Helpful in-house communication is essential to the success of your business. If your staff is not informed and engaged, it holds a flow-on impact on all that your firm embarks to achieve. Ventures that have brilliant in-house communications routines often have more profits and advanced output, and report better staff satisfaction.
Once your helpful in-house communications strategy is ready, you will aid your staff to fully accept the values, culture, and goals of the business. Then, it would be easy for you to construct a firm ethos of fairness and trust, besides turning your staff into brand envoys. Carrying out first-rate in-house communications practices, though, may lead to a few common mistakes, as follows:
1. Being touchy that results in bosses facing the danger of losing control over their communication;
2. Information surplus, which is counter-protective, because it does not give the staff enough time to scan and absorb complex information to be able to suitably act on;
3. Lack of objectives, if not its clearness, that are vital to the success of any firm;
4. No feedback is required that defies the fact that useful communication stays as a two-way lane;
5. Not repeating the message through the use of other channels to maintain the info dispersed and told in various manners towards raising action;
6. Old-style communications ladders can cause slow information sharing, lost info, as well as misplaced data;
4. Using jargon that can be daunting to read and may even be perplexing; or,
5. Working on outdated tools, such as the use of printed memos, info sheets, and emails.
These common miscommunications arise due to assumptions, hasty communication, misunderstanding data received, and lack of listening skills. To remedy these, you may reflect on these tips:
1. Address issues clearly and closely;
2. Be proactive;
3. Build your listening skills, besides helping your team to hone their own skills;
4. Find and respect dissimilarities among team members;
5. Request for feedback to know that the message received is correct and grasped by the message recipients;
6. Select communication channels prudently and observe the Need-to-Know rule when sending info to address the problem of data surplus;
7. Set precise expectations of team members;
8. Use digital tools, if likely, to get the message through and reach staff with aimed missives; and,
9. Write communications comprehensively, in a few words, and clearly as much as possible, as well as avoiding the use of jargons.
This exercise exists about clarity, listening, and developing likely strategies when people communicate in the workplace. In communicating needs, expectations, and others, it aids clarifying and creating a common field. This can display what happens once we fail doing so. For this exercise, you will need participants by pairs. Once paired off, each should sit back-to-back and each having a pencil and paper.
One member becomes the speaker while the other is the listener. For the next five to 10 minutes, a prepared geometric picture will be described by the speaker. On the other hand, the listener makes a drawing based on the description without seeing the image and being able to ask questions to the speaker. Next, both will talk concerning the experience with the use of these questions:
1. What steps were taken to make sure that the instructions were well-defined?
2. In what manner can these be used in real-life communications?
3. My intended ideas are not always interpreted by way of what they are intended to be. So, while I was speaking, could you suggest how I can decrease the odds of miscommunication within real-life conversations?
1. What was helpful about the instructions of your partner?
2. In what manner might your sketch turn out in another way if you can ask questions to your partner?