Leadership First: Communication troubles top corporate complaints

Dear T.J.: No. 1. Have a healthy sense of realism about what you are qualified to do. Do not automatically buy in to what you are told by well-meaning academicians, who maintain that once you get a degree, you will qualify for a plethora of high-paying and exciting jobs. This perpetuates an unfortunate misconception among young professionals in a real world that will have you starting at the bottom rung of the ladder. The work world is dominated by older-generational managers and is built on the hierarchical premise that you must have more than a degree – you must have requisite experience in order to bring significant contribution.

This is true in part; experience broadens perspective and increases knowledge, and the two can enhance one’s performance. However, that does not mean your generation cannot bring fresh ideas that have real merit for an employer. And it certainly doesn’t excuse a manager from listening to and respecting your input. Wise managers recognize that your generation is one of the most promising generations ever. All the same, you will create more open-mindedness with your employer if you will acquire learning experiences by volunteering for special assignments or asking to be assigned temporary projects – and putting in some extra time on your own to learn more about the industry.

No. 2. Don’t complain; ask. This advice is not unique to your generation; however, the issue is highly prevalent among Yers. Employees are often quick to complain that “My boss won’t communicate” or “I’m in the dark on what they want from me.”

Recognize that being a manager of people is not an easy task and supervisors aren’t mind readers. Ask for the information you need in order to do your job with excellence. Seek periodic clarification, with deference and respect, and ask your manager to lay out the game plan or explain the goals.

No. 3. Be flexible. Gen Y is quick to want flexible work scheduling and work-life balance, but I also have found that many Yers are recalcitrant about being asked to come in on a day off when asked. I think when an employer needs you to occasionally come in unplanned, you should. Call that old-fashioned, but I think it’s being considerate and committed.

Consider your employer’s needs for a moment: delicately balancing performance issues of productivity, turnover, labor costs, sales, service and profitability. When organizations create flexible scheduling, telecommuting or more liberal days-off policies in order to meet employee needs, it makes the job of balancing financial performance more complex.

No. 4. Have patience. Your generation knows what it wants, and it wants it faster! Unfortunately, organizations cannot always deliver as quickly as you’re wanting. Most companies are just now beginning to awaken to what young professionals want and expect.

Dear Mark: What is the top issue or frustration you encounter with your clients? —M.M.

Dear M.M.: It’s easily communication. Since 1986, among companies spanning 20 industries, poor communication has placed in the top three challenges of ever organization where I have conducted an internal needs assessment. The challenges I most often hear are:

No. 1. “Our employees complain that they don’t get enough communication, but what we’ve tried hasn’t worked.” Leaders often attempt quick solutions such as launching an employee newsletter or holding more meetings.

This rarely works and often fuels more employee complaints. A company president once told me, “We don’t have poor communications – we talk all the time.”

As George Bernard Shaw astutely observed, “The single biggest problem in communications is the illusion that it has taken place.”

No. 2. “We aren’t communicating well between our departments.” The two main problems behind this: willingness and process. An unwillingness to communicate occurs when people view information as power – often using it as leverage or as a means to protect their turf. This is especially counterproductive to the company’s ability to reach optimum performance.

Secondly, the lack of an effective company communications process commonly prevents employees from communicating efficiently between functions. Poor communications are easy to recognize, but they are complex to fix.

Try a strategy focused on three dimensions: information scope, receiver inputs and timing. Accountability is critical in the implementation phase.

No. 3. “Our meetings are a waste of time.” Author Bette Price says, “Organizations can easily waste 30 hours or more per manager per month in poorly run or unnecessary meetings.” Fortunately, this can be remedied with the use of some solid principles and processes.

In November or December, I will review a good book on the topic at the monthly Leadership First Friday.

Workplace Solutions

These questions were generated during the Sept. 5 Leadership First Friday on the book, “The Age Curve.”

Join in on workplace conversations with Mark Holmes during monthly Leadership First Friday lunch discussions covering workplace topics and business books. The next Leadership First Friday – 11:30 a.m.–1 p.m. Oct. 3 at Great Southern Bank’s Operations Center, 218 S. Glenstone Ave. – covers Bruce Tulgan’s “It’s Okay to be the Boss.”

Send your workplace questions to sbj@sbj.net, and purchase luncheon tickets at sbj.net or call (417) 831-3238.

Springfield-based consultant Mark Holmes speaks nationally on increasing employee and customer retention and improving employee performance. He is the author of “Wooing Customers Back” and “The People Keeper,” and his ideas have been featured in the Wall Street Journal and on Fox Business Network. He can be reached at mholmes@thepeoplekeeper.com.[[In-content Ad]]