Staff communication development in most local businesses I’ve consulted for is totally wrong. After two decades of helping with internal dialogue issues, I can tell you that the vast majority of what passes for training is pointless.
What really gets me – nearly all managers thinks good communication is about saying the right words. Completely off base.
Proper dialogue is chaotic. It’s about understanding what the other person is trying to say, not just sitting there to respond. this extraction business in WA not long ago. Their team briefings were complete disasters. The team would look lost, say nothing, then return to doing what they’d been doing before.
Management kept having a go at the team for “not listening.” But when I sat in on these briefings, the main trouble was crystal clear. The supervisors were talking at people, not talking with them.
I remember another case when I was helping a small company in Adelaide that was in serious trouble. Income was falling, service problems were increasing, and employee departures was out of control.
The breakthrough came when we completely changed the complete system. Instead of one-way lectures, we started having real conversations. Staff shared scary incidents they’d encountered. Bosses paid attention and posed additional queries.
The results were immediate. Workplace accidents dropped by nearly half within three months.
It became clear to me – real communication training isn’t about perfect presentations. It’s about genuine interaction.
Real listening is almost certainly the vital skill you can build in staff development. But the majority think listening means agreeing and giving agreeable comments.
That’s not listening. Proper listening means not talking and truly hearing what they is saying. It means making enquiries that show you’ve got it.
The truth is – nearly all supervisors are terrible listeners. They’re thinking about their response before the other person completes their sentence.
I proved this with a telecommunications company in down south. In their group discussions, I counted how many occasions team leaders cut off their employees. The usual was less than a minute.
It’s not surprising their staff happiness numbers were rock bottom. Employees felt dismissed and unappreciated. Interaction had turned into a one-way street where supervisors spoke and staff pretended to be engaged.
Digital messaging is also a mess in countless businesses. Staff fire off messages like they’re messaging friends to their colleagues, then can’t understand why problems occur.
Message tone is really challenging because you don’t get how someone sounds. What seems straightforward to you might come across as aggressive to the recipient.
I’ve observed countless workplace conflicts get out of hand over badly worded emails that should have been resolved with a brief chat.
The most extreme example I saw was at a government department in the ACT. An digital communication about budget cuts was written so badly that numerous workers thought they were losing their jobs.
Mayhem spread through the building. Employees started updating their resumes and calling job agencies. It took three days and multiple explanation sessions to resolve the misunderstanding.
All because someone failed to write a straightforward communication. The ridiculous part? This was in the media division.
Conference skills is where many companies waste enormous amounts of time and money. Ineffective conferences are everywhere, and they’re terrible because nobody knows how to manage them effectively.
Effective sessions need clear purposes, focused agendas, and an individual who ensures talks moving forward.
Cross-cultural issues play a huge role in business dialogue. Our diverse employee base means you’re working with team members from numerous of different backgrounds.
What’s considered direct communication in Australian community might be perceived as inappropriate in various communities. I’ve seen many problems develop from these cross-cultural distinctions.
Development needs to cover these differences honestly and realistically. People require practical tools to navigate cross-cultural communication effectively.
Good development programs acknowledges that communication is a ability that gets better with use. You won’t master it from a book. It needs constant use and guidance.
Businesses that put money in effective workplace education experience actual benefits in performance, worker engagement, and client relations.
The bottom line is this: communication isn’t rocket science, but it definitely demands genuine effort and good education to work well.
Commitment to progressive communication training represents a strategic advantage that enables companies to thrive in quickly evolving professional conditions.
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