The Communication Problem Solver 3

The Communication Problem Solver 3. 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 3T opflight managers develop exceptional skills in forging rela- tionships throughout the organization, and in particular with their own manager and direct reports. Built on trust, respect,and goodwill, a good relationship eases the exchange of informationon expectations, and therefore enables successful cooperation. Peo-ple more freely express their ideas when a trusting connection ex-ists. Clarity contributes to sustaining good relationships becausepeople learn to trust each other when they have the same under-standing of roles, responsibilities, and levels of authority. Trust, in the management context, means that you and your em-ployees have confidence that the other person’s work behavior isconsistent. Employees can rely on you for honest, direct communi-cation of expectations. You can depend on them to get the workdone as agreed because you share an understanding of what is ex-pected. When you habitually state clear expectations, employeescan tackle the assignment with conviction that they are on the rightpath. Knowing clearly what to do builds commitment to the work.It drives the creation and maintenance of positive working relation-ships. Relationships power collegial communication of expectationsand earn employee buy-in. Well-developed associations with staffare the most important key to preventing and solving communica-tion problems. Relationships and consistently clear expectations de-liver results.2— CHAPTER 1 The Power of RelationshipThis chapter gives tips on how to reinforce relationships and thus pre-vent performance disappointments—even when dealing with peopleyou don’t like. Good working relationships are pivotal to getting positiveresults and developing team harmony. When interpersonal communica-tion at work is pleasant, people can focus on the projects and tasks in-stead of being sidetracked by poor relationships. The manager’s intention and decision to form good working rela-tionships is crucial. Leaving it to chance means ignoring a great opportu-nity to create an environment conducive to people producing their bestwork. Your staff know what your intentions are. They know whether or notyou value them as persons or just as tools to get what you need done.They know if you like them or not. Managers need to communicate thatthey value relationships with their direct reports.What Is a Work Relationship?Simply stated, a working relationship is a connection between peoplewho deal with each other in some work way. The association can berequired by business interactions or can be desired based on enjoymentof productively working together and trusting the other person will con-tribute and meet deadlines. Relationships can be kept at the acquaintance level or can involve a —3 T HE S ECRETS TO C REATING AND S USTAINING E NERGIZED R ELATIONSHIPScontinued connection that develops rapport and mutual trust. Somepeople may go beyond the minimum work requirements and enjoy cof-fee or lunch together to learn more about each other’s backgrounds andinterests. Others may choose friendship based on compatibility andcommon pursuits. I have enjoyed friendships with both my managersand my direct reports. Some of these friendships took place only at work.For others, we chose to socialize outside of work and were close friends.Sometimes people keep up the relationship after they cease working to-gether and sometimes they do not. So there is a wide range of acceptablework-related relationships. The word ‘‘relationship’’ intimidates some managers because theythink it implies friendship or getting close to someone. They don’t wantto invest time in a relationship and they don’t want to get personal withcoworkers. In reality, it can have a minimal meaning of being respectful,friendly, and courteous and getting the work done together. It does nothave to be personal. Some managers do want to be somewhat personal but want to knowwhere to draw the line. How personal can we be in establishing workrelationships? One senior executive asked, ‘‘Most people do want to talkabout their kids, but how friendly and personal can we be without beingnosy?’’ Managers do want to play it safe and not offend direct reports.There is no one way to define work relationships. The work must getaccomplished and the manager needs to create a comfortable environ-ment with open communication so coworkers can trust and help eachother. The types of relationships developed depend on the people andthe situation.Types of RelationshipsYears ago I had a friend named Jerry who liked to shop at the cornergrocery store. Every time he shopped there he complained about howhigh the prices were. ‘‘Why don’t yo ...