What remedies would you suggest for removing the organizational roadblocks to communication?
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Perhaps one of the biggest roadblocks to effective communication within established organisational hierarchy is ‘span of control’. It might be an impressive claim that there are a large number of people reporting directly to you, it is also the biggest disaster! You, possibly, cannot maintain clarity of communication in a large group. As the group gets bigger, the ‘Chinese Whisper’ syndrome is bound to set in - original message lost as generational loss begins to unfold very uncomfortably. So, to cure this, reduce the number of people reporting directly.
Since you are the boss you are always TELLING people what to do. In that case, all outcomes rest at your desk. Squarely. So? Ask. Request for ideas/answers/solutions …
Conversely, you believe that as a follower, not a boss, your job is to follow. After all, you are merely doing a job. In that case when your appraisal comes in you are never credited with entrepreneurship/leading the way/originality …you lose because you choose to follow, merely.
Empathy. It is important to maintain some sensitivity to others. I have deliberately used the word ‘some’. Too much empathy will divest you of objectivity which is so crucial to understanding problems and issues.
Truth. As important as it is dangerous. It is a double-edged sword. Here, it is critical to understand it is not WHAT you say but HOW you say it that matters.
Comparing one with another. This happens across people, departments, functions, age, competencies …curtail this habit.
Applaud in public, reprimand in person. This will earn the professional/leader tremendous respect.
Ego. Attribute to people what you believe is theirs. You are not the distillation of all the good that happens in an organisation. There are others responsible for it. Be generous with compliments and allow people to take centrestage when they deserve it.
Since you are the boss you are always TELLING people what to do. In that case, all outcomes rest at your desk. Squarely. So? Ask. Request for ideas/answers/solutions …
Conversely, you believe that as a follower, not a boss, your job is to follow. After all, you are merely doing a job. In that case when your appraisal comes in you are never credited with entrepreneurship/leading the way/originality …you lose because you choose to follow, merely.
Empathy. It is important to maintain some sensitivity to others. I have deliberately used the word ‘some’. Too much empathy will divest you of objectivity which is so crucial to understanding problems and issues.
Truth. As important as it is dangerous. It is a double-edged sword. Here, it is critical to understand it is not WHAT you say but HOW you say it that matters.
Comparing one with another. This happens across people, departments, functions, age, competencies …curtail this habit.
Applaud in public, reprimand in person. This will earn the professional/leader tremendous respect.
Ego. Attribute to people what you believe is theirs. You are not the distillation of all the good that happens in an organisation. There are others responsible for it. Be generous with compliments and allow people to take centrestage when they deserve it.
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hope this helps you
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