How often do you stop and truly listen to what your colleagues are saying?
Listening is actually a much more active process than you may think – it involves focus to truly concentrate on what people are saying without allowing other thoughts to invade.
I’m often told by managers that they wish they knew what their employees were thinking. Just as frequently, employees tell me that they wish their manager communicated better with them. Very often, both of these issues are solvable by improving both a willingness and ability to listen.
Stop for moment…Take a step back and think outside your normal parameters! In our fast-paced, mobile-first digital world today, leaders and people have to be innovative and creative in order to be competitive and be a leader in their industries. Failure to be innovative and creative will lead to a company falling behind and, eventually, out of business.
At the latest divisional board management meeting, the latest sales numbers and projections were on target from the prior quarter, but not to the expectations of the ambitious Divisional Head of the software company – Dexter. Dexter blamed marketing and the performance from his employees and executives as the reason for not exceeding the targets. He menacingly told them meeting targets was not enough – they must improve their work or the company would not be able to sustain. The executive team didn’t just sit there and take it all in. Everyone started defending themselves in a reactionary debate. Despite this, Dexter, who was a tough and an intelligent leader, just started giving marching orders. He was not in the least disturbed by the looks and body language of his executives, who sat slumped in their chairs, their looks ranging from fear and anger to disinterest.
Successful workplace communication is potentially the most important indicator of a successful business. It is as important for leaders as it is for all staff to understand the tools and practices of positively impactful communication. Whether communicating a business-critical change to the entire workforce, or an informal piece of information to a colleague, consider these six steps for effective workplace communication. (more…)
Emily-Jane, the CEO of an ambitious retail company, just got the latest quarterly company performance report. The outward looking indicators – e.g., sales results were lower than expected due to several factors, most notably from losing market share to another larger eCommerce company. The company especially had trouble competing on the new products front despite multiple concurrent strategies it had undertaken. The report also showed a set of discouraging internal organizational health indicators – poor employee engagement, lack of leadership trust, low productivity levels and so forth. (more…)
Can your organisation survive in today’s Volatile, Uncertain, Complex and Ambiguous (VUCA) landscape?
An acronym developed by the US military following the Soviet Union collapse, VUCA has evolved to reflect the speed of change, unpredictability of outcome, vastness of interdependency, and multitude of options and outcomes brought on by the political, economic, cultural and environmental challenges facing today’s world. (more…)