem-ber that emotion-driven or impulsivemessages can easily engender backlash,gossip and rumors, so think carefullyabout how you package your informa-tion. As a general rule, if you are upset,take a timeout before deciding how,when and in what way to deliver your message. In the realm of verbalcommunication, if you are addressing a difficult subject, consider preparingtalking points that can guide your partof the interaction.

• Be aware of body language and tone of voice. When conversing face-to-face, people react more to your bodylanguage and verbal tone than they doto the meanings of the words you use. Ifyou appear tense, nervous or distracted,people may think these behaviors reflecthow you feel about them. Your messagewill be much more effective if youremain focused on the other person,maintain periodic eye contact, and truly listen to what she or he has to say. When attending presentations, stayfocused on the speaker. If you appearrestless or distracted, your team willtake that as permission to stop payingattention as well.

• Listen. It’s not uncommon for managersto be the last to know when a problemarises. Often, this is because employeesare reluctant to put themselves at riskby owning up to mistakes or bringingproblems to your attention. While it isimportant to maintain an open door

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policy and encourage employees to talkto you about their concerns, keep inmind that you may learn more fromindirect conversations and casual inter-actions than from direct discussions.Listening is a key skill for anyone inbusiness, but it becomes of increasingvalue the higher you move up the managerial ladder. To be effective inone-to-one conversations, encourage the

other person to do most of the talking.You learn more and it builds rapportwith your employees.

• Communicate, or else. Employees willpay attention to what you do say, butthey will also pay attention to what youdon’t say. When employees recognize or

How Do I Say ThatIf one of your direct reports is havingdifficulty meeting appropriate stan-dards for communication within yourworkplace, consider these tips:

• Document. Compile examples of theemployee’s inappropriate written orverbal communication. Consider ifthe problem is something that mightbe addressed through training oreducation or if the difficulty is related to behavior or demeanor(such as using inappropriate oraggressive language).

• Consult with Human Resources.Talk to HR about your concerns andthe impact it is having on both inter-nal and external customers. Investi-gate what resources the organizationmay provide for improvement. Youmay also want to consult with theLifeMatters Management Consulta-tion Service.

• Schedule a private meeting. Sitdown with the employee to discussyour concerns and their impact. Forexample: “I’ve noticed a lot of spellingerrors in your emails. I am concernedthat your correspondence with customers may have the same errors and create a poor impression.”

• Listen to the employee’s response.In this example, the errors may be aresult of discomfort with software or unfamiliarity with technical terminology. Ask where the employee feels he or she needs more assistance and, if so, determinethe best way to provide necessarytraining or support.

• Make a referral to LifeMatters® byEmpathia. If communication errorsindicate a drop in performance orengagement, consider making a performance referral to LifeMatters.LifeMatters can also assist withaddressing personal issues that may be disrupting the employee’sperformance.

• Follow up. Periodically meet withthe employee to discuss his or herprogress and areas in need of contin-ued improvement. If performanceexpectations are still not being met,talk to Human Resources aboutappropriate next steps. Consult withHR before taking any disciplinaryaction.

The LifeMatters Management Consulta-tion Service is available to provide coach-ing and assistance with a variety of man-agement-related concerns. Call anytime.

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believe that you are withholding information, they will make up theirown version of what is going on . . . and it will usually be incomplete or justplain wrong. Give as much informationas is reasonable and appropriate. In thiscase, more is more.

• Don’t make promises you can’t keep.Before you make a commitment to yourteam, be certain that you intend to makegood on your promise. Also, keep inmind that the only thing that under-mines a team’s faith in its leader fasterthan a broken promise is a lie (or whatthey perceive to be a lie). If you can’tanswer a question, don’t make some-thing up — either say “I don’t know” or “I am unable to discuss that at thistime,” depending upon which responseis most appropriate.

• Solve problems. Good communication

is a key aspect of problem solving.When someone presents a concern, lis-ten carefully, ask questions, and discusspossible solutions. Being perceived as aperson that others can turn to when dif-ficulties arise is an important leadershipquality, and creating this perceptionrequires being a good communicatorand, even more so, a good listener.

Being an effective communicator is asimportant to leadership success as main-taining your technical skills and businessacumen. The LifeMatters® by EmpathiaManagement Consultation Service is avail-able to provide coaching and assistancewith improving these skills and becoming astronger leader. In addition, the followingbooks may be of interest:

Mastering Communication at Work: Howto Lead, Manage, and Influence by EthanF. Becker and Jon Wortmann, McGraw-Hill, 2009

Improving Communication in the Workplace by Timothy F. Bednarz, Majorium Business Press, 2011

The Hard Truth About Soft Skills: Workplace Lessons Smart People WishThey'd Learned Sooner by Peggy Klaus,HarperBusiness, 2008

Editor:Denise Delvis

Design Team: Philip ChardCarol Wilson

Maribeth Kalmer

Published quarterly by Empathia, Inc.

©2014 Empathia, Inc.All rights reserved.

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