[2022-11-03] Enhancing communication with employees
As I was organizing digital files today (a necessity borne out of a dead computer and a desire to ensure my electronic files were organized and backed up) I came across a blog post I had written a few years back on workplace communications. Even though the post cited a 2015 survey of U.S. workers who shared their complaints about their leaders, I imagine that many of the same issues would be applicable in a Canadian context today.
The top complaints (left column) could—if reversed—provide a roadmap for engaging employees (right column).
If employees complain that you are... | You could try... |
Not recognizing their achievements | Recognizing their achievements |
Not giving them clear direction | Giving them clear direction |
Not having time to meet with them | Making time to meet with them |
Refusing to talk to them | Talking to them |
Taking credit for their ideas | Giving them credit for their ideas |
Not offering them constructive criticism | Offering them constructive criticism |
Not knowing their names | Learning and using their names |
Refusing to talk to them on the phone or in person | Talking to them on the phone or in person |
Not asking them about their lives outside work | Asking them about their lives outside work |
At the heart of these complaints, says the survey's author, is a lack of connectedness between leaders and their employees, stemming from insufficient communication. In The Top Complaints from Employees About Their Leaders, communications consultant Lou Solomon suggests seven things leaders should regularly say to their employees to build better connections.
- Here’s what I appreciate about you and your contribution. Solomon notes that a simple message like "you’re doing great" is not enough. Be specific. Example: "I appreciate that you’ve taken on a whole new role in addition to your existing responsibilities and that you have done so with a smile." Leaders should acknowledge employees' specific contributions, focusing on both what they’ve achieved and how they’ve achieved it.
- Thank you. Saying thank you doesn’t have to add a lot more time to your day. Solomon writes: "Daily interactions—from the elevator to the parking lot [or the videoconference, in today's environment]—represent opportunities for leaders to…show appreciation for their employees' efforts." Give both public praise and private thanks.
- What do you think? Solomon notes that "Employees will withhold their best ideas from leaders who always have the 'right' answer or take credit for others' ideas." Asking employees what they think, taking their contributions on board and giving them credit for their ideas are all ways to create a safe environment for employees to share their thoughts.
- Here’s what’s happening and what you can expect. Change is a constant in many organizations, even more so now with combinations of work from home and return to the workplace, and transitions between the two. Solomon suggests that "Leaders will gain deep respect when they share as much as they know as soon as they can share it."
- Can I offer you some feedback? Solomon actually recommends this statement: "I have some feedback for you." However, I prefer starting with a question than a statement and giving the employee the choice of when to receive the feedback. I do, however, agree with Solomon on this advice: "Don’t wait for a performance review to tell people how they’re doing."
- Let me tell you about something I learned the hard way. Admitting to shortcomings is a great way for leaders to show they’re human and to give their employees the reassurance that failure is not final. Solomon notes that "employees like and trust leaders who are not only smart but can occasionally lean back and laugh at their own mistakes and who are generous with what life has taught them."
- Hello, Susan [or whatever your employee's name is]. Quoting Dale Carnegie, Solomon writes: "A person’s name is to that person the sweetest and most important sound in any language." He advises leaders to get to know their employees by name. While I made an effort to do this when in the workplace, I do it even more now in retirement. I've become increasingly comfortable with saying "I'm sorry—I've forgotten your name." This simple statement communicates both my imperfection and my genuine desire to know and use the person's name.
In my experience, the biggest barrier managers face in trying to better communicate and connect with staff is a lack of time. Achieving results often takes precedence over strengthening relationships.
Still, the conversation starters Solomon presents don't have to take a lot of time (such as paying a compliment, saying thank you and using an employee's name). And those that do take more time will offer their own payback, in the form of increased employee engagement, new ideas, better performance, greater connection, and enhanced communication.
