Four Workplace Communication Tips

Each person must learn the art of genuine communication. It takes coaching and practice to do it well. Authentic communication requires that you be truthful, open and deliberate in what you say as well as in how you listen and respond to what others say. This tool illustrates that four skills that help leaders use authentic communication.

Speak From Your Own Viewpoint

The best leaders share their opinions frankly. They state their concerns up front. An effective way is to personalize what you say, assuming responsibility for your opinions, values, and positions, instead of generalizing or placing blame outside of yourself. Say, “I feel disappointed about our progress,” rather than, “This group is the pits.”

This method lowers the defenses of your hearers by not deflecting blame away from yourself. Nobody can assert that you are not concerned or that you are more hopeful that you are willing to show. “I prefer to start at nine exactly” is unambiguous; “You are late again! You hold us up every week” is guaranteed to provoke a defensive reaction.

Another way people hide their real positions is by burying them in questions. “Do you intend to say that in public?” is an attack, not a question. “I would rather you would not say that when we make our presentation” is also a negative comment, but at least you are directly acknowledging that this is your view, not an absolute judgment.

Does it feel like fault-finding? It’s not really. The greatest contrast is in the response you look to elicit from your audience.

Adjust Your Communication Style

Everyone has natural communication style. The styles of communication can be empirically broken down into four classes: Directors, Expressers, Thinkers, and Harmonizers. The Straight Talk® communication survey will help you to discover your communication style, as well as the styles of others.  You will also find pointers to help you make your communication more effective and balanced.

Once you understand your communication style, you’ll have a deeper appreciation of what it takes to communicate into someone’s “listening space.” Directors, for example, want information in quick, bottom line bullet points. Expressers want a more complete exploration of the various thoughts and proposals. Thinkers want to know the reasoning the underlies a proposal. And Harmonizers want to know how any plan will affect people.

The most effective communicators tailor their style to fit their audience. By tailoring their style, they help people relax and feel more receptive to what they’re saying. This helps them be more effective leaders and managers. When it is called for, they also point out differences in style to lower tension and alleviate the misunderstandings that can arise from different styles of communication. This goes a long way toward building trust.

Use Powerful Listening

Powerful listening is an active skill. An effective listener doesn’t only pay attention to a speaker’s words, but searches out the point of view that lies beneath them. Powerful listeners pick up on the subtle intonation, facial expressions and context, then they reply in a way that shows they have understood the speaker’s intent as well as his or her actual words. They listen to understand, rather than spending the time constructing their rebutal.

One way to be sure you understand exactly what the speaker means, and to communicate your understanding, is by reflecting back to the speaker what you believe he or she is saying. Paraphrasing does not mean just parroting their words. It means reiterating the speaker’s points without simply repeating his or her words and taking account of the physical signals and tone of voice employed.

To introduce a paraphrase, you might say “It sounds as if . . .or “I can see that . . .” Paraphrasing is the best way to give an encouraging reply in spite of the fact that you don’t agree. Being able to express the speaker’s position clearly says to the speaker that, even though you disagree with the position, you value him or her enough to listen carefully.

When you paraphrase, you also give the speaker a chance to clarify his or her position. He could say: “That’s right..” Or he may respond: “You know, let me clarify a bit.” That sets the stage for a deeper conversation – one in which you can play the role of facilitator.

Don’t forget that 60 percent of communication doesn’t use words. That is, if you only listen to a speaker’s words, you disregard more than half of the conversation.

Listening is not all you need to do; you have to demonstrate that you’re listening. Maintain eye contact, lean forward, nod, vocalize agreement when appropriate by saying, “I see,” “Um hmm”; take notes if that is appropriate. Do not wave at passers-by, lean back with your arms crossed, watch the TV, wear sun glasses, pay attention to external events, or look at your watch. Rather, learn to focus completely on the conversation in which you are participating.

Make Your Communication Data-Driven

Data-driven communication requires that you do two things:

First, you put your own assumptions on the table. “I suppose that we will be affected by these economic hard times just as others in our industry have.”

Next, you seek out missing facts. You ask: “Does anyone have any data that would help me clarify my assumptions?”

When your communication is data-driven, you seek to bring other people’s assumptions and concerns into the conversation. You ask: “Help me understand your thinking. What you assume will being to manifest itself?”

When you’re data-driven, you make sure you bring issues to the table. If there’s an exchange in the hallway that is relevant, you share it with everyone. If you’re experiencing confusion or discomfort, you let people know (recognizing that if you’re experiencing it, others are likely to be experiencing it, too). If you have an issue that you fear to raise because of the possible repercussions, you confer with the chair or someone else who can help you create a strategy.

Data-driven communicators deal in specifics and use definite examples to help everyone reach a common understanding of the situation. You don’t become trapped by generalizations; you bring in concrete examples to help your hearers see whether you are referring to a 2% rise in expenditures or a 20% rise.

Finally, when you’re data-driven, you stay humble. You assume that you don’t see things perfectly. You solicit other people’s opinions. You recognize that people can be misled by the “assumption of competence.” You appreciate that people who assume they are competent are usually the least competent among us.

Many studies have shown that “the assumption of competence” is higher in those who are least competent in various activities.

Did you find this information useful? Looking for more concrete illustrations and example cases? Obtain your copy of Eric Douglas’s new leadership book for Leading at Light Speed. This is an essential manual for leaders and groups that want to increase innovation, performance, and build trust.