Communicating for Organizational Transparency
Communicating for Organizational Transparency
Feedback is one of the most fundamental necessities to complete the communication chain. That's particularly true of feedback that maintains a staff members self-esteem and creates fully engaged employees. However, surprisingly few employees receive feedback in the workplace.
Mary Carmen Chimato said in a recent article, "Receiving feedback is a skill. It takes a great deal of self-awareness, self-control, self-confidence and self-esteem. [Receiving feedback] is something that with practice we can improve."
Transparency: Missing but Necessary
Why is feedback so important today? A new focus on transparency evolved over the last five years as issues of corporate deceit and dishonesty came into the spotlight. Employees naturally become distrustful of corporations during times of downsizing and economic strain. A prelude to the transparency of today was the Sarbanes-Oxley Act of 2002, a federal law that requires corporate accounting and financial disclosure. SOX, in turn, spurred a new-found pressure for CEOs and other corporate leaders to develop well-orchestrated messages for their employees and stakeholders about all matters, not just accounting and financial practices. In short, organizations must now be more transparent, and feedback must be readily provided to all constituents.
Often, though, the missing ingredient is a fundamental loop of feedback that occurs between supervisors and employees. This feedback is critical, yet overlooked. Perhaps deemed as unimportant --- or maybe that it is assumed that all managers/supervisors know how and when to complete the communication chain --- feedback is a competency that is necessary yet often missing from the repertoire of skills for many supervisors.
Questions, Questions --- Who Has the Answers?
Employees have a multitude of questions: How is our company affected? Am I secure in my department/organization with the current economic crisis? How will organizational changes affect my current job? How does my job contribute to the current or future needs of the organization? How can I continue to absorb more in my job responsibilities with fewer resources? What isn't my supervisor telling me? Does my supervisor think I am productive? Does he/she know what I am dealing with?
You can see how quickly an employee can become confused, uncertain and disgruntled, which leads to apathy and disengagement with the organizational goals and mission. The bottom-line result is lower productivity, reduced quality, loss of customers and diminished profits. To assume that employees and stakeholders know what is going on or what the organizational stance is on issues, concerns or opportunities is just bad business.
Fundamentally, you must ask whether, as an organization, you want to invest in training that counteracts negativity, uncertainty and overall loss.Do you want to invest in and focus on creating and maintaining real employee engagement? How much is it worth to you? The answer is "a lot."
Wise Investment in Communication Training
Investment in providing communication skills training to your organization's supervisors and managers is wise during this time of increased focus on transparency. In fact, such training is a must-have in order to shift your organization's culture to one of openness, trust and employee engagement and commitment to staying focused on company goals. When employees have a personal understanding through feedback and communication, they are more likely to be ready and prepared to meet most of the challenges inherent in today's organizational issues.
How to Make the Change
As noted in a recent issue of the Federal Reserve Bank of St. Louis Review, "Today, there is a general consensus among central bankers that transparency is not only an obligation for a public entity but also a real benefit to the institution and its policies."
This holds true of any organization, as employees and society as a whole demand transparency.
Learning programs should be implemented for managers and supervisors at all levels and in the following areas:
· Essential communication skills tailored to your organization's environment. The learning program should include organizational examples.
· Communication skills through a coaching program. This develops mutual trust and agreement to enhance and improve performance.
· A performance feedback program. Devote time to this step, as it is one of the most overlooked yet fundamental needs that goes hand in hand with year-round employee coaching.
· Training supervisors and employees on communicating upward. This creates an environment where upward communication is encouraged and respected so an exchange of information occurs at all levels.
Implementing these four essential skills of communication can greatly improve your business. The culture of communication, employee engagement and transparency becomes automatic, ingrained and believable. Your organization will become more focused and an environment where issues are shared. All stakeholders become a part of the collaboration that continues to move the organization toward its goals.
Our Essential Skills of Communicating program can assist your organization improve communication of every type and achieve transparency. Contact us to explore what might be specifically appropriate for your firm to discover how you can implement these strategic trainings into your business and improve your success.
Communication Strategy is a New York City based consulting firm with affiliates throughout the United States. We assist our clients in such areas as Leadership and Team Development, Performance and Meeting Management, Employee Engagement and creation and maintenance of a Customer Service Excellence Culture.
Contact us by calling 212 362 5215 or e mail : info@communicationstrat.com
Our learning programs are available in workshop, on-line and blended format deliverable by your or our facilitators. Contact: David Hellman (info@communicationstrat.com)
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