The Communication Problem Solver 5

The Communication Problem Solver 5. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions....
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The Communication Problem Solver 5 T HE S ECRETS TO C REATING AND S USTAINING E NERGIZED R ELATIONSHIPSknow.’’ The word should implies that the manager is unsure if he andthe employee have the same understanding of the task at hand. Wherethere’s lack of certainty, the employee probably does not understand theexpectations to the manager’s satisfaction. Even the best employees interpret what they hear from their man-ager through their own experience and previous expectations of theircurrent and prior managers. This interpretation may or may not line upwith what the manager intended to say. Many managers do not take time to crystallize their own expecta-tions. They take the approach that they’ll ‘‘know good performancewhen they see it’’ or they’ll ‘‘make it up as they go along.’’ Often thesemanagers dole out mediocre ratings on performance appraisals becauseno one can measure up to a nonestablished expectation. They usephrases such as ‘‘there’s always room for improvement,’’ or ‘‘no one isperfect’’ as excuses to avoid awarding an outstanding rating and to dis-tract from their inability to explain why they gave a rating that was notoutstanding.Purpose of Clear ExpectationsManagers who articulate their expectations and ensure that their directreports understand the expectations make achieving the expectationsfeasible. Managers who candidly state requirements can get what theywant and need: quality results delivered on time and according to bud-get and specification. This prevents the common miscommunicationsthat arise when expectations are not transparent. Consistent clarity gets the work done appropriately, with minimumerrors and rework. It builds trust because the work is not a moving target.It builds relationships because employees are less stressed and they areable to succeed when they know specifically what is required. Clarityshows the decision-making and communication adeptness of a man-ager, and this enhances support from all directions: upper management,direct reports, and peers. Skilled managers guide their teams to accomplish work and grow the22— S ETTING E XPECTATIONS WITH T URBOCHARGED C LARITYteams to meet new demands. These managers set a clear direction thataligns with corporate vision and goals. It’s the domino effect: clear ex-pectations equal easier performance follow-up, feedback, and coaching.Once expectations are understood, managers can confidently providethe resources their team needs to produce high-quality products andservices. Managers then increase the effectiveness of feedback andcoaching because these functions relate explicitly to the stated expecta-tions. So direct reports always know where they stand in relation to whatthe manager needs. Competent managers increase the odds of gettingwhat they want: outstanding results, motivated employees, and a cohe-sive team that is happy enough to stay with the organization. For manag-ers to get what they want, they must define exactly what the desiredresult will look like with turbocharged clarity. Then they need to commu-nicate that desired outcome to the staff. This seems so logical and yet it is not easy. Everyday there are man-agers who do not know how to decide on and/or communicate theirexpectations. This poor communication leads to decline in morale andsupport for management. Let’s look at two examples of how lack of cleardirection (1) keeps managers from getting what they want and (2) teachesemployees that to survive, they must disregard their manager.The Impact of Not Setting Clear ExpectationsNot being clear about the expectations costs the organization time,money, relationships, and quality results. It costs the manager her repu-tation and sometimes her job. Two true stories of the loss of employees’productivity and commitment, due to lack of clear expectations, follow.These are the stories of Tom and Kristen (not their real names). In Tom’scase, his manager cannot set expectations. This causes rework and last-minute scrambling to complete projects. In Kristen’s case, her managerdoesn’t set expectations at first, rather only when she observes behaviorshe doesn’t like. Expectations after the fact come across as punitive. Inboth cases, work relationships and communication are strained andstressful. —23 T HE S ECRETS TO C REATING AND S USTAINING E NERGIZED R ELATIONSHIPS Tom, an engineer, works for a consulting firm and is an expert inboth construction management and claims resolution for constructiondisputes. Think bridges, tunnels, hospitals, airports, radioactive site re-mediation, power plants, highways, and public transportation. His workaffects safety, so Tom’s projects should be well planned in advance andin concert with management. Yet, for two years, Tom struggled to getdirection fr ...