A vitally important skill for managers is communication. Developing this will make a big difference to how successful you are. Even though sometimes managers are required to impart vital information, the way he or she communicates it, as well as everyday abilities to get on well with their team members, can make or break the potential to perform. By taking steps to change attitudes and behaviors around methods of communication, a manager can get more, much more, from the people around them.
For example, there may be times when he needs to find out where internal systems are holding back growth, resulting in poor performance in a business. He might decide to make a presentation suggesting improved measures which would add impetus by making the systems and processes more effective. In order to convey his strategy and get that established, it's essential for him to communicate well.
Whilst special communication situations are important, it is likely to be just a small part of the manager's role, compared with the need to interact with their people on a regular day-to-day basis. Good managers talk to their people all the time, getting to know them well and building great rapport as they go. Understanding how important this is, helps those managers who care for success to decide just how they are going to develop this skillset to the full.
Typically common and damaging effects of poor communication skills are how misunderstandings develop. These can drive employees mad and managers to the edge of despair, especially when actions don't happen as they should. If a manager doesn't clearly understand the needs of the audience they are speaking with, then their efforts may well be in vain. Taking the time to ascertain whether those listening are 'getting it', will create instant feedback so that whatever is being said can be adapted 'on-the-fly'.
As issues arise, managers need to consider what they are being told carefully, whilst ensuring that they get all the detail before they act. Sometimes, assumptions can get a manager into hot water, so it's vital that they find out what really is fact, before they decide on a course of action. This is not just about the ability to impart information, more, it's about the capacity to listen carefully and then frame 'discovery' questions appropriate to the contextual clues they have received.
Being able to appreciate information for what it is, requires a special capacity within any manager. Time, 'busyness' and all the other demands on time, means that a manager has to be pretty smart to make quick judgments based on limited information. In those cases it's a good idea to make sure that actions are not taken in haste, but considered carefully when the time is available to make the nest decision possible.
When working with teams, what you say and what they hear is even more important to get right. If one person gets the wrong end of the stick, then quite soon you will end up with confusion, frustration and possibly even internal strife amongst the team. Clarity is vital here. Taking the time when you brief a whole team, to recognize that they will all receive messages in very different ways (and accommodating this), will be well worth the effort in the long run. Including two-way communication with each and every member of the team fosters team spirit and collaboration.
Resources for your communication activities need to be arranged and, where investment allows, improved over time. New support staff can be involved to make things run more smoothly and more appropriate equipment bought. These are a few ways to improve the technical side of your communication skill. So, starting today, it's worth deciding that you are going to take yourself the top of the communications scale with your people.
Developing your personal communication skill is one of the most important tactics in your management development toolkit. It has the potential to catalyze great success. Only you can do it! - 15431
For example, there may be times when he needs to find out where internal systems are holding back growth, resulting in poor performance in a business. He might decide to make a presentation suggesting improved measures which would add impetus by making the systems and processes more effective. In order to convey his strategy and get that established, it's essential for him to communicate well.
Whilst special communication situations are important, it is likely to be just a small part of the manager's role, compared with the need to interact with their people on a regular day-to-day basis. Good managers talk to their people all the time, getting to know them well and building great rapport as they go. Understanding how important this is, helps those managers who care for success to decide just how they are going to develop this skillset to the full.
Typically common and damaging effects of poor communication skills are how misunderstandings develop. These can drive employees mad and managers to the edge of despair, especially when actions don't happen as they should. If a manager doesn't clearly understand the needs of the audience they are speaking with, then their efforts may well be in vain. Taking the time to ascertain whether those listening are 'getting it', will create instant feedback so that whatever is being said can be adapted 'on-the-fly'.
As issues arise, managers need to consider what they are being told carefully, whilst ensuring that they get all the detail before they act. Sometimes, assumptions can get a manager into hot water, so it's vital that they find out what really is fact, before they decide on a course of action. This is not just about the ability to impart information, more, it's about the capacity to listen carefully and then frame 'discovery' questions appropriate to the contextual clues they have received.
Being able to appreciate information for what it is, requires a special capacity within any manager. Time, 'busyness' and all the other demands on time, means that a manager has to be pretty smart to make quick judgments based on limited information. In those cases it's a good idea to make sure that actions are not taken in haste, but considered carefully when the time is available to make the nest decision possible.
When working with teams, what you say and what they hear is even more important to get right. If one person gets the wrong end of the stick, then quite soon you will end up with confusion, frustration and possibly even internal strife amongst the team. Clarity is vital here. Taking the time when you brief a whole team, to recognize that they will all receive messages in very different ways (and accommodating this), will be well worth the effort in the long run. Including two-way communication with each and every member of the team fosters team spirit and collaboration.
Resources for your communication activities need to be arranged and, where investment allows, improved over time. New support staff can be involved to make things run more smoothly and more appropriate equipment bought. These are a few ways to improve the technical side of your communication skill. So, starting today, it's worth deciding that you are going to take yourself the top of the communications scale with your people.
Developing your personal communication skill is one of the most important tactics in your management development toolkit. It has the potential to catalyze great success. Only you can do it! - 15431
About the Author:
(c) 2008 Martin P Haworth is the author of Super Successful Manager!, a very simple, step-by-step weekly development program for managers of EVERY skill level. You can get a sample lesson for free at http://www.SuperSuccessfulManager.com.
