Communication Lesson for Managers: Be Direct

Jul 1

Unless you hired a company full of mind readers, no one knows what you’re thinking unless you tell them. And sometimes that’s not even enough. How many of you have *thought* you told someone something, only to discover that the conversation happened only in your head?

Managers, communicating with employees can be pretty simple if you do this: Be direct. Say what you mean, repeat it, and then wait to hear your thoughts repeated back to you. After all, it’s not communication until you hear back.

About the Author
Frank Roche

Frank started IFRACTAL over 7 years ago with Sarah Chambers. Together, they've created HR communications and HR software for some of the world's leading companies. Frank is also studying Flamenco guitar and origami.

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Comments

  1. rick says:

    I support direct. Howver, that may not be enough. I have found that we all bring a set of assumptions and points of view to a any series of words (or even words and tone if there is audio/video).

    Whenever possible ask the clarifying or provacative question in the communications in order to solicit feedback. Obviously easier when the communications are one on one. Too often people walk away thinking the specific words are understood when the other person has an incomplete or different interpretation.

  2. Ron Ulrici says:

    Frank – you are the poster boy for direct, no-nonsence communication.

    Many managers sugar-coat their conversations with their employees and then wonder why the work doesn’t get done properly.

    The classic case is when the employee in an exit interview tells the HR rep that he didn’t know why he was discharged because his manager never told him he wasn’t doing well.

    Ron

  3. Bill Strahan says:

    Frank – this was a damn fine post.

  4. Aint that the truth. Being direct requires that one be a good educator as well. One should give subordinate credit for what they are doing right and then, reiterate the goal or standard that leader would like them to meet.

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