[Published in Business Wise September/October 2002]

Like all relationships, the connection between an employer and its employees is dependent on frequent, meaningful communication. But the real challenge of that communication is not just found in writing corporate mission statements or relaying your business vision and direction for the future, but rather in the day-to-day transmission of thoughts and ideas – and making sure the intended message is sent and received.

The dictionary describes communication as a situation permitting the exchange of ideas and opinions. In today’s atmosphere of mergers, buyouts, downsizings and more, there are plenty of situations of which your employees need to be kept informed: So making sure your staff is consistently “in the know” is more important than ever. Detailed, comprehensive information is essential to helping your employees get a sense of where they stand and how their role fits in the organization. But where do you start?

Announcing your company’s vision and direction on a company-wide level is a great first step. But fostering one-on-one, individual communication is equally important. This includes communicating specific goals and expectations along with frequent feedback and follow-up – and always remembering that communication is a two-way process. Your staff must always know exactly where they stand in relationship to your overall company direction.

Enabling two-way communication is a challenge for any employer as it’s easy to get so bogged down and caught up in delegating duties that you forget to ask your staff how they’re doing. Initiating discussions and providing opportunities for open feedback is a great way to bring about effective two-way communication. And nothing is as essential as effective listening.

Although it sounds elementary, too many of us have simply forgotten how to listen believing that the ability to repeat a story or opinion means we have done a good job. Rather, effective listening calls for placing yourself in the position of the speaker and not forcing their message to fit into your preconceived framework. And the results can be rewarding. Not only will your employees feel validated and appreciated, but you’ll gain candid insight into their motivations and concerns.

So how do you initiate circumstances where your staff feels comfortable enough to openly voice their opinions and concerns? It can be as easy as scheduling monthly sit-downs, asking your staff how you’re performing as a leader or even allowing them to set the meeting’s agenda rather than you.

And be sure to use terms like “we” and “us” rather than “you” and “I” in order to foster a motivating team environment. The bottom line is to treat your employees like customers – because you want to keep them, too.

Fostering communication throughout your entire organization is essential to its success. And while company-wide efforts are influential, valuing employees as individuals and communicating with them as such on an ongoing basis can produce even greater results.

From motivating employees and reducing turnover to increasing productivity and more, taking the time to communicate with and validate your employees is certainly worth the time and effort!

Written by Susan Hirsch, HR Consultant.
Published in the September/October 2002 issue of Business Wise