Most managers tread water in the areas of communications that directly impact on the results of the organization.
These managers have plans, but, all too often, fail when it comes to making them happen – this is in part due to inefficient communications.
They may not be in touch with their employees and, thus, miss out on employee suggestions and feedback that could be invaluable.
In contrast, High Impact Managers have a habit of Results-Driven Communications. When you make this approach become a habit, it will help you to transform your work relationships. I guarantee it will drive your team’s results to a higher level of positive impact on your organization.
I will share three elements that are critical to getting the job done, your team on the same page and to create clear accountability. These three elements will provide you with a comprehensive, refreshingly real approach to communications needed to bring about the work results you desire.
Let me now share with you the elements in the formula for Results-Driven Communications:
- Element 1: Build Trusting Two-Way Communications with Your Direct Reports
- Element 2: Engage in Dialogue, Not Monologue
- Element 3: Use Effective Communications Channels
George Bernard Shaw said, “the single biggest problem with communication is the illusion that it has taken place.”
Too many managers mistakenly assume that, just because they are the boss, their direct reports will automatically achieve the results that they want. Often, they utilize one-way communication to get across what needs to get accomplished.
High Impact Managers know that one-way communication is inefficient, at best. So, they choose to use two-way communication with their direct reports. This fosters a healthy relationship between manager and direct report and encourages the direct report to be proud of and enthusiastic about the work they do.
Build Trusting Two-Way Communications with Your Direct Reports
Real Results-Driven Communication must occur in two directions—not just one. What exactly do I mean by two-way communications? I mean the free, respectful exchange of views and opinions—in both directions.
Without two-way communications, your highest impact will not take place. The moment two-way communication stops, Results begin to wither and die.
Before your direct reports agree to support you, they have to know about what they will be supporting. There are different techniques you can use to bring this about this awareness. No matter how you do it, you must be open to hearing their suggestions and contributions. Once they know that their challenges and opinions are welcome, they will feel a greater sense that they are doing their part in making the organization succeed.
It’s effortless, and takes hardly any effort at all, to start a monologue.
But we shouldn’t be under the impression that we are communicating every time we do.
It is better to be “too direct” or “too specific” about what you want than not to be direct or specific enough. Don’t use phrases like “you know what I mean” – expressions like these may have positive intent but often turns out that your direct report really had no idea what you meant.
Oh, they may nod their head and give you affirmative responses. don’t let that fool you into the false assumption that they heard you and are bought into what you are asking to be done.