The Communication Problem Solver 6

The Communication Problem Solver 6. 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 6 T HE S ECRETS TO C REATING AND S USTAINING E NERGIZED R ELATIONSHIPSeveryone because the tasks most likely will be stable. Assignments thatchange frequently create stress and distrust and therefore undermine amanager’s personal power. Stable tasks enable employees to believe thatthe manager knows the direction and is there to support the employeesachieve the goals. In short, to set clear expectations for others, you must first knowclearly what is expected of you. Looking at your managerial role from thepoints of view of your boss, staff, peers, and upper management willhelp you feel confident about the breadth of your scope and the extentof your authority. This 360-degree look at your responsibilities illumi-nates what others need from you. Used well, this knowledge can preventmisunderstandings and translate into achieving results through positiveworking relationships. Transparent understanding of your entire suite ofresponsibilities—written and unwritten—can result in gaining supportfrom all directions and levels of the organization. It also points you to abigger picture of where to contribute to others in supporting corporategoals. Using a recommended worksheet will help you to communicate in alogical manner with your boss. It is critical for your success that youcomprehend your roles as your boss and others see them. To effectivelylead and manage your group, you and your manager must agree on yourresponsibilities and depth of authority. Once you solidify what yourmanager expects and what level of authority you have for each projector task, you can confidently delegate to and follow up with your staff. Ifyou live in the dark, your staff will too, and they will not see you as theirleader. Expectations are frequently unwritten and often unspoken or unde-fined. Yet you will be evaluated on these unwritten expectations. It isyour job to take the initiative to clarify your manager’s expectations soyou can succeed. Many managers ask, ‘‘Shouldn’t this conversation be initiated by myboss?’’ ‘‘Has it?’’ I ask.32— S ETTING E XPECTATIONS WITH T URBOCHARGED C LARITY ‘‘No,’’ they reply. ‘‘Well then?’’ I ask. ‘‘Point taken,’’ they say. Request a meeting with your boss in upper management and thor-oughly prepare for it. This is a chance to show your strengths in organi-zation and planning as well as your desire to partner with your manager.Clarifying Your Manager’s Expectations of YouCommunicating with your manager about what he expects of you is anongoing process. First you analyze what you think he expects. Then youmeet with him to discuss these responsibilities and levels of authority. Itmay take more than one meeting for you to both agree. After meeting,you must continually dialogue with your manager to be sure you are ontarget and to include changes as they occur. Let’s look at each of thesethree activities. Figure 2-1, ‘‘Clarifying Expectations Worksheet,’’ is aworksheet to help you analyze and clarify your boss’s expectations ofyou. Use this worksheet to define your understanding of your responsibil-ities and what level of authority you have for each responsibility. Use theideas in the worksheet to jump-start your list of responsibilities. Addother responsibilities and delete those that are not applicable. 1. Responsibilities. List all your responsibilities and goals, as youknow them. Besides those from your job description, include unwrittenresponsibilities that you think you have so you can get confirmationfrom your manager. 2. Performance Expectations. Record performance expectationsyou have of yourself and those you think your boss has for you. Definewhat you think the expectations mean for this particular assignment. Forexample, instead of writing ‘‘team player with sales department,’’ specifywhat you would do to demonstrate that you are a team player, such as‘‘Provide information on customer complaints on same day received.’’ —33 T HE S ECRETS TO C REATING AND S USTAINING E NERGIZED R ELATIONSHIPS 3. Level of Authority. Next to each responsibility, goal, and perfor-mance expectation, write what you perceive to be your level of authority:H (High), M (Medium), or L (Low). High might mean complete decision-making and implementation ability—let your boss know what you havealready done. Medium might indicate you can make recommendationsbut need your boss’s approval before taking action. Low could meancheck with your manager before starting a task or project for clear defi-nition of what your manager wants. You and your boss need to defineexactly what H, M, and L mean in your work situation. Expect that yourlevel of authority may differ for each responsibility, goal, or expectation. 4. Who expects this of me? Che ...