| In my mailbox this week was a message from a | | | | So, keep cool, count to ten if necessary and |
| young guy in Australia who has just taken his first | | | | moderate your language and your manner |
| step up into management: His question was quite | | | | A final point about communication is that you |
| simply - "What is the most important | | | | need to be constantly well informed about what is |
| management trait I should consider developing | | | | going on: in your department, around the |
| first?" | | | | organisation and in any other area that is |
| Very interesting question, because there are | | | | important to you. |
| several essential traits that need to be developed | | | | Never forget that informal communications are as |
| as early as possible, but choosing just one - the | | | | important here as formal ones. |
| most important, was a "no-brainer" for me and | | | | You need to develop a good network of contacts |
| this is an extract of my response to him. | | | | and here I must flag the importance of the |
| Nothing puts you in the "bad manager" category | | | | grapevine. This exists in every organisation.o |
| more swiftly than poor communications skills. | | | | Discover how it works and who is key to its |
| Staff view an inadequate communicator as | | | | operationo Get yourself "plugged in"o Remember |
| someone who is unclear, ambiguous, says too | | | | that communication is two-way (you must |
| little, speaks up too late, or not at all (keeps | | | | contribute to receive) |
| secrets unnecessarily) and most importantly, | | | | Use it constructively: ignore and do not start |
| someone who doesn't relate to their viewpoint. | | | | rumours, use it for firm information, early warning |
| Managers should resolve to communicate:o Using | | | | and dissemination and keep your eyes and ears |
| appropriate methods (memo or meeting, e-mail or | | | | open. |
| notice-board)o From the right perspective (talk | | | | Keep In Touch |
| about we not I and put things personally - "You | | | | Take away communication from an organisation |
| will find" rather than "This is the case")o Using | | | | and not much is left. Yet, the subject is often |
| good communication principles (keep it simple, | | | | neglected. It is the foundation of a good |
| make it clear, be precise and succinct)o Explaining | | | | relationship between manger and staff and thus |
| both the what and the why of things. | | | | the basis for success. |
| Communication is one of the most important | | | | Make sure you take action to create good - |
| aspects of a manager's role and if you feel you | | | | two-way - communication by, for example:o |
| need to bone up on it, do so. Ignoring failings or | | | | Practising MBWA: that is Management by Walking |
| uncertainties risks disaster. | | | | About. Talk to people informally, ask, listen, take |
| Your early communications will be looked at or | | | | note and ensure feedback.o Regularly informing |
| listened to carefully. Lines will be read between | | | | people of your thinking: by memo, e-mail, at |
| and inferences about you and the way you do | | | | meetings, etc. Tell them what your vision is, what |
| things will be drawn - for good or ill. Take care! | | | | you plan, hope and intend, what's happening - and |
| While thinking about communication, make one | | | | how it will affect them.o Systematise the |
| firm rule for yourself: | | | | processes involved: make aspects of what you |
| Always be courteous to your staff. | | | | do formal and regular (e.g.: regular departmental |
| The old adage that politeness costs nothing is | | | | meetings and updates on operational issues). |
| true. Any temptation that staff may provide to | | | | Fundamental to good management is being seen |
| descend into insults or even to be offhand may | | | | as open and honest, concerned that people should |
| cause problems and will certainly not engender | | | | know what is going on and concerned also to |
| respect. This applies whatever the provocation - | | | | encourage and receive their inputs. |
| and, believe me, sooner or later if you manage | | | | Copyright © 2007 Jonathan Farrington. |
| people there will be some! | | | | |