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Read the word
"productivity" and chances are you envision assembly lines,
warehouses stocked with goods, even space-age machinery performing tasks at
faster-than-human speed. Or if you are in corporate management, your mind
recalls the U.S. production statistics when compared to foreign countries.
And it's a sure bet that you have read widely on the various end-of-
the-alphabet theories, quality circles, re-engineering, learning theories
and other management techniques to increase productivity. These are all
valid considerations when confronted with the term.
May I suggest however
that the building block of productive labor -- the cornerstone that makes
assembly lines flow smoothly and service teams work -- is communication. It
used to be you'd hear the phrase " stop talking and get to work."
The far better mantra is now "START talking and get to work."
Consider the impact of
poor communications: Tasks frequently have to be repeated because
instructions were not clear. One department does not understand why another
department needs a report and so it delays sending the requested material. A
receptionist cannot explain the company's services to a guest in the lobby
and the firm loses a prospective client. A manager misses an important
meeting because she fails to ask her assistant to change her calendar.
Senior executives lose precious hours in a meeting that becomes an exercise
in egos rather than solutions...all because the dynamics of group
interaction are not understood. An important memo is not read because of the
length and confusing sentences. Employees spend time trying to ferret rumor
from fact regarding the company's position in a troubled economy. A manager
engages in doublespeak regarding possible layoffs and morale plummets for
everyone.
These are but a few
examples of situations that lower productivity, situations caused by
miscommunication, poor communication, or no communication. And that's a
situation no one wants.
So how does a company,
regardless of size, begin to improve communications for productivity? First,
get a good picture of the status quo. Using either internal or external
help, conduct a communications audit. The questions are straight-forward and
telling:
1. The reason our
company exists is to:
2. When it comes to
communication, my company (department, unit, etc.) is... because ...
3. I receive most of
my information from... (my immediate supervisor, the colleagues, bulletin
board, the grapevine, other)
4. I could do a better
job if I received the following information in the following manner:
5. I would describe
the majority of our meetings as:
6. I would describe
communication with my peers as
7. I would describe
communication with my manager as
8. I would describe
communication with other departments (units) as
9. Communication would
improve immediately if
10. I would be a
better communicator if I learned to:
Second, prepare
a program to give staff and managers the tools they need to be good
communicators. The first tool is a steady flow of information about
management decisions that affect employees, the marketplace, and
competitors. Without that information, an organization cannot hope to bring
employees into problem-solving discussions, innovation circles or the like.
Although upper management deals with such lofty and necessary concerns as
strategic planning, capitalization, or international expansion, it might
very well be the battlefront employee who could see solutions for day-to-day
problems. But without the benefit of management's broader perspective, the
solutions could fall short.
The second
communication tool employees need to increase productivity is a
straightforward, clearly written sourcebook on organizational policies and
procedures. Even if a company is quite small, there will be more
cohesiveness if employees understand the do's, don'ts and how to's of a
firm. For example, the owner of a small enterprise "just figured"
his employees knew what was the vacation policy and when salaries would be
reviewed. Unfortunately, without a written document, even the boss forgot
his intended policy. The resultant confusion and arbitrary handling of
vacations and reviews netted a disgruntled staff. And unhappy staff does NOT
work to capacity.
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The third and
equally important step to take in improving communication for more
productive employees is to provide training in writing, listening and other
communication skills.
Because we all have
learned to talk and someone put a pencil in our hands and showed us how to
make words with an alphabet, there is a tendency to think that we know how
to communicate. Nothing could be further from the truth.
Speaking clearly, with
vocabulary and message tailored to the audience, is a task mastered only
through learning. Listening, without training, is a selfish trait. Learning
how to listen actively, to "hear" the additional messages sent by
nonverbal signals and emotions, is a priceless skill. But it must be taught.
There are numerous workshops available for in- house classes as well as
sessions at local colleges and universities.
Since group meetings
are a highly preferred communication source, organizations may also consider
training individuals to conduct meetings, brainstorming sessions and
teleconferencing skills. Likewise, seminars in oral presentation skills
allow all levels of managers to learn effective methods for delivering
audience-oriented reports and speeches.
E-mail now offers
another form of communication, which can be both wonderful and terrible. In
fact, I am convinced that in too many cases, the "e" stands for
"error" and "escalation". Humans send their most
accurate messages vocally and visually, two components missing in e-mail.
Additionally, responses are often out of context and sent days later. Use
e-mail for facts, immediate answers, and simple requests. But when emotion
is involved, opt for phone or face-to-face conversation.
Forgetting for a
minute the statistical definition of productivity, let us re-define that
term. To me productivity is the sum total of work accomplished by an
employee in a given job which affects the bottom line. The work environment
may be considered a lake. If miscommunication, poor communication, or
non-communication hinders an employee from performing duties in a cost-
efficient manner, it's a ripple felt throughout the organization. Addressing
and then working to improve communication increases the chances for smoother
sailing in the white water world of a global economy.
*********************
Eileen McDargh, CSP,
CPAE, is an international speaker, author and seminar leader. Her book 'Work
for A Living and Still Be Free to Live' is also the title of one of her most
popular and upbeat programs on Work/Life Balance. For more information on
Eileen and her presentations, please call 949-496-8640 or visit her web site
at http://www.eileenmcdargh.com.
(c) 2000 by Eileen
McDargh.
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