Clear Communication is Pain-Saving

By Jerry Franklin

Even though I am no longer an official, card-carrying member of the corporate workforce, I remain close to it through my executive wife. My business partner and I must clearly communicate with each other and others in order to meet the goals we have set. We talk often and use a web-based planner to get on or stay on the same page, literally.

My wife and I have an on-going conversation about “current events” in her workplace. I appreciate her inclusion of me as it helps me stay sharp and feel involved. Furthermore, I know many of the people from my own employment there, so it is an easy conversation.

Time and time again, a main theme continues to emerge in those conversations. Well, there’s several, but I’m going to talk about clear communication in the workplace.

For-profit businesses are results-driven. Whether the company is public or private, conducting business that produces revenue is the goal. Then, managing the operating expenses in order to turn a profit is ‘the name of the game’. Now, work it backwards.

What I mean is what is the first step? The very first step for management to take is clear communication. It is vital to the morale-flow of the employees for the management team to be direct and concise regarding their instructions of revenue-generation. For example, if a manager wants a task done, the question s/he must answer beforehand is, “Do I care how it is done?”

Very little is more annoying to a capable employee than to receive a directive from a manager, complete the directive with quality and by the deadline, only to hear criticism from the manager as to how the directive was completed. So, if the manager is particular as to how a directive is completed, s/he must take the time to clearly explain the process. Herein lies another problem.

Many managers are, in effect, lazy. It is almost as if they expect the employee to “just know what I mean.” Have you ever heard anything like this? The other part of the manager’s failure to clearly communicate is the time it takes to do it. Often, the manager cares how the directive is completed, but takes for granted that the employee knows what s/he knows. The manager fails to communicate how the directive is to be completed. In the manager’s defense, s/he must reasonably be able to assume that the employee has the knowledge or skills to accomplish the directive without a crash course. Invariably, the employee completes the task to the chagrin of the manager. Every circumstance is slightly different; nevertheless, the manager is ultimately accountable for the performance of the team and must know the team well to be safe in making assumptions.

The most effective managers are the ones who clearly communicate. Thus, they avoid morale pitfalls that steal synergy from their teams.

Jerry Franklin is a business owner/partner of the blog network, http://www.BlueSkyBrothers.com focused on contributing to the content improvement of Web 2.0. His extensive experience in marketing and sales provides products and services through the network. His direct line is 214-532-2726.

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