Your people, your profits: Communication

by Andrew Corcoran andrew@corcoran-management.biz​

We have all experienced the anger, angst and frustration when we think that someone will do something for us and it never gets done. ​

Often the person to whom the task or project was given will have done their best but they just did not know what you wanted them to do.

"Tidy up the dining room, please," is an example of such a request. We might come back and find that the tables are cleared and the floor is swept but the bins are not emptied and the mats are not replaced. The request is not specific enough, especially when talking to a new staff member.

This may result in a situation where the employee is so demotivated because they have tried to comply and their boss is unhappy that they hand in their resignation. These communication problems can be avoided by following some simple rules. First let's consider how communication takes place so the rules are easy to understand.

The person sending the message makes choices about the words, actions and body language that they are going to use. The sender decides on their words, sends the message and the staff member then interprets the message according to their own knowledge and understanding. This is a one-way process.

One of the most important rules is to ask for feedback. This can be a simple question - "OK, so tell me what you are going to do?" This completes a communication loop. If the staff member misses a step or a key part of the task you can correct them in a positive way - "Don't forget the bins."

So that's rule one. Here's the full list of my tips for good communication:

• Ask for feedback. Make sure that the staff member understands specifically what you want them to do.
• Use words and sentences that are easy to understand. Don't use slang or jargon, especially with new staff.
• All too easily assumptions are made about people's knowledge. Do not assume that the staff member will know what you mean, ask questions to clarify, even when their feedback seems to be correct.
• Consider how you are going to tell the person. If it's a personal matter use a private room. If it's a detailed request don't do it in a crowded bar at a busy lunchtime.
• Listen carefully to the reply. Good communication needs good listening skills. I will deal with this area in detail in a later column.
• Engage your mind before your mouth. This sounds like common sense, but do think about the effect your words will have on your staff. If they have made an error that is not too serious talk to them about it calmly and quietly so that only they can hear.
• The final tip - make time for good communication. It's not a "rush job". If you communicate well you will communicate effectively and this takes time. Giving out jobs and walking away to get on with your own work can cause problems.

Good communication creates a better working environment and leads to higher standards of work. Try out the tips and see what happens.

This is part of a series of articles by Andrew Corcoran, who was formerly a country manager and department head for McDonald's. He now runs his own consultancy and is a senior lecturer at the Business School of the University of Lincoln and an associate lecturer at Oxford Brookes University.

Other articles in the series can be read on thePublican.com in the Training section of the Your Business area. Click on each to read the full article:

• Introduction - soft skills
• Recruitment planning
• Interviewing & selection
• The first day.