Communications

In this series of articles on management concepts and related behavioural considerations we have, so far, dealt with the core activities of planning, organising, controlling and the motivation of all involved in the enterprise (POCM). In addition we have also covered leadership and management innovation. This is the ninth article in the series. Communications is as important as any of the other management activities and is a critical contributor to building a ‘high trust’ environment and positive motivation.

Motivation
Motivation is a complex subject and the most difficult to apply, hence two articles on the topic. However, it is also the most interesting and rewarding aspect of management responsibility, particularly for those involved in direct people management. This is because it caters for the people element of work which oscillates constantly, is different in nature from person to person and can dramatically impact on the company’s performance.

Trust
The motivation articles tried to identify and summarise the importance of motivation in one solitary word which might encapsulate what we are striving to achieve as managers. That word was ‘trust’. If employees trust their manager based on their hands-on experiences week after week, then the individual will generally be motivated at work. Of course there are external and personal influences which can impact on that motivation and which the manager can have little impact on.

The level of effectiveness of the company’s motivational policies and practices, in terms of the state of trust in the company, directly reflects on each manager’s behaviour. So, in one company we can have several different levels of trust and performance (even varying from department to department) related to each manager’s ability to interpret and apply consistent motivational policies and procedures. This inconsistency of approach by managers can be damaging to the company.

Contributors to ‘High Trust’ Environments
The achievement of a trusting relationship between managers and other employees at work is a significant step in achieving effective motivation. So, what is the main contributor to achieving high trust between employees and managers?

In a previous article (Motivation: Part 2) we addressed the characteristics of behaviour which tend to be present in companies with a high trust environment. Although none of the factors clearly state communications as a core contributor to high trust, it is difficult to see how any of these stated characteristics could be achieved without a very significant dedication to open and honest communications throughout the company.

Communications
So it would seem that good communications leads to understanding, which in turn contributes to high trust and, ipso facto, positive motivation. While this seems quite simple to understand it is not always easy to create and maintain.

It is therefore legitimate to dedicate additional space, in this article, to communications, as a key constituent part of motivation in the POCM context. As we strive to achieve an effective level of motivation in our own company, communications is a powerful tool, but only if used correctly.

There are several fundamental issues to consider before embarking on various communications styles or techniques. One of these considerations is leadership. A previous article has dealt with leadership as part of management thinking and practice. Leadership is in fact, a crucial starting point for all motivational policies, practices and procedures in the company, including the communications practices.

In reality we will not be able to achieve consistency of application if the Chief Executive is not clear on these policies and procedures or fails to ensure that the managers, and indeed all employees, are not absolutely clear on what they are intended to achieve. The Chief Executive must also ensure that the managers are consistent in their application of the procedures.

If the Chief Executive demonstrates genuine commitment to the company’s stated motivational policies, practices and procedures, then it will be difficult for managers to justify non-compliance. This leadership commitment and insistence on consistent application of policies and procedures is a necessary step in trying to achieve a high level of motivation throughout the company based on trust-building practices.

Communications is a combination of one-way and two-way dialogue, written documentation, updates on previous issues and open and frank debate about potential changes. It is the avoidance of hardship through advance warning systems for employees; a no-surprises policy. It requires listening carefully to others, asking questions and many other attributes which vary from company to company. It can be used to gather information as well as dissemination. Some companies effectively use two-way communications to tweak new products and services or to develop new products or upgrades to products and services by accessing the employee’s hands-on experiences. Some even offer awards for such creative inputs.

So, for every aspect of the communications practices there should be clear direction for all. If the company is big enough the social environment may be a major aspect of the internal communications network; it is generally of interest to all employees and is a contributor to positive motivation.

If your company wishes to have monthly communication sessions concerning key issues, the pros and cons, the ups and downs of business, the risks from competition, the opportunities arising, the investments and possible contractions, etc, it must assess these matters and determine what is to be shared, when and how the information is to be presented and also include the ramifications for the company and staff with regard to each issue.

Regular Communications
Some companies apportion time at each monthly meeting to discuss and agree the key issues to be communicated. One person, the HR Manager if the company has one, is generally the one responsible and he/she prepares a briefing statement for each items agreed. This core presentation is copied to each department manager for dissemination so that the presentations are consistent.

It is important that each manager sticks to the agreed script and avoids putting too many personal interpretations on the information as this will then be discussed by employees between departments and conflicting information will be identified and will cause some confusion.  This defeats the core purpose in the exercise and acting in opposition to the motivational policy objectives.

Achieving genuine participation in the exercise is important. So the sequence of actions should be clear. The following table suggests a generic approach:

As one would expect there is as much need for listening as there is for talking, so this should be planned into the communications procedures and training. For example, remind yourself each time you are getting ready for a communication of the following key techniques:

• Prepare by assessing the level of listening required.
• Avoid arriving at conclusions or negative assumptions before the session is complete.
• List open-ended questions in advance of the session.
• Practise listening and recording key observations, suggestions and comments.
• Read between the lines. What is not said but inferred may be of equal importance.

Getting the company’s philosophic approach and commitment to communications into shape is not always immediately at the top of the ‘need to do list’ for all Chief Executives. However, the goodwill, motivation, employee support and commitment arising, from all employees (management included) when you get this management practice right, is worth the effort.

Many companies only hold all employee meetings or monthly departmental meeting when there is a crisis usually involving bad news. This is not considered ‘best practice’ and only alienates employees. Regular meetings which shares all information is more effective and honest. The above process is equally developmental for managers who must ‘buy in’ to the practice and objectives as a clear responsibility. Gradually the managers become better communicators, improving their presentation and listening skills as they become familiar with the process and objectives.

Achieving Consistency
Unless the company deliberately sets out to employ managers of a similar psychometric profile, achieving consistency of approach in communications styles will be a regular challenge.

It is not always practical to seek managers with similar profiles as the job demands are the main criteria for deciding on management profiles. So it is important to recognise the differences between managers, in their personal styles and abilities to apply the policies and procedures with due care and attention and at least with key consistency characteristics.

Some managers may be blunt direct, forceful, decisive and have a desire to be fast and active. These, for example, may not be the best listeners and may be rather dismissive of questions which appear to them to be of little interest or concern.

On the other hand another manager may have a high level of empathy and understanding of employees but may be overly-cautious and indirect in style. 

These are important considerations when determining the company’s communications culture and approach and also in deciding on the training needs of individual managers to help them to be compliant, consistent and effective communicators.

Other Types of Regular Communications

• Daily: Direct and immediate information required to get the work done, identify and resolve problems and what changes might be required during the day.
• Weekly: Review of the past week - departmental performance, shortfalls, successes and preparation for the week ahead.
• Quarterly: Individual performance appraisals and support for change, training, improvements, etc.
• Pay related: Related to national agreements and other factors which often include performance and personal training and development targets.

Additional Communications Considerations

• Not all managers are perceived as good communicators.
• Many employees would gladly swap their manager for one who is a good communicator.
• Many people change jobs because their relationship with their manager is poor.
• Honesty is rated highly by staff when judging the behaviour of managers.
• Firmness when combined with fairness is considered acceptable behaviour.
• Good communication is generally ranked the most important quality of a good managers.
• A high percentage of employees (ranging between 18-25%) believe they could do a better job than their manager. This means that employees assess and rate their manager’s performance just as much as managers assess their performance. However, it is a brave manager who will allow this practice to become a formal procedure with accountability.

This list of considerations can be easily extended if you are considering your communications policies and procedures, managers’ abilities and differences, communications and motivational training needs, etc.

Conclusion
The working environment in Ireland over the last few years has changed dramatically with an influx of foreign national with language and cultural difference which makes the company communications policy and procedures even more imperative. 

In this cultural diversity environment, getting the necessary messages and motivation across to Irish employees is difficult in any case, but many companies must also contend with three or four language issues at the same time. This requires some additional thinking and planning to ensure full understanding to avoid serious issues which could be damaging and costly to company performance.

As globalisation increases this trend communications will continue to increase in value to companies in creating and maintaining a motivated workforce.

Pat  Sheridan