The quality of communication is everything in business, we often hear. “It is the daily life of a large number of managers to rally people, even if they do not have the power to decide everything,” explains project management professor at UQAM Julie Delisle. “It’s possible to create your own corporate subculture. » Here are four pillars of communication that is as effective as it is inspiring.
In order to communicate clearly, we must not consider communication in a top-down way, but rather two-way. It is also important to remember that our audience receives and understands information in a certain way – hence the importance of opening a dialogue. “Empathy is a key, an essential strength for a manager today,” underlines the professor. To communicate well, you must above all be a good listener. » In addition, when a manager takes office, Ms. Delisle recommends taking the pulse of the staff before making recommendations or changing things. It is important not only to observe current projects, but also to gauge employee morale, to understand what they experience on a daily basis and what concerns them, such as their sources of irritation.
It is important that we explain in complete transparency the reasons motivating our actions and requests, notes Ms. Delisle. “It’s not all about pointing out the direction you want to go; It’s good to indicate why we’re going there. » If we hold confidential information and we are not able to justify a situation, which can happen, recalls the professor, “this position can also be explained. It’s motivating for employees to understand the reasons why the company is moving in a direction, and we tend to forget that.” Conversely, if we have to put an end to a project, we must also explain it, as this decision can demotivate the people assigned to it. “When the reasons are clear and legitimate, people can understand! »
“You should not communicate something at the start of the year and take for granted that it is always well understood,” says Ms. Delisle, who recommends moving forward in small pieces and frequently validating your needs with the teams. For example, “rather than requiring a large deliverable at once, it is better to ask for part of it first to ensure that the request has been well understood,” she explains – a method that benefits even to the manager, who has the opportunity to validate his own needs. In order to optimize understanding on all sides, the professor suggests favoring conversations over written communications when possible, “since the employee can bounce back and ask questions. It’s easier to make sure we understand the same thing.”
Finally, another essential key to inspiring communication, according to the professor, is authenticity. “We must know how to make ourselves vulnerable if we want to create a safe space where employees are confident enough to express themselves about their issues, what concerns them, etc. » Authenticity and vulnerability on the part of managers benefit organizations, which thus provide spaces where teams feel confident enough to speak up when mistakes occur rather than hiding them under the rug, observes Julie Delisle . “You have to model this behavior yourself as a manager to encourage it within our teams,” she concludes.