Performance Management - Employee engagement & management - Carnegie Australia

Performance Management - Employee engagement & management

Effective Communications

Leaders get things done through others; they constantly need to prioritize tasks, develop growth strategies and delegate responsibilities. The most effective leaders also know how to have courageous conversations. Most important leadership transactions still take place in live, in-person conversations. Virtual, asynchronous communications such as email, sms, Twitter and Facebook postings are faster, cheaper, and more convenient than in-person options for staying connected and sharing information. But problems arise when they are used to avoid critical or challenging messages that can have significant impact on a business. Good leaders embrace technology to enhance communication productivity, but they are careful not to replace the in-person conversations required to get difficult things done.

There are three types of critical conversations for leaders to master — one-on-one meeting, small group discussions, and one-to-many “public” style convenings — and three ways for improving them.

  1. The effectiveness of each style of meeting depends on the participants and setting
  2. The credibility and completeness of your intent
  3. Your responsiveness to and emotional engagement with your audience

So communicating effectively at every level can make or break your Company.

No executive intends to start off an initiative or business with vague, assumed or conflicting expectations. They all start out intending to convey their expectations with absolute clarity. But under the pressure of too little time and too much to do, under pressure from unspoken, assumed directives from bosses, customers and other departments, many managers decided that because people are nodding their heads they have all they need in terms of a clear direction - unfortunately later finding that their people have made little or no progress.

Executives don't retrace their steps; instead they falsely assume “that strategy wasn't right for our company.” (Laurence Haughton, 2004. “It’s not what you Say….It’s what you do.”)

Internal communication is all about the quality of relationships in the organisation at all levels and across all areas. Change may be a constant in any company today, but with an understanding of the change process and a more targeted strategic internal communications program, it is simple.  Keeping people engaged along the change process is always a challenge. However, change is not hard, only people are, and it is the people and perceptions we manage, not the change.

Some key questions:

  1. Do you or your organisation pump out information in the hope that somehow employees will be better informed about the organisation and thus perform better?
  2. How is your communications strategy linked to your organizations’ vision, or divisional objectives?

To learn more contact us.