When we are facilitating team renewal sessions, we always work from a strengths-based approach. Meaning, first we want to highlight what is going well, what works, and what the team is proud of (because there is good stuff happening in every organization and we want to build on the good stuff). When we move to talking about the concept of trust, a common area to improve the health of an organization, the topic of communication inevitably comes up.
Communication that builds connection lays the foundation for trust and healthier work environments. Generally most staff want to feel connected to the big picture of an organization, they want to know why they are doing what they are doing, and they want to know if something is going to change (even if it doesn’t affect them directly in their work). It is far too common that, in the interest of getting things done, well-intentioned leaders forget to communicate information to staff that helps them feel “in the know”. When staff have enough information about direction, their roles, expectations and future planning, they tend to be more “on board”. It makes sense that staff feel more valued if leaders take time to keep them in the loop.
What if you don’t have all of the information yourself? When you don’t have all of the information, share what you can and if possible, let staff know when you might be able to update them further. Allow them to ask questions even if you can’t answer everything. Validate that it’s frustrating when staff don’t have as much information as what would be helpful to them.
If you are a middle manager, even if you are frustrated, resist any temptation to throw a senior leader under the bus with statements such as, “If my manager kept me better informed, I would have more information”. Always take the high road and try to maintain positive and respectful messaging as a mentor to your staff.
When it comes to communication, here are some common pitfalls to avoid:
- Assuming they know because you do.
- Providing information once and thinking that you have done your job of “getting the word out”. If they didn’t hear it, too bad.
- Withholding information because it will upset people.
- Holding back all information until you have the full story.
Steer clear of language such as:
- It doesn’t impact you.
- You don’t need to know.
- It’s not important information.
Opt for words or phrases like:
- This is what I know so far…
- I will tell you what I can.
- Feel free to approach me if you have questions.
When people don’t have information, it is human instinct to make assumptions about what is happening and why. This is true in relationships and certainly true in the workplace. So, taking the time to communicate to staff can actually save the time and headache for a leader to have to undo a rumour that may not be true. Remember – a little bit of communication can go a long. When in doubt….say more!