| Communication is an art; some people are better at it | | | | need to.) |
| than others. If you're going to reach your full | | | | Respect Other People's Time |
| potential as a leader, though, it's a skill at which you | | | | Don't schedule meetings that are unnecessary. When |
| must excel. | | | | you do plan a meeting, provide an agenda - and stick |
| To begin with, you need to have a good | | | | to it. You'll stay on time and on message, and your |
| understanding of what makes for effective | | | | team will remember what they were there to |
| communication. Then you must be able to honestly | | | | discuss. |
| assess your current performance. How do you come | | | | Select the appropriate vehicle |
| across to others? Is your perception of your | | | | Face to face - email - voice mail...there's a time and |
| communication style different from how your | | | | place for each. Don't rely exclusively on one or the |
| audience perceives it? | | | | other. Understand the advantages and disadvantages |
| Once you've identified where you have room to | | | | of each. For example, depending on the message, |
| improve, you can further develop your proficiency. | | | | one might be totally ineffective, or worse, |
| Let's look at some of the keys to effective | | | | inappropriate. |
| workplace communication: | | | | Be polite |
| Be clear | | | | Just because you're the person in charge doesn't |
| Say what you mean; don't tap dance. Make it easy | | | | mean you have a free pass to act like the proverbial |
| for everyone to understand the message. | | | | bull in a china shop. |
| Be concise | | | | Practice the art of active listening |
| Don't ramble; don't waste people's time. | | | | Be engaged. Don't interrupt. Don't fiddle with your |
| Be complete | | | | BlackBerry while the other person is trying to talk; |
| Provide enough information so employees can | | | | give him your undivided attention. Don't jump to |
| understand the situation and perform the task. But | | | | conclusions. Don't anticipate what you think the other |
| don't provide so much information that it hinders | | | | person is going to say. Wait until the speaker is |
| comprehension. | | | | finished before you start to talk. Allow enough time |
| Solicit feedback to establish clarity | | | | for the conversation. |
| Don't assume everything you've said has been | | | | Strong communication skills are vital and will pay |
| understood. Ask for questions. Ask whether further | | | | dividends. Figure out where you have room to |
| information is required. (Of course, this assumes | | | | improve, and take the steps necessary to elevate |
| you've created an environment in which people are | | | | your performance. You - and your employees - will |
| comfortable asking questions. If you haven't, you | | | | benefit. |