According to the authors of Business Communication: Strategies and Skills roughly 75% of all managerial time is spent in verbal one-to-one exchange. Communication is the common thread, which runs throughout every working day. It can take various forms including:
- Face-To Face
- Telephone
- Information written e.g. emails, memos
- Formal written e.g. reports, letters, strategies
The richest communication method is face-to-face where the entire range of information, both verbal and non-verbal, is available and therefore where the accuracy of the information can be checked.
There are three key components for effective face-to-face communication and these guiding principles contribute to the quality of verbal communication and by association, the outcome. These skills are useful within any kind of information but particularly within appraisal , coaching and team development processes.
Quality of Feedback
Feedback is a supportive process, which should contribute to the reinforcement of ongoing behaviour. It is also can be a corrective process, which induces changes in behaviour. Both of these roles are beneficial if the following principles are executed:
- Feedback is given within an atmosphere of mutual trust rather than a culture of hostility or blame.
- The feedback is specific rather than general, using clear and concise language.
- Feedback is offered at the right time for receiving the message.
- Feedback is assessed to check for agreement and acceptance.
- Feedback should match the ability and authority of the receiver so the key messages can be applied.
- A balanced level of feedback is provided, neither too sparse nor overwhelming.
- The feedback allows the receiver to see him or herself as others see them and provides them with opportunities to adjust behaviours if necessary.
Level of Self-Disclosure
Self-disclosure can be defined as any information offered by individuals about themselves. The ability to communicate in an open manner and without defensiveness is essential to the successful exchange and application of information. Self-disclosure is among the most healthy and powerful of all communication tools but there are two models, which should be avoided:
- Overly Disclosing Model – in business the inappropriate disclosure of feeling and thoughts
- Closed, Non Disclosing Model – those who never disclose anything which makes it difficult to achieve successful meaningful communication
Selective self-disclosure is the ideal model, which helps to improve teamwork and work relationships generally, by stimulating a richer, more significant dialogue.
Listening Effectiveness
Listening is the most difficult skill to learn and often considered a ‘natural’ ability. Listening requires hard work and participation by all involved. Approximately 40% of the workday amongst workers is spent listening. There are some essential rules for developing active listening:
- Search for value and meaning in the message, good listening means being interested
- Suspending judgement until the information is received and understood
- Focus on listening rather than distracted by noise or other people
- Absorb the meaning of the information before responding
- Rephrase information to check out information and understanding
The art of communication is often taken for granted and it is easier to understand the principles than to develop the skill required. However, investment in the guiding values of communication will benefit individuals and lead to more effective business processes and ultimately performance.
References
Huseman, R., Lahiff, J., and Penrose, J. Business Communication: Strategies and Skills ,New York, Dryden 1988
