What is communication? Keeping it simple, Webster’s defines communication as the method to make known; to give; to have mutual access; to exchange information.

The process of communication creates the basic foundation for an employee’s sense of connectedness in an organization. Leadership, at every level of an organization, sets the stage for the exchange of information between employees and management. After working in an organization you can soon determine the extent to which leadership can hear and affectively respond to employee’s concerns and feedback. If leadership is effective in its communicating and listening to employees, then there is more overall job satisfaction for employees.

Loyalty to an organization is achieved when all employees feel connected to one another in accomplishing specific and common goals. Job satisfaction is achieved when employees feel their contributions and information have helped accomplish the goals and when they are recognized for their particular roles in the success. When clear and effective communication is not happening between different levels of an organization, for whatever reason, distancing occurs resulting in employees feeling alienated, frustrated and misunderstood.

In our Employee Assistance Program we have observed that communication problems are involved in more than 90 percent of the “workplace issue” referrals. Most often the employee is feeling frustration and powerlessness in attempts to be heard and understood by a supervisor, manager or director. We respond by assisting the employee in analyzing their situation then strategizing their approach and method of communication with management. The goal is to feel heard and understood, which is empowering to the individual. If positive changes result, even better!

What follows are some of the suggestions and communication strategies we use to help employees confront tough issues with management.

Preparing to Approach Your Supervisor or Manager with Your Issue
Organizing your thoughts to determine content prior to scheduling or initiating a discussion will help you make sure all of your concerns and points will be covered. Consider these steps as you prepare.
 
1. Write down your goal or desired outcome. Is there a specific change you hope for, or is your goal to relay information?

2. Determine the points you would like to cover and write them down.

3. Practice saying the message out loud or to yourself.

Keeping the length of your message at or less than two or three minutes will ensure you maintain the attention and concentration of your intended audience.
Now that you have clear content, let’s look at style of delivery. Adding style is like adding flavor to a dish. How strong or spicy do you want the flavor? Will your intended audience hear your message better if it’s serious, light-hearted, passionate or even humorous? Consider adding style to your message by using examples to illustrate your points. Keep in mind that going too heavy on the spice can ruin your dish! 

Steps to Adding Your Style
 
Decide on your flavor or style of message (strong, mild, light, humorous, educational, etc.). A discussion of your concerns regarding safety issues may be educational and serious while a discussion regarding keeping the office more organized might be better heard with some humorous examples.

1. Write down a couple of examples either from the workplace or hypothetical situations for each point you are making.

2. Again, practice saying your message with your examples, and have a friend or family member listen and give feedback. Remember, you are keeping your entire presentation less than two or three minutes.

The use of person in a message insinuates responsibility. If most of your statements begin with “I” instead of “you” or “they,” it suggests you will own your part of the problem or situation. Using “I” ensures you are not blaming or accusing. Consider these suggestions when determining person for your message.

• I have noticed …
• I have experienced …
• I don’t understand …
• What I find helpful is …
• I appreciate when …
• What I find difficult is …

Ending Your Message

Now that your message is fine-tuned for content, style, person and length, consider the ending. What would you like? Do you want to schedule a time to meet later, after the audience or individual has had a chance to consider things?

Do you need a response at that time? If you are unsure, consider these possible endings.

• “I appreciate you listening and I would like to schedule a time to meet, to hear your thoughts.”
• “Is now a good time to continue this discussion?”
• “Do you have any recommendations at this time to improve the situation?”

Now that you are organized and ready, one of the last considerations prior to sharing your concerns or problem with your manager or supervisor is timing and setting. What will be the best time and setting for your message? A manager or supervisor may prefer you schedule a 15 or 30 minute meeting with them. Perhaps what you want to share involves co-workers and management. Asking to be an agenda item at the next staff /team meeting may be a better way to present your concern or issue.

After Presenting Your Issue

Whether you receive a response directly after sharing or at a later time, it is important to remember the following points.

1. Listen actively by asking for clarification or paraphrasing back what you are hearing. Making sure you understand the response accurately is very important!

2. Do not become emotional! Becoming angry or irritated will not help.

Employees perceived as threatening or out-of-control are vulnerable to termination or discipline.

3. Remember you have choices. You can continue the discussion with the supervisor/manager or ask for some time to consider their response. If you are emotional, arrange to continue the discussion later.

Following these suggestions and guidelines will help you organize and present your concern or problem to management. In many cases, your frustration and disappointment can be avoided by well-planned clear and respectful communication. Whether or not your needs are met as a result, you will learn more about your work system and the capacity of the work system to grow, change and respond to you as an employee. Good luck!

Would you like to learn more about how co-workers perceive your communication and listening skills? Have them rate you by answering the following questions.

Rate Your Communication Ask one to three co-workers to answer the following questions.

1) When I communicate, do you understand my message?

a. Most of the time
b. Half the time
c. Sometimes
d. Mostly I have difficulty following your point

2) Do I ever hurt your feelings when addressing an issue?

a. Often
b. Sometimes
c. Rarely

3) Do you view me as open with my feelings?

a. Always
b. Often
c. Sometimes
d. Rarely

4) Do you view me as able to openly communicate, confront and manage important or difficult issues?

a. Always
b. Often
c. Sometimes
d. Rarely

5) Do you feel comfortable asking me for help or advice?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

6) Do you trust me to keep confidential information confidential?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

7) Do you feel I appreciate your contributions to the workplace?

a. Always
b. Most of the time
c. Rarely
d. Never

8) Do you see me as a person with a positive attitude?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

9) Do you view me as someone who does what they say they will do?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

10) Do you feel I am a good listener?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

11) Do you ever avoid communicating with me because you feel uneasy or intimidated?

a. Always
b. Most of the time
c. Sometimes
d. Rarely

Communication Tips for Management

Although there’s a place for e-mail and memos, nothing beats face-to-face communication with your employees.

Consistently tell your employees how well they are doing. Your feedback is very important.

Maintain a positive tone in your communications and always be sensitive to the environment.

Address mistakes or performance issues immediately with the persons involved.

Discuss the problems with employees and come up with several solutions, allowing them to make the final choice, encouraging ownership.

Offer assistance on difficult projects. Feeling supported and acknowledged is important to the employee’s sense of well-being.

Conduct regular meetings and allow time for free exchange of information.

Consider periodic individual meetings with employees just to check in on how things are going.

Periodically ask your employees for feedback on how you are doing as a manager.


By Rebecca R. Mild
Licensed Professional Counselor
Certified Employee Assistance Professional
INTEGRIS Corporate Assistance Program