Job Talk—The Heart Of Productivity
by Eileen McDargh
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.
Consider examining the material developed by The Motley Fool, a
small but growing company created to educate, amuse, and enrich
the individual by providing easy-to-follow, appealing, and accurate
information about investing and personal finance. The spirit behind
The Fool Rules! is to present policies that all employers need to
communicate to their employees in a way that makes it more enjoyable
for all concerned. After a recent profile in INC. Magazine, this
small organization has been inundated with requests for its handbook.
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, McDargh Communications. All rights reserved. You may reprint this article so long as it remains intact with the byline and if all links are made live.
Since 1980, Hall of Fame speaker Eileen McDargh has helped Fortune 100 companies as well as individuals create connections that count and conversations that matter. Her latest book is Gifts from the Mountain-Simple Truths for Life's Complexities. Her other books include Talk Ain't
Cheap...It's Priceless and Work for a Living and Still Be Free to Live, one of the first books to address the notion of balance and authentic work. A 59 year-old grandmother, she recently returned from climbing among the highest mountains in the world. Find out more about this compelling
and effective professional speaker and join her free newsletter by visiting http://www.EileenMcDargh.com.
McDargh
Communications
(949) 496-8640
Eileen@EileenMcDargh.com
www.EileenMcDargh.com
© 2008 McDargh Communications, All rights
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