presentation communication in the workplace

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12 tips for effective communication in the workplace

Effective communication transcends simple information exchanges. Understanding the emotions and motives behind the given information is essential. In addition to successfully conveying messages, it's important to actively listen and fully understand the conversation, making the speaker feel heard and understood.

Today, we’re in almost constant contact with our coworkers. You might not put a lot of thought into saying “hi” to your coworker, grabbing virtual coffee with a remote team member, or sending a gif of a cat wearing pajamas to your team—and that’s ok. Even though you’re communicating at work, there’s a difference between these types of messages and communication in the workplace.

Communication in the workplace refers to the communication you do at work about work. Knowing when and how to effectively communicate at work can help you reduce miscommunication, increase team happiness, bolster collaboration, and foster trust. Teams that know how to communicate effectively about work are better prepared for difficult situations. But building good communication habits takes time and effort—and that’s where we come in. Here are 12 ways to take your workplace communication skills to the next level.

What is effective communication?

Effective communication is the exchange of ideas, thoughts, opinions, knowledge, and information so that the message is received and comprehended clearly and purposefully. When we communicate effectively, all stakeholders are fulfilled.

Developing effective communication skills requires a delicate balance of active listening, verbal communication, nonverbal cues, body language, and emotional intelligence to ensure messages are clearly transmitted and understood.

It's about more than just talking; effective communication involves listening skills and a deep understanding of interpersonal dynamics. Individuals can use these communication skills to bridge gaps, make informed decisions, and strengthen relationships. 

What does “workplace communication” mean?

Communication in the workplace can happen face-to-face, in writing, over a video conferencing platform, on social media, or in a group meeting. It can also happen in real time or asynchronously , which happens when you’re communicating about work over email, with recorded video, or on a platform like a project management tool . Some examples of workplace communication include:

Team meetings

1:1 feedback sessions

Receiving information

Communicating about project status or progress

Collaboration on cross-functional tasks

Nonverbal communication

Collaboration Report: How the most effective teams in the world collaborate

Explore key traits that have made the most effective teams in the world successful: their strategies, techniques, and tips for working well together.

What makes communication effective?

Now that you know what type of communication can be included in workplace communication, how do you start getting better at it? There are a few key tenets of effective communication that you can use, no matter what type of communication it is. In particular, good communication:

Aims for clarity. Whether you’re sending a Slack message, drafting an email, or giving an off-the-cuff reply, aim to be clear and concise with your communication.

Seeks to solve conflicts, not create them. In the workplace, we're often involved in problem solving and collaborating on projects or tasks. Good communication in the workplace can involve bringing up blockers or providing feedback—but make sure the goal is to get to a better place than where you are now.

Goes both ways. Every instance of effective communication in the workplace represents an exchange of information—even when the information is communicated solely through nonverbal cues.

Benefits of effective communication in the workplace

Clear, effective workplace communication can:

Boost employee engagement and belonging

Improve interpersonal skills and emotional intelligence

Encourage team buy-in

Increase productivity

Build a healthy workplace and organizational culture

Reduce conflict

Increase retention

7 tips for more effective communication in the workplace

Effective communication in the workplace is all about where, how, and when you’re communicating. Try these seven tips to develop better communication skills.

1. Know where to communicate—and about what

Communication happens in many different forms—face-to-face, over email, via instant messages, and in work management platforms. To be most effective, make sure you’re following communication guidelines and messaging about the right things in the right places.

Sometimes, knowing where to communicate is half the battle. Your company may have different communication tools , which makes knowing which tool to use all the more important. Which tool is appropriate for your question or comment? Do you need to communicate in real time, or is it ok to send an asynchronous message? If you’re not sure, ask a team member or manager where you should be sending different types of messages. It is important for everyone to be on the same page. For example, at Asana, we use:

2. Build collaboration skills

Collaboration is the bedrock of effective teamwork. In order to build strong team collaboration skills , you need to practice open and honest communication. This doesn’t necessarily mean always agreeing on things—knowing how to disagree and work through those differences is a key part of collaboration, too.

Collaboration and communication skills are kind of a “chicken and egg” scenario. You can build good collaboration by communicating effectively, but knowing how to collaborate is a key component of strong communication. Essentially, this just means you’ll have to practice improving both collaboration and communication skills over time. As you improve team collaboration, you’ll get better at conveying information and opinions in a work environment—and as a result, that honest communication will make collaboration feel more effortless.

3. Talk face-to-face when you can

Perhaps the most tried-and-true way to avoid miscommunication is to talk face-to-face. If your team is virtual, speaking via video conferencing also works. Eye contact is particularly important if you know a conversation is going to be hard. Tone can be difficult to communicate through writing so ideally, you want your team member to be able to see your facial expressions and body language.

If your team is remote or distributed, communicating via a phone call instead of a video conference could work as well. Video conferencing fatigue is real, and it can make collaboration and communication particularly difficult for remote teams. Communicating over the phone reduces some of the visual strain, while still giving you the ability to hear your team member’s voice and tone.

4. Watch your body language and tone of voice

Communication isn’t just about what you say—it’s also about how you say it. Make sure you aren’t crossing your arms or coming off as curt. Oftentimes, your body language may have nothing to do with the current situation—maybe you’re tired or stressed about something in your personal life. But your team members, who might not have that context, could see your actions and assume you’re angry or upset about something. Particularly for hard conversations, try to relax your body language and facial expressions to avoid giving off any unintentional cues.

5. Prioritize two-way communication

Listening skills are just as important to communication in the workplace as talking. Part of being a collaborative team member is listening to other people’s ideas instead of just trying to put your own ideas out there.

There are two common types of listening : listening to reply and listening to understand. When you listen to reply, you’re focusing on what you’re going to say next, rather than what the other person is saying. With this type of listening, you risk missing key information or even repeating what the other person just said.

Instead, try active listening—that is, listen to what the other person has to say without thinking about how you’re going to reply. If you do think of something you want to say, jot it down so you can go back to listening to understand , instead of trying to remember the thing you want to say next.

6. Stick to facts, not stories

“Facts vs. stories” is a technique recommended by the co-founder of the Conscious Leadership Group, Diana Chapman. In this case, “facts” are things that have actually happened—things that everyone in the room would easily agree on. A “story,” on the other hand, is your interpretation of the situation.

For example, say your manager gives you live feedback during a small team meeting. That is a fact. You weren’t expecting the feedback, and you feel like your manager shared the feedback—instead of saving it for your 1:1—because they’re dissatisfied with your work. This is a “story” because you have no way of knowing if it is true or not.

Stories are inevitable—we all create stories from facts. But try to separate stories from facts, and avoid acting on stories until you’re able to validate them. For example, in this case, you might want to talk to your manager during your next 1:1 and ask why they shared feedback in a team meeting.

7. Make sure you’re speaking to the right person

Effective workplace communication is as much about who you’re talking to as it is about what you’re saying. Poor communication often occurs when you’re talking to the wrong people or trying to share information in the wrong setting.

To avoid this, make sure the right people are in the room or receiving the message. If you aren’t sure who that would be, go through an exercise to identify any important project stakeholders who might be missing.

5 tips to build effective communication skills in the workplace

If you’re a leader, you have the power to set and establish communication conventions on your team. Effective communication skills can build healthy company culture , foster trust among your employees, and break down silos between cross-functional teams. Here’s how:

1. Address any underlying changes

Before you start improving your team’s communication skills, ensure there are no underlying issues that keep everyone from communicating honestly. Does everyone feel comfortable talking openly? Is there anything that might make a team member feel like they can’t be their full selves?

One of the most valuable things you can do as a leader is to make sure your employees feel comfortable showing up to work as their whole selves (or as much of themselves as they want to bring). Whether that means voicing disagreements, talking about their passions outside of work, or being honest about what type of communication works best for them, make sure to understand each team member’s needs and ensure they’re being met in the team environment.

One theme that kept coming up in our employee engagement surveys was that we could improve information sharing and communication across the organization, so we looked for a way to do that.”

2. Frequently ask for feedback

If you don’t ask for feedback on your communication style, you may never get it. Even though communication in the workplace impacts every other interaction, team members might not immediately think of it as something to provide feedback on. By asking your employees for feedback on your communication style, you can continue to improve and develop clear communication strategies for your team.

3. Understand team communication styles

Another effective way to communicate with your team is to ask them how they want to communicate. Communication preferences shouldn’t be a secret—or a guessing game—and knowing off the bat if your team members prefer video conferences or phone calls, early morning meetings, or afternoon jam sessions can help you create an environment where they can thrive.

Important questions to ask include:

Are they an early bird or a night owl?

Do they like structured meetings or prefer free-flow brainstorming sessions?

Do they do their best thinking out loud, on the spot, or on paper?

What personality type do they identify with: introvert, extrovert, or ambivert?

Do they feel like they know their team members, or would they prefer more team bonding activities?

What types of meetings or tasks are most energizing for them?

4. Make time for team building or icebreakers

Getting to know your team is critical to developing good communication skills. It’s particularly important to make time to get to know your team outside of a workplace setting. Icebreaker questions can help bring an element of personality and fun to every meeting, so consider starting with a light chat before diving into your meeting agenda.

5. Set the tone

Remember: the way you communicate and collaborate will impact your entire team. It’s up to you to set the standard for open and clear communication in the workplace. Once you establish this standard, your team will follow suit.

Every few months, make a note to follow up with how everyone is feeling about team communication. Are there any habits that have cropped up in the last few months that you want to cull or encourage? Regularly thinking about how your team communicates—instead of “setting and forgetting” your team practices—can help you be more intentional about your communication methods.

As an organization grows, communication starts to bottleneck. At Hope for Haiti, we’ve seen those inefficiencies hurt us: when we can’t run like a well-oiled machine, we’re not serving as many people as we could be—and it’s our responsibility to improve upon that.”

More types of workplace communication

Most discussions about communication in the workplace assume the “workplace” is in person. But there are various forms of communication across different locations—from global offices to remote teams. Most effective communication best practices still apply to any type of team, but there are a few additional considerations and best practices you can use to help team members truly connect.

Distributed teams

Distributed teams work across multiple national or global offices. These teams might span different time zones and languages, and each office will have its own culture and habits. Don’t expect each distributed team to communicate in the same way—in fact, one of the advantages of distributed teams is the variety of thought you’re exposed to by working with teammates from all over the world.

If you work on a distributed team, it’s critical to over-communicate so that team members in different time zones and offices stay in the loop. Make sure to document everything in a central source of truth that team members can access when they’re online, and look for a tool that updates in real-time so no one has to slow down due to information lag.

Keep in mind that time zones might affect how people come to a conversation. Try to schedule meetings when everyone is available, or offer recordings and notes if team members can’t make it. It’s also critical to double check that the right people are in the loop, and that they aren’t just being left out because they’re in a different office than the majority of your team.

Online coworkers

If you’re working with a virtual team, it’s critical to establish where you’re going to communicate and how frequently. Knowing exactly what each communication tool should be used for can help team members feel connected—even while they’re remote.

While working remotely, we’ve had to re-learn how to communicate in many ways. Slack, Asana, and integrations between these tools has replaced or supplemented a lot of in-person ways we used to communicate.”

Remote team members can feel isolated and disconnected from one another, so consider doing an exercise with your entire team about preferred business communication habits. Some team members might love cold calls, while others might prefer scheduled meetings with concise agendas. Because team members have fewer chances to interact in person, it’s critical to establish these forms of communication as a team so you can keep the communication channels open.

Finally, make sure to bring team members in for regular team bonding events. Whether you’re doing icebreaker activities at the beginning of every meeting or scheduling some time to just chat at the end of each week, dedicated team time can help team members connect, no matter where they’re dialing in from.

The cherry on top of effective workplace communication

The last component of great communication is having a central source of truth for all of your communication and work information. Using a centralized system like a work management tool can help you coordinate work across all levels of your team. Learn more about how work management makes project coordination and communication easier in our introduction to work management article .

FAQ: Effective communication in the workplace

What are the best ways of communicating with your work colleagues.

The best ways of communicating with your work colleagues involve concise, respectful, and timely exchanges. This can be achieved through various channels, such as emails, instant messaging, face-to-face meetings, and video calls. Selecting the right medium based on the context of your communication (e.g., using emails for formal requests or Slack for quick queries) and ensuring you're concise and to the point can enhance the effectiveness of your communication.

Why is effective communication important?

Effective communication ensures that information is accurately conveyed and understood, resulting in improved efficiency, fewer misunderstandings, and better working relationships. It promotes teamwork, decision-making, and problem solving, which makes effective communication a cornerstone of successful operations and a positive work environment.

What constitutes effective communication?

Effective communication is characterized by clarity, conciseness, coherence, and considerateness, also known as the 5 Cs of communication. It means the message is delivered in a clear and understandable manner, is direct and to the point, logically organized, and sensitive to the receiver's needs and perspectives. It also involves active listening, openness to feedback, and the ability to adjust or paraphrase the message according to the audience and context.

How can you become an effective communicator?

To become an effective communicator, focus on clarity and brevity in your messages, actively listen to others, and provide constructive feedback. Pay attention to both verbal and nonverbal cues, such as body language and tone, to ensure your message is received as intended. Practice empathy by considering the receiver's perspective, and be open to feedback to continuously improve your public speaking skills.

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4 ways to establish roles and responsibilities for team success

Ideas and insights from Harvard Business Publishing Corporate Learning

Powerful and Effective Presentation Skills: More in Demand Now Than Ever

When we talk with our L&D colleagues from around the globe, we often hear that presentation skills training is one of the top opportunities they’re looking to provide their learners. And this holds true whether their learners are individual contributors, people managers, or senior leaders. This is not surprising.

Effective communications skills are a powerful career activator, and most of us are called upon to communicate in some type of formal presentation mode at some point along the way.

For instance, you might be asked to brief management on market research results, walk your team through a new process, lay out the new budget, or explain a new product to a client or prospect. Or you may want to build support for a new idea, bring a new employee into the fold, or even just present your achievements to your manager during your performance review.

And now, with so many employees working from home or in hybrid mode, and business travel in decline, there’s a growing need to find new ways to make effective presentations when the audience may be fully virtual or a combination of in person and remote attendees.

Whether you’re making a standup presentation to a large live audience, or a sit-down one-on-one, whether you’re delivering your presentation face to face or virtually, solid presentation skills matter.

Even the most seasoned and accomplished presenters may need to fine-tune or update their skills. Expectations have changed over the last decade or so. Yesterday’s PowerPoint which primarily relied on bulleted points, broken up by the occasional clip-art image, won’t cut it with today’s audience.

The digital revolution has revolutionized the way people want to receive information. People expect presentations that are more visually interesting. They expect to see data, metrics that support assertions. And now, with so many previously in-person meetings occurring virtually, there’s an entirely new level of technical preparedness required.

The leadership development tools and the individual learning opportunities you’re providing should include presentation skills training that covers both the evergreen fundamentals and the up-to-date capabilities that can make or break a presentation.

So, just what should be included in solid presentation skills training? Here’s what I think.

The fundamentals will always apply When it comes to making a powerful and effective presentation, the fundamentals will always apply. You need to understand your objective. Is it strictly to convey information, so that your audience’s knowledge is increased? Is it to persuade your audience to take some action? Is it to convince people to support your idea? Once you understand what your objective is, you need to define your central message. There may be a lot of things you want to share with your audience during your presentation, but find – and stick with – the core, the most important point you want them to walk away with. And make sure that your message is clear and compelling.

You also need to tailor your presentation to your audience. Who are they and what might they be expecting? Say you’re giving a product pitch to a client. A technical team may be interested in a lot of nitty-gritty product detail. The business side will no doubt be more interested in what returns they can expect on their investment.

Another consideration is the setting: is this a formal presentation to a large audience with questions reserved for the end, or a presentation in a smaller setting where there’s the possibility for conversation throughout? Is your presentation virtual or in-person? To be delivered individually or as a group? What time of the day will you be speaking? Will there be others speaking before you and might that impact how your message will be received?

Once these fundamentals are established, you’re in building mode. What are the specific points you want to share that will help you best meet your objective and get across your core message? Now figure out how to convey those points in the clearest, most straightforward, and succinct way. This doesn’t mean that your presentation has to be a series of clipped bullet points. No one wants to sit through a presentation in which the presenter reads through what’s on the slide. You can get your points across using stories, fact, diagrams, videos, props, and other types of media.

Visual design matters While you don’t want to clutter up your presentation with too many visual elements that don’t serve your objective and can be distracting, using a variety of visual formats to convey your core message will make your presentation more memorable than slides filled with text. A couple of tips: avoid images that are cliched and overdone. Be careful not to mix up too many different types of images. If you’re using photos, stick with photos. If you’re using drawn images, keep the style consistent. When data are presented, stay consistent with colors and fonts from one type of chart to the next. Keep things clear and simple, using data to support key points without overwhelming your audience with too much information. And don’t assume that your audience is composed of statisticians (unless, of course, it is).

When presenting qualitative data, brief videos provide a way to engage your audience and create emotional connection and impact. Word clouds are another way to get qualitative data across.

Practice makes perfect You’ve pulled together a perfect presentation. But it likely won’t be perfect unless it’s well delivered. So don’t forget to practice your presentation ahead of time. Pro tip: record yourself as you practice out loud. This will force you to think through what you’re going to say for each element of your presentation. And watching your recording will help you identify your mistakes—such as fidgeting, using too many fillers (such as “umm,” or “like”), or speaking too fast.

A key element of your preparation should involve anticipating any technical difficulties. If you’ve embedded videos, make sure they work. If you’re presenting virtually, make sure that the lighting is good, and that your speaker and camera are working. Whether presenting in person or virtually, get there early enough to work out any technical glitches before your presentation is scheduled to begin. Few things are a bigger audience turn-off than sitting there watching the presenter struggle with the delivery mechanisms!

Finally, be kind to yourself. Despite thorough preparation and practice, sometimes, things go wrong, and you need to recover in the moment, adapt, and carry on. It’s unlikely that you’ll have caused any lasting damage and the important thing is to learn from your experience, so your next presentation is stronger.

How are you providing presentation skills training for your learners?

Manika Gandhi is Senior Learning Design Manager at Harvard Business Publishing Corporate Learning. Email her at [email protected] .

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How Great Leaders Communicate

• Carmine Gallo

Four strategies to motivate and inspire your team.

Transformational leaders are exceptional communicators. In this piece, the author outlines four communication strategies to help motivate and inspire your team: 1) Use short words to talk about hard things. 2) Choose sticky metaphors to reinforce key concepts. 3) Humanize data to create value. 4). Make mission your mantra to align teams.

In the age of knowledge, ideas are the foundation of success in almost every field. You can have the greatest idea in the world, but if you can’t persuade anyone else to follow your vision, your influence and impact will be greatly diminished. And that’s why communication is no longer considered a “soft skill” among the world’s top business leaders. Leaders who reach the top do not simply pay lip service to the importance of effective communication. Instead, they study the art in all its forms — writing, speaking, presenting — and constantly strive to improve on those skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

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Effective communication in the workplace presentation.

Presentation on communication in the workplace.

Introduction

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The original workforce product was funded by a grant awarded by the U.S. Department of Labor’s Employment and Training Administration. The product was created by the grantee and does not necessarily reflect the official position of the U.S. Department of Labor. 

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Communication is key in the workplace. Here's how to improve

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Why is communication important in the workplace?

7 common types of communication in the workplace

The benefits of good communication in the workplace

8 reasons to work on your communication skills

8 ways to develop communication skills at work

How to improve communication when working remotely.

Communication, communication, communication. We all know it’s important, but communication skills can be challenging to develop and implement at work. The rise of remote and hybrid work hasn’t made it any easier, either. 

Yet, effective communication at work can be transformative for individuals, teams, and businesses. We’re here to show you why communication is important in the workplace and how to start building your and your team’s communication skills today. 

Why is effective communication important in the workplace?

Communication in the workplace is important because it boosts employee morale, engagement, productivity, and satisfaction. Communication is also key for better team collaboration and cooperation. Ultimately, effective workplace communication helps drive better results for individuals, teams, and organizations. 

To take it a step further, specifically as a manager, building good communication skills has profound short- and long-term benefits for your organization. An effective communicator is able to motivate their team to get more done with better results and fewer misunderstandings. And who doesn’t want fewer misunderstandings?

All of these things can contribute to the company’s success — and to your own personal success as a leader.

Not all work communication is made equal. We’ve all had the experience of sitting through a boring, lengthy meeting with the thought, “This should have been an email.” 

Different communication channels are ideal for different types of communication. Depending on the type of information being conveyed, those different channels can enhance — or detract — from how it is received. An effective communicator will develop different skills and tools to match the type of communication needed.

1. Leadership communication 

Leaders often deliver one-way communications to their teams. The goal may be to inform or update, such as a memo about a new company policy or a change in direction. Leaders also often communicate to persuade, encourage, and inspire commitment. They often communicate through stories more than data.

2. Upward communication 

Managers (and team members) often have to communicate with their own managers and with other leaders who are not in their direct chain of command. These may take the form of memos/emails, reports, or a slot in a standing meeting. Regardless of the format, these types of communications should be considered more formal. 

3. Updates 

Since they’re brief by nature, updates often fall short of being a type of strong communication. Use a visual tracker or dashboard to carry the load, and save your verbal or written commentary for drawing the audience’s attention to what is most important — typically, what requires action or further involvement from them. This might include surprises, obstacles, and potential risks, as well as wins.

4. Presentations

These formal communication events tend to receive the lion’s share of attention, for good reason. Presentations are communication tools that are typically aimed at a larger audience with higher stakes. They have objectives like informing, influencing, and persuading. In addition, many people fear public speaking , and thanks to TED and other series, we have a high expectation for entertainment as well as insight. 

5. Meetings 

Meetings, whether large or small, are a critical part of a workplace’s internal communication strategy . They’re also one of the least understood and most overused types of communication. Effective meetings build synergy between teams and quickly communicate information that would have a high potential to be misunderstood in another format (like email). The best meetings are highly collaborative and leave participants feeling energized, not drained.

6. Customer communications 

Communicating with customers can run the entire gamut discussed above, from one-offs to face-to-face , virtual, spoken, or written, formal to ad hoc. In general, all of the considerations of communication among employees go double for customers. Be deliberate and plan your messages to provide what your customer needs, in the way they prefer, and create a positive impression for the company and the product.

7. Informal interactions 

Informal communications include the emails and chats you engage in all day: making requests, asking for information, responding to requests, and giving or receiving support and guidance. In addition to moving the work of the organization forward, these informal communications have secondary objectives of forming social connections , building culture, establishing trust , and finding common ground.

When employees are directly involved in work products and initiatives, it helps to foster a sense of ownership in the company’s future. It also makes them want to work to improve things like the company’s profitability, customer satisfaction, and brand.

Let’s take a look at some ways that building your communication skills cascades down through your organization — and directly impacts its bottom line.

1. Better engagement

Better communication results in greater employee engagement , which is a key metric for employee productivity and potential retention. It reinforces that your people are key contributors and people who the company values for their unique skills and experience. In other words, their contribution — and input — truly make a difference. 

2. Increased morale

Team members with low job satisfaction take more time off of work, are less productive when in-office, and often negatively impact the productivity of other employees when they are present. However, when an employee has an understanding of the work that they have to do and how it connects to the overall success of the team, they bring more energy and pride to their work. 

3. Improved productivity

Better communication techniques help employees to better comprehend their roles, which in turn helps employees perform their assigned duties better. Resources and time can be saved through these techniques, therefore getting more work done and reducing stress .

4. Reduced churn

From customer support representatives to senior technical staff, experience equals value to customers and to the company. And no organization wants to waste the huge costs of recruiting and training good employees by having them leave quickly. As a key factor in employee satisfaction and engagement, communication adds value to the organization by reducing the turnover of skilled and seasoned staff members. 

5. Greater loyalty

Longer-term, keeping employees for many years can add strength to the company and impact the bottom line. Many jobs require years of experience before an employee has sufficient expertise to drive innovation, solve critical problems , and lead others. How an employee feels toward the company — based on how they feel they are treated and valued as individuals — impacts how loyal they will be.

6. Better collaboration

Most companies today use technologies that don’t require team members to be in the same room, the same building, or even the same country. This shift presents new communication challenges, which means managers can facilitate collaboration by helping groups communicate effectively when using the latest technologies. 

7. Fewer workplace conflicts

Many conflicts originate with miscommunication . Poor communication can create negative relationships or even toxic or hostile work environments . Building clear communication can improve company culture and prevent misunderstandings between managers and employees . This includes honing and refining communication styles that focus on listening to others, having empathy, and considering individual differences. 

8. Greater motivation

Psychologists have found that unless people understand the “why” of a concept, they will be less likely to understand or remember it. The same goes for many aspects of people’s work lives. As a manager, one key communication skill is hearing the “why” and following up with a “because.” This approach will help you motivate employees .

Now that you understand the importance of good communication at work, you need to know how to develop those skills. Remember: effective communication is about active listening — while it may seem counter-intuitive, a “listener-first” approach will often help you structure the delivery of your message. 

Here are 8 more tips for developing your communication skills .

1. Think it through

There are many communications frameworks, but if you want to improve your communication skills, start by getting in the habit of thinking through these 5 questions for any communication you create:

• Why are you communicating?
• Who is the receiver, audience, or participant? 
• What is your goal or objective? 
• What do you want the recipient to do as a result of the communication? 
• What format will best accomplish your goal? 

If you struggle to answer these five questions, you should spend some additional time thinking about how and why you’re communicating. Then, test your understanding with co-workers or your manager.   

2. Give it time

Plan what you want to say and review your communication to make sure it’s actually doing the job you need it to. For written communications, especially, this means: revise, revise, revise. Remember, great communication might seem effortless, but it rarely is.

3. Make it easy

Workplace communication almost always has a larger goal. People are busy. Don’t make them work too hard to understand what you are saying and what you need them to do. State your objective and main point from the beginning of a presentation or written communication so that your audience knows where you’re going. Then fill in the details.

4. Simplify

While you don’t want to condescend or “dumb it down,” in everyday work communications, be mindful of not making the other party work too hard to understand. Find a clear, simple phrasing to encapsulate your point. Repeat it at the beginning, middle, and end, and consider using a simple visual or metaphor to make your point clear and memorable.

5. Experiment and diversify

Work on developing different tactics for different communication needs. Focus on experimenting with one aspect of your communication at a time. For example, spend a week paying extra attention to how you structure informal communications. Then spend a week trying different structures for formal meetings or updates.

6. Practice and reflect

Be deliberate about reflecting on what goes well and what doesn’t in your day-to-day communications. Maybe an email to your manager didn’t go well. Can you see how it might have been misinterpreted? What would you do differently next time? Similarly, if a conversation with a co-worker didn’t yield the expected results, try to identify whether you clearly communicated what you needed. 

7. Consider the full package

Consider recording yourself through a few interactions to gain insight into what your full package is communicating in your daily interactions with your team. Do you make eye contact? Is your facial expression relaxed and confident, or tense? How’s your body language? Do you leave time for questions and clarification? 

8. Seek feedback

Ask a few trusted co-workers and your manager to rate your communication skills. Start by asking them to rate (i.e., on a scale of 1-10) your written and spoken communication separately. Then ask these 3 questions: 

• What one thing should I start doing to communicate better with you?
• What one thing should I stop doing in my communications with you?
• What one area or skill should I work on to improve how I communicate in this organization?

Communicating well is even more important for leaders and managers during remote work . Doing it well can help build trust and connection with your team and avoid some of the frustrations that come from miscommunication. 

Here are a few areas to consider to improve remote communication:

1. Clarify expectations 

State expectations upfront and repeat them at the end of a communication . Even better, ask the other person to restate their understanding of your expectations. 

2. Engage in 2-way flow 

Being remote can make it easier for employees to check out and disengage. Be deliberate and creative about giving others a role in communication. Ask questions, use polling and ranking tools, and solicit responses in the form of emojis, gifs, or one-word descriptors.   

3. Remember the power of in-person 

A lot can be misinterpreted in the flat space of text without additional cues like tone of voice and facial expression. Don’t default to communicating solely through text or chat. A well-crafted team Zoom call or in-person meeting can establish a better connection and shared understanding, giving others a chance to surface areas of misalignment.

4. Focus on quality 

People may feel protective of their time when working remotely, so make sure that live events are well-thought-out. Send agendas, meeting objectives, or background reading ahead of time to help people prepare to have productive conversations.

5. Create an informal space 

Assuming good intentions and a sharing culture are both foundational for effective day-to-day communication at work. That said, they’re hard to build and maintain without opportunities for casual interaction like happy hours or non-work Slack channels . 

6. Show you care 

You don’t have to spend a lot of time checking in with people and asking about their personal lives. But, now more than ever, it’s worth reminding yourself that the recipients of your communications are real people who have their own challenges, distractions, hopes, and fears. Before getting on a video call or firing off an email, try picturing that person on the other end.

Start communicating better today

Every year communication tops the list of skills in demand by employers. There's a reason. Communication is what makes our professional and personal relationships go smoothly. It's how we show care, catalyze change, and get things done. Business coaching for your team and yourself can help with this skill.

That's reason enough to improve — and keep improving — these important skills. Luckily, we can all learn to communicate better.

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Allaya Cooks-Campbell

With over 15 years of content experience, Allaya Cooks Campbell has written for outlets such as ScaryMommy, HRzone, and HuffPost. She holds a B.A. in Psychology and is a certified yoga instructor as well as a certified Integrative Wellness & Life Coach. Allaya is passionate about whole-person wellness, yoga, and mental health.

7 Critical teamwork skills and how to develop them

How to handle gossip in the workplace and encourage communication, leverage love languages at work to improve your office culture, 10 essential workplace skills for success, what is nonverbal communication 10 different types (with examples), foster strong communication skills to enjoy professional success, improve your interpersonal communication skills with these 6 tips, team collaboration 101: learning the art of working together, how to identify and overcome communication barriers at work, 18 effective strategies to improve your communication skills, the significance of written communication in the workplace, why workplace flexibility matters and 4 ways to offer it, 6 proven ways to create a culture of engagement, feedback in communication: 5 areas to become a better communicator, 8 types of internal communication (and 4 factors that matter most), stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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Communication in the Workplace - PowerPoint PPT Presentation

Communication in the Workplace

Communication in the workplace ma. lourdes v. rodriguez, mba ... but in the workplace, effective communication is essential to our progress and well being. – powerpoint ppt presentation.

• Ma. Lourdes V. Rodriguez, MBA
• To be able to define Communication.
• To be able to identify the two types of Communication (verbal and non-verbal).
• To be able to give suggestions and tips on how to communicate in the workplace.
• GROUP YOURSELVES
• GIVE A NAME FOR YOUR GROUP NAME SHOULD RELATE TO COMMUNICATION.
• Example Bloggers
• WRITE DOWN THE DIFFERENT WORKPLACES THAT YOU CAN THINK OF IN YOUR SCHOOL/COLLEGE/UNIVERSITY.
• Dictionary definition - A place, such as an office or factory, where people are employed.
• Administration office
• Accounting office
• Human Resources Office
• Maintenance office
• Engineering office
• General Services
• Security Guard office
• Student Services
• Discipline office
• Campus Ministry office
• The exchange of thoughts, messages, or information, as by speech, signals, writing, or behavior.
• The art and technique of using words effectively to impart information or ideas.
• Acceptable communication differs from company to company, but many aspects are universal.
• Listen - When you listen to others attentively it makes them feel good. It also makes for a deeper and more positive connection with others.
• In turn, you form an understanding and they will listen to you when its your turn to speak.
• Poor listening happens often and resultsin misunderstandings andmiscommunications.
• HOW GOOD A LISTENER ARE YOU?
•      A well-liked college teacher had just completed making up the final examinations and had turned off the lights in the office.  Just then a tall, dark, broad figure appeared and demanded the examination.  The professor opened the drawer.  
• Everything in the drawer was picked up and the individual ran down the corridor.  The Dean was notified immediately.
• 1.  The thief was tall, dark, and broad.               
• 2.  The professor turned off the lights.          
• 3.  A tall figure demanded the examination.         
• 4.  The examination was picked up by someone          
• 5.  The examination was picked up by the professor.     
• 6.   A tall, dark figure appeared after the professor
• turned off the lights in the office.                          
• 7.  The man who opened the drawer was the professor.    
• 8.  The professor ran down the corridor.             
• 9.  The drawer was never actually opened.         
• 10. In this report three persons are referred to.     
• 8PTS 10 PTS - ACTIVE LISTENER
• 5 PTS- 7 PTS AVERAGE
• BELOW 5 PTS NEEDS TO BE MORE ATTENTIVE.
• 1 POINT PER CORRECT ANSWER
• Have Intention - Ask yourself what your intention is before starting a project, going to a meeting, or speaking to someone.
• You can also ask others what their intentionsare in similar situations. Knowing your intention will help you be more conscious of what youre doing or saying.
• which means youll be able to be moreeffective and skillful.
• Speak Clearly - Take a deepbreath and remain positive whentalking to people.
• Try to cut outthe ums, uh-hmms and ahhsthese make it difficult for peopleto understand what youre tryingto communicate.
• Try to keep yourvoice steady and dont talk tooquickly or too quietly.
• Be confident in what youre sayingand others will feel yourconfidence too.
• Be Genuine - Being genuine can includespeaking honestly, expressing excitementor sadness when you feel like it, and beingfriendly.
• There is nothing wrong withsaying, no, I dont really agree with that,or you know, I think youve changed mymind! However, dont be rude. I wasjust being honest is not a good excusefor being harsh.
• Being genuine builds yourconfidence.
• Be open to whatothers are saying or offering.
• Often, people restrict the flow ofideas or communication becausetheyre making too manyassumptions or are being too quickto judge and criticize.
• LOOK AT THE LIST OF WORKPLACES IN YOUR SCHOOL. RATE THEM FROM THE LEAST TO THE MOST NUMBER OF TIMES IN A DAY THAT YOU COMMUNICATE WITH THAT DEPARTMENT.
• EX VPA- 2X, ACCTG- 5X, HR- 4 X, ETC.
• Let's focus first on downward communication in the workplace, and a couple of its important characteristics. Consider these common, downward forms of workplace communication
• A manager explains a task to an employee
• A customer gives an order to a supplier
• Shareholders instruct management.
• These forms have more than direction in common. Each one also provides enabling information in the workplace. When a manager instructs an employee, she enables the employee to do his job, and makes it possible for him to earn a living by doing something that has value for the employer.
• Another example senior management finds out from shareholders, or the board of directors, how owners want to apply the money they've invested.
• And, as information moves downward in the workplace, it grows increasingly detailed.
• All organizations of more than one person must use workplace communication in one way or another.
• One person must give another instructions before any activity can occur.
• At each stage in the downward flow of communication, people in the organization receive information to help them do their jobs. And, at each stage the information become less abstract, more specific, and more detailed.
• ILLUSTRATE AN EXAMPLE OF A DOWNWARD COMMUNICATION THAT YOU HAVE EXPERIENCED.
• SHOW THAT IT BECOMES MORE DETAILED AS IT GOES DOWN THE CHAIN OF COMMAND.
• A second major flow of communication is upward, from employee to supervisor, supervisor to department head, department head to vice president, and so on.
• Now, turning to upward communication, we know that the staff at the registrar or accounting department will report back to the section head on their number of enrolees.
• The college account, in turn, will report, in less detail, to the VPAA about enrollment figures.
• Finally, VPAA will report to the President on how well the College is doing for SY 2008-2009.
• ILLUSTRATE AN EXAMPLE OF UPWARD COMMUNICATION THAT YOU HAVE EXPERIENCED.
• SHOW THAT IT BECOMES LESS DETAILED AS IT GOES UP THE CHAIN OF COMMAND.
• Now, think of the information that flows back and forth between you and your peers, whether you're a front-line worker, a manager, or a member of the board of directors. This is lateral communication.
• First, no superior/subordinate relationship exists here it's strictly a case of two people with roughly equal amounts of power and prestige. That makes this form of communication voluntary and discretionary.
• Yes, the boss may tell us to communicate with each other, but unless we both want to do it, we're not going to exchange much information of value.
• That takes us to the second aspect, the idea of reciprocating.
• The quality and quantity of information we provide to our peers generally reflects what we get back from them. I may provide good information to you when we start working together, but I won't continue to provide it unless you reciprocate in kind.
• Team communication is a special form of lateral communication, and an essential one.
• For teamwork in the workplace, members must not only communicate with each other, but will often need to communicate with peers outside their immediate group.
• Leaders will need to keep these communication flows in mind, as well as the upward and downward flows that connect them directly to their co-employees.
• Communication for team building and just plain teamwork and is many-faceted and requires consistent attention.
• Its Tuesday morning, and John down the hall just emptied out his desk and left the building. Apparently for good.
• Everyone wants an answer to the same question "Why?" If there's no official answer, and sometimes even if there is one, the people around him begin speculating about possible reasons.
• This is a communication channel that no one owns and no one controls. And while we might complain about gossips and busybodies, we all use it sooner or later.
• Despite its many faults, though, the grapevine does have a place, a function, in all organizations. It fills in gaps left behind by conventional and official communication.
• As I've said, downward communication delivers enabling information from superior to subordinate, while upward communication involves compliance information reported back to the superior by the subordinate. And, lateral communication takes place between peers, helping us coordinate with each other.
• Traditionally, the grapevine revolved around mouth-to-mouth communication, with only occasional bits of information written down or put on paper.
• But, new technologies mean change. The Internet opened up all kinds of new opportunities for unofficial communication. Email, it's true, may be monitored, but that's easily circumvented. For example, free, anonymous email accounts offered all over the Net.
• Then, there are photocopiers and fax machines, both of which can be used to surreptitiously maintain the grapevine. And how about cell phones, which provide an alternate means of mouth-to-mouth communication, even when you're at the office.
• While technologies enabling the grapevine may change, the same human traits continue to fuel this communication channel. They include our natural curiosity and our desire to influence the way others think and behave. Don't forget, either, about the need to get even or to belittle, which fuel many rumors that course through grapevines.
• Where downward, upward, and lateral communication are structured and flow formally through specific channels, the grapevine goes through multiple channels and even multiple versions.
• downward, or enabling, communication that moves instructions and other directive information down or through a hierarchy
• upward, or compliance, communication that provides feedback to the people who originate downward communication
• lateral, or coordinating, communication that moves between peers to maintain or improve operational efficiency
• the grapevine, which fills in gaps in official communication and provides answers to unaddressed questions.
• Communication we are constantly bombarded by it. It may be in the form of spoken or written words, pictures, gestures, symbols and (for an interesting few) telepathic messages from a variety of intriguing sources. But in the workplace, effective communication is essential to our progress and well being.
• Good communication skills require a high level of self-awareness. Understanding your personal style of communicating will go a long way toward helping you to create good and lasting impressions on others
• By becoming more aware of how others perceive you, you can adapt more readily to their styles of communicating.
• "Everyone should be like me."
• "I am never wrong."
• "I've got rights, but you don't."
• Communication Style
• Close minded
• Poor listener
• Has difficulty seeing the other person's point of view
• Monopolizing
• Puts others down
• Doesn't ever think they are wrong
• Moves into people's space, overpowers
• Jumps on others, pushes people around
• Know-it-all attitude
• Doesn't show appreciation
• Characteristics
• Achieves goals, often at others' expense
• Domineering, bullying
• Patronizing
• Condescending, sarcastic
• Verbal Cues
• "You must (should, ought better)."
• "Don't ask why. Just do it."
• Verbal abuse
• Confrontation and Problem Solving
• Must win arguments, threatens, attacks
• Operates from win/lose position
• Nonverbal Cues
• Points, shakes finger
• Squints eyes critically
• Rigid posture
• Critical, loud, yelling tone of voice
• Fast, clipped speech
• Provokes counteraggression, alienation from others, ill health
• Wastes time and energy oversupervising others
• Pays high price in human relationships
• Fosters resistance, defiance, sabotaging, striking back, forming alliances, lying, covering up
• Forces compliance with resentment
• Feelings Felt
• Frustration
• "Don't express your true feelings."
• "Don't make waves."
• "Don't disagree."
• "Others have more rights than I do."
• Always agrees
• Doesn't speak up
• Apologetic, self-conscious
• Trusts others, but not self
• Doesn't express own wants and feelings
• Allows others to make decisions for self
• Doesn't get what he or she wants
• Sighs a lot
• Tries to sit on both sides of the fence to avoid conflict
• Clams up when feeling treated unfairly
• Asks permission unnecessarily
• Complains instead of taking action
• Lets others make choices
• Has difficulty implementing plans
• Self-effacing
• Nods head often comes across as pleading
• Lack of facial animation
• Smiles and nods in agreement
• Downcast eyes
• Slumped posture
• Low volume, meek
• Fast, when anxious slow, hesitant, when doubtful
• "You should do it."
• "You have more experience than I do."
• "I can't......"
• "This is probably wrong, but..."
• "I'll try..."
• Monotone, low energy
• Avoids, ignores, leaves, postpones
• Withdraws, is sullen and silent
• Agrees externally, while disagreeing internally
• Expends energy to avoid conflicts that are anxiety provoking
• Spends too much time asking for advice, supervision
• Agrees too often
• Powerlessness
• Wonders why doesn't receive credit for good work
• Chalks lack of recognition to others' inabilities
• Gives up being him or herself
• Builds dependency relationships
• Doesn't know where he or she stands
• Slowly loses self esteemPromotes others' causes
• Is not well-liked
• Believes self and others are valuable
• Knowing that assertiveness doesn't mean you always win, but that you handled the situation as effectively as possible
• "I have rights and so do others."
• Effective, active listener
• States limits, expectations
• States observations, no labels or judgments
• Expresses self directly, honestly, and as soon as possible about feelings and wants
• Checks on others feelings
• Non-judgmental
• Observes behavior rather than labeling it
• Trusts self and others
• Open, flexible, versatile
• Playful, sense of humor
• Proactive, initiating
• Operates from choice
• Knows what it is needed and develops a plan to get it
• Action-oriented
• Realistic in her expectations
• Takes appropriate action toward getting what she wants without denying rights of others
• Open, natural gestures
• Attentive, interested facial expression
• Direct eye contact
• Confident or relaxed posture
• Vocal volume appropriate, expressive
• Varied rate of speech
• "I choose to..."
• "What are my options?"
• "What alternatives do we have?"
• Negotiates, bargains, trades off, compromises
• Confronts problems at the time they happen
• Doesn't let negative feelings build up
• Even tempered
• Increased self-esteem and self-confidence
• Increased self-esteem of others
• Feels motivated and understood
• Others know where they stand
• Clearly, the assertive style is the one to strive for. Keep in mind that very few people are all one or another style. In fact, the aggressive style is essential at certain times such as
• when a decision has to be made quickly
• during emergencies
• when you know you're right and that fact is crucial
• stimulating creativity by designing competitions destined for use in training or to increase productivity
• Passiveness also has its critical applications
• when an issue is minor
• when the problems caused by the conflict are greater than the conflict itself
• when emotions are running high and it makes sense to take a break in order to calm down and regain perspective
• when your power is much lower than the other party's
• when the other's position is impossible to change for all practical purposes (i.e., government policies, etc.).

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More From Forbes

Five steps to build safety-first work cultures in the skilled trades.

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Jim Pauley, President and CEO, National Fire Protection Association .

Skilled trades workers have a duty to design, build and maintain facilities to be as safe and resilient as possible. However, the safety of these workers themselves while on the job is not something we can take for granted, especially considering that construction sites and other facilities are inherently hazardous. Whether these hazards are uneven grounds, ladders, electrical systems or anything in between, workers need to be constantly vigilant and take precautions to mitigate controllable risks and prevent injuries or even death.

While working safely is certainly the responsibility of individual workers, this burden doesn’t fall on their shoulders alone. Workplace cultures that are truly safety-centric start from the top of organizations and are driven by the values and investments of business leaders.

While employers have legal obligations to protect their workers, the goal shouldn’t only be to meet the minimum safety requirements set out by regulatory agencies. Rather, the goal should be to establish cultures where safety is a top priority and guiding light, not just in theory, but in everyday practice.

Why To Prioritize Safety

The reasons for believing in strong safety cultures seem obvious—to protect workers and properties from harm. While making sure employees return home safely from work every day is, of course, the main incentive for investing in safety, there are other benefits to consider.

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First, safety has business value—companies with lower incident rates typically have a better reputation in the industry (with both new clients and prospective workers), thereby increasing their growth opportunities.

Secondly, safe processes ensure operations run smoothly, maximizing productivity and boosting outputs. If a safety incident delays a production line, for instance, it can significantly cut into revenue.

Lastly, how much emphasis workers put on safety ties directly back to safety for end users. For example, as electric vehicles rise in popularity, EV chargers need to be properly installed and maintained using proper codes and standards to mitigate safety hazards to workers and the public.

Five Steps To Put Safety First

It’s one thing to know why, but it’s another to know how. Here are five steps business leaders in the skilled trades can take to promote safer workplaces:

1. Foster a culture of trust and open communication.

Leadership requires that there is a shared belief held by members of a team that they can take appropriate risks, express their ideas and concerns, speak up with questions, and admit mistakes without fear of negative consequences.

When employers make it clear that worker safety is taken seriously, and that trust and open communication are key aspects of organizational culture, employees will be more likely to raise safety issues or hazards when they see them. Leaders should teach workers what hazards to look for and who to approach with safety questions or concerns.

2. Share the responsibility.

Everyone plays a role in creating safer workplaces. While leaders have the duty to set the tone and enforce safety as an organizational priority, individual workers should be accountable for their own piece of the safety pie. The company should also view auditors and inspectors as safety partners, not threats, and work together with them to improve safety outcomes. Safety doesn’t happen in a silo, so leaders should encourage collaboration between all involved parties.

3. Learn from mistakes.

While the skilled trades do their best to mitigate risks, safety incidents do happen. In these cases, the best way forward is to reflect on what factors may have contributed to the incident and how to prevent similar accidents in the future.

For example, if a worker gets injured in an arc flash, what new electrical safety trainings, policies or procedures should be implemented? Whether teams are debriefing safety missteps or celebrating safety wins, the most important thing is that safety is talked about openly and often.

4. Invest in tech, tools and trainings.

Codes and standards provide the foundation for safety programs. For this reason, leaders should invest in digital tools to bring relevant codes and standards to their workers’ fingertips and enable easier reference and collaboration.

In a 2023 survey by my organization, the NFPA, 28% of respondents believed that technology, including digital codebooks, will help improve accuracy and safety in day-to-day operations. Respondents also noted the role of trainings, certifications and professional memberships in safety, with 32% feeling safer when they have a solid understanding of the tools and processes they’re working on.

5. Don’t cut corners with safety.

Unfortunately, I sometimes see safety best practices get bypassed. Veteran workers may feel a false sense of confidence after years on the job, or employers may feel they can take shortcuts, especially if they haven’t faced any consequences before.

However, any perceived “extra steps” related to safety are required for good reason. It may be helpful for leaders to share real-life examples connected to their safety policies to help workers avoid complacency. Making mandatory safety procedures easier for workers to comply with (e.g., asynchronous safety trainings) can also go a long way toward more enthusiastic participation.

While leaders in sectors like construction have been calling for greater emphasis on safe cultures , there’s still a lot of work left to be done. To avoid unnecessary injuries and deaths and keep businesses healthy, business leaders need to view safety less as a cumbersome requirement and more as an imperative value add to protect people, properties and revenue. By taking the above steps to promote safety-first cultures, leaders can make the trades safer for today's and tomorrow's workers.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

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Communication in the Workplace

Mar 03, 2012

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Communication in the Workplace. Ma. Lourdes V. Rodriguez, MBA. SEMINAR Objectives:. To be able to define Communication. To be able to i dentify the two types of C ommunication (verbal and non-verbal). To be able to give suggestions and tips on how to communicate in the workplace.

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Communication in the Workplace Ma. Lourdes V. Rodriguez, MBA MLVR-OCTOBER 24, 2008

SEMINAR Objectives: • To be able to define Communication. • To be able to identify the two types of Communication (verbal and non-verbal). • To be able to give suggestions and tips on how to communicate in the workplace. MLVR-OCTOBER 24, 2008

Good communication is a key part of success in the workplace. MLVR-OCTOBER 24, 2008

Without communication skills we are unable to let others know what we think, feel, or want to accomplish. We are unable to build partnerships, motivate others, or resolve conflict.  MLVR-OCTOBER 24, 2008

ACTIVITY • GROUP YOURSELVES • GIVE A NAME FOR YOUR GROUP – NAME SHOULD RELATE TO COMMUNICATION. Example: Bloggers • WRITE DOWN THE DIFFERENT WORKPLACES THAT YOU CAN THINK OF IN YOUR SCHOOL/COLLEGE/UNIVERSITY. MLVR-OCTOBER 24, 2008

What is a workplace? Dictionary definition - A place, such as an office or factory, where people are employed. MLVR-OCTOBER 24, 2008

Administration office Accounting office Human Resources Office Bookstore Maintenance office Engineering office General Services Clinic Registrar Security Guard office Student Services Discipline office Campus Ministry office Others What is our workplace? MLVR-OCTOBER 24, 2008

Communication • The exchange of thoughts, messages, or information, as by speech, signals, writing, or behavior. • The art and technique of using words effectively to impart information or ideas. • Acceptable communication differs from company to company, but many aspects are universal. MLVR-OCTOBER 24, 2008

Tips to help us communicate effectively in the workplace Listen - When you listen to others attentively it makes them feel good. It also makes for a deeper and more positive connection with others. In turn, you form an understanding and they will listen to you when it’s your turn to speak. Poor listening happens often and resultsin misunderstandings andmiscommunications. MLVR-OCTOBER 24, 2008

ACTIVITY • HOW GOOD A LISTENER ARE YOU? MLVR-OCTOBER 24, 2008

     A well-liked college teacher had just completed making up the final examinations and had turned off the lights in the office.  Just then a tall, dark, broad figure appeared and demanded the examination.  The professor opened the drawer.   Everything in the drawer was picked up and the individual ran down the corridor.  The Dean was notified immediately. MLVR-OCTOBER 24, 2008

Answer the Questions • 1.  The thief was tall, dark, and broad.                • 2.  The professor turned off the lights.           • 3.  A tall figure demanded the examination.          • 4.  The examination was picked up by someone           • 5.  The examination was picked up by the professor.      MLVR-OCTOBER 24, 2008

Answer True or False • 6.   A tall, dark figure appeared after the professor • turned off the lights in the office.                           • 7.  The man who opened the drawer was the professor.     • 8.  The professor ran down the corridor.              • 9.  The drawer was never actually opened.          • 10. In this report three persons are referred to. MLVR-OCTOBER 24, 2008

T T T T F 6. F 7. T 8. F 9. F 10. T ANSWERS MLVR-OCTOBER 24, 2008

INTERPRETATION OF SCORES • 8PTS – 10 PTS - ACTIVE LISTENER • 5 PTS- 7 PTS – AVERAGE • BELOW 5 PTS – NEEDS TO BE MORE ATTENTIVE. • 1 POINT PER CORRECT ANSWER MLVR-OCTOBER 24, 2008

WHAT IS YOUR PURPOSE? • Have Intention - Ask yourself what your intention is before starting a project, going to a meeting, or speaking to someone. • You can also ask others what their intentionsare in similar situations. Knowing your intention will help you be more conscious of what you’re doing or saying. • which means you’ll be able to be moreeffective and skillful. MLVR-OCTOBER 24, 2008

Speak Clearly - Take a deepbreath and remain positive whentalking to people. Try to cut outthe “ums,” “uh-hmms” and “ahhs;”these make it difficult for peopleto understand what you’re tryingto communicate. Try to keep yourvoice steady and don’t talk tooquickly or too quietly. Be confident in what you’re sayingand others will feel yourconfidence too. SPEAK CLEARLY MLVR-OCTOBER 24, 2008

BE GENUINE • Be Genuine - Being genuine can includespeaking honestly, expressing excitementor sadness when you feel like it, and beingfriendly. • There is nothing wrong withsaying, “no, I don’t really agree with that,”or “you know, I think you’ve changed mymind!” However, don’t be rude. “I wasjust being honest” is not a good excusefor being harsh. • Being genuine builds yourconfidence. MLVR-OCTOBER 24, 2008

Be Receptive • Be open to whatothers are saying or offering. • Often, people restrict the flow ofideas or communication becausethey’re making too manyassumptions or are being too quickto judge and criticize. MLVR-OCTOBER 24, 2008

GROUP ACTIVITY • LOOK AT THE LIST OF WORKPLACES IN YOUR SCHOOL. RATE THEM FROM THE LEAST TO THE MOST NUMBER OF TIMES IN A DAY THAT YOU COMMUNICATE WITH THAT DEPARTMENT. • EX: VPA- 2X, ACCTG- 5X, HR- 4 X, ETC. MLVR-OCTOBER 24, 2008

CommunicationFlow MLVR-OCTOBER 24, 2008

Downward communication, Upward communication, Lateral communication, and the Grapevine. MLVR-OCTOBER 24, 2008

Downward Workplace Communication: Enabling • Let's focus first on downward communication in the workplace, and a couple of its important characteristics. Consider these common, downward forms of workplace communication: • A manager explains a task to an employee • A customer gives an order to a supplier • Shareholders instruct management. MLVR-OCTOBER 24, 2008

Enabling • These forms have more than direction in common. Each one also provides enabling information in the workplace. When a manager instructs an employee, she enables the employee to do his job, and makes it possible for him to earn a living by doing something that has value for the employer. • Another example: senior management finds out from shareholders, or the board of directors, how owners want to apply the money they've invested. MLVR-OCTOBER 24, 2008

And, as information moves downward in the workplace, it grows increasingly detailed. Make a Budget report Make a Budget report for the month to include the following Make sure the report includes the exact amount and the qty. MLVR-OCTOBER 24, 2008

All organizations of more than one person must use workplace communication in one way or another. • One person must give another instructions before any activity can occur. MLVR-OCTOBER 24, 2008

At each stage in the downward flow of communication, people in the organization receive information to help them do their jobs. And, at each stage the information become less abstract, more specific, and more detailed. MLVR-OCTOBER 24, 2008

GROUP ACTIVITY • ILLUSTRATE AN EXAMPLE OF A DOWNWARD COMMUNICATION THAT YOU HAVE EXPERIENCED. • SHOW THAT IT BECOMES MORE DETAILED AS IT GOES DOWN THE CHAIN OF COMMAND. MLVR-OCTOBER 24, 2008

Upward Communication: Compliance • A second major flow of communication is upward, from employee to supervisor, supervisor to department head, department head to vice president, and so on. MLVR-OCTOBER 24, 2008

Less detail • Now, turning to upward communication, we know that the staff at the registrar or accounting department will report back to the section head on their number of enrolees. • The college account, in turn, will report, in less detail, to the VPAA about enrollment figures. • Finally, VPAA will report to the President on how well the College is doing for SY 2008-2009. MLVR-OCTOBER 24, 2008

Group activity • ILLUSTRATE AN EXAMPLE OF UPWARD COMMUNICATION THAT YOU HAVE EXPERIENCED. • SHOW THAT IT BECOMES LESS DETAILED AS IT GOES UP THE CHAIN OF COMMAND. MLVR-OCTOBER 24, 2008

Lateral communication: Coordination • Now, think of the information that flows back and forth between you and your peers, whether you're a front-line worker, a manager, or a member of the board of directors. This is lateral communication. MLVR-OCTOBER 24, 2008

Characteristics • First, no superior/subordinate relationship exists here; it's strictly a case of two people with roughly equal amounts of power and prestige. That makes this form of communication voluntary and discretionary. • Yes, the boss may tell us to communicate with each other, but unless we both want to do it, we're not going to exchange much information of value. MLVR-OCTOBER 24, 2008

That takes us to the second aspect, the idea of reciprocating. • The quality and quantity of information we provide to our peers generally reflects what we get back from them. I may provide good information to you when we start working together, but I won't continue to provide it unless you reciprocate in kind. MLVR-OCTOBER 24, 2008

Team Communication • Team communication is a special form of lateral communication, and an essential one. • For teamwork in the workplace, members must not only communicate with each other, but will often need to communicate with peers outside their immediate group. • Leaders will need to keep these communication flows in mind, as well as the upward and downward flows that connect them directly to their co-employees. • Communication for team building and just plain teamwork and is many-faceted and requires consistent attention. MLVR-OCTOBER 24, 2008

The Grapevine: Filling the Gaps • It’s Tuesday morning, and John down the hall just emptied out his desk and left the building. Apparently for good. • Everyone wants an answer to the same question: "Why?" If there's no official answer, and sometimes even if there is one, the people around him begin speculating about possible reasons. • This is a communication channel that no one owns and no one controls. And while we might complain about gossips and busybodies, we all use it sooner or later. MLVR-OCTOBER 24, 2008

It has a function • Despite its many faults, though, the grapevine does have a place, a function, in all organizations. It fills in gaps left behind by conventional and official communication. • As I've said, downward communication delivers enabling information from superior to subordinate, while upward communication involves compliance information reported back to the superior by the subordinate. And, lateral communication takes place between peers, helping us coordinate with each other. MLVR-OCTOBER 24, 2008

New tools • Traditionally, the grapevine revolved around mouth-to-mouth communication, with only occasional bits of information written down or put on paper. • But, new technologies mean change. The Internet opened up all kinds of new opportunities for unofficial communication. Email, it's true, may be monitored, but that's easily circumvented. For example, free, anonymous email accounts offered all over the Net. MLVR-OCTOBER 24, 2008

Then, there are photocopiers and fax machines, both of which can be used to surreptitiously maintain the grapevine. And how about cell phones, which provide an alternate means of mouth-to-mouth communication, even when you're at the office. • While technologies enabling the grapevine may change, the same human traits continue to fuel this communication channel. They include our natural curiosity and our desire to influence the way others think and behave. Don't forget, either, about the need to get even or to belittle, which fuel many rumors that course through grapevines. MLVR-OCTOBER 24, 2008

Speed • Where downward, upward, and lateral communication are structured and flow formally through specific channels, the grapevine goes through multiple channels and even multiple versions. MLVR-OCTOBER 24, 2008

Communication Flow • downward, or enabling, communication that moves instructions and other directive information down or through a hierarchy • upward, or compliance, communication that provides feedback to the people who originate downward communication • lateral, or coordinating, communication that moves between peers to maintain or improve operational efficiency • the grapevine, which fills in gaps in official communication and provides answers to unaddressed questions. MLVR-OCTOBER 24, 2008

Why is effective communication essential in the workplace? • Communication: we are constantly bombarded by it. It may be in the form of spoken or written words, pictures, gestures, symbols and (for an interesting few) telepathic messages from a variety of intriguing sources. But in the workplace, effective communication is essential to our progress and well being. MLVR-OCTOBER 24, 2008

What is your communicating style? • Good communication skills require a high level of self-awareness. Understanding your personal style of communicating will go a long way toward helping you to create good and lasting impressions on others MLVR-OCTOBER 24, 2008

By becoming more aware of how others perceive you, you can adapt more readily to their styles of communicating. MLVR-OCTOBER 24, 2008

Three basic communication styles: • Aggressive • Passive • Assertive MLVR-OCTOBER 24, 2008

Beliefs "Everyone should be like me." "I am never wrong." "I've got rights, but you don't." Communication Style Close minded Poor listener Has difficulty seeing the other person's point of view Interrupts Monopolizing Elements of the Aggressive Style MLVR-OCTOBER 24, 2008

Characteristics Achieves goals, often at others' expense Domineering, bullying Patronizing Condescending, sarcastic Behavior Puts others down Doesn't ever think they are wrong Bossy Moves into people's space, overpowers Jumps on others, pushes people around Know-it-all attitude Doesn't show appreciation MLVR-OCTOBER 24, 2008

Nonverbal Cues Points, shakes finger Frowns Squints eyes critically Glares Stares Rigid posture Critical, loud, yelling tone of voice Fast, clipped speech Verbal Cues "You must (should, ought better)." "Don't ask why. Just do it." Verbal abuse Confrontation and Problem Solving Must win arguments, threatens, attacks Operates from win/lose position MLVR-OCTOBER 24, 2008

Feelings Felt Anger Hostility Frustration Impatience Effects Provokes counteraggression, alienation from others, ill health Wastes time and energy oversupervising others Pays high price in human relationships Fosters resistance, defiance, sabotaging, striking back, forming alliances, lying, covering up Forces compliance with resentment MLVR-OCTOBER 24, 2008

Elements of the Passive Style • Beliefs • "Don't express your true feelings." • "Don't make waves." • "Don't disagree." • "Others have more rights than I do." • Communication Style • Indirect • Always agrees • Doesn't speak up - Hesitant MLVR-OCTOBER 24, 2008

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