Ever wondered what makes your colleagues tick? What turns them on in the office? Or do you save all your best lines for that special someone back at home?
When you step into the world of entrepreneurialism, it’s natural to spend the majority of your time focussing on the day-to-day tasks required to get your business off to a flying start. Financial planning, strategy, marketing, social media, product design…the list goes on.
But as you clear those first hurdles, begin to put processes in place, take on your first employees and inch towards feeling a bit more established, it’s time to step back and look at the bigger picture.
Prince Harry used to be the naughty prince, the nation’s younger brother, who was known more for his passion for partying than for typically Royal behaviour.
And yet after some hair raising times in his twenties, he has stepped confidently into his role, using his position to give a voice to many who have been sidelined, disenfranchised or forgotten. He has done so with responsibility, grace, good will and a gentle determination, which reminds many of his mother. So what can we learn from his communication style?
How is it that some people seem to get exactly what they want at work, while others struggle to get anywhere at all? We all know the sort of people – they are often the recipients of promotions ahead of their peers; they negotiate their ideal salary while others jump at the first offer; and management often implement their ideas when they’re presented at meetings or in proposals.
Accents are important. They are an intrinsic part of who we are. They are part of our heritage. They tell the story of our background and our culture. So, why would we want to get rid of them? Well, as much as they are an asset to us, accents can be a double-edged sword, and for many they represent a conflict. For, while on the one hand, our accents are an integral part of our identity; on the other hand, for a non-native English speaker living and working in the UK, an accent can feel like it gets in the way of effective communication in English. And that can be a problem.
Every New Year, people around the world make resolutions; sweeping statements promising big changes that are, realistically, unlikely to happen and set the resolution-maker up for disappointment. So, instead of the usual grandiose commitments to quit chocolate; start working out, etc., why not take a different tack, and try making some simple changes to how you communicate? As we embark on the first few days of 2018 why not make this the year you take positive, achievable, steps towards more honest, authentic, communication?
In the second of this two-part blog post, we continue to share top tips for those of you in leadership roles who are looking to communicate more effectively with your team. In our previous post, we looked at how clarity and confidence can have an enormous impact on how you communicate with your team. Here, we share the final three tips, which deal with how structure and preparation will ensure you get your message acrsoss.
When you have gone high enough up the ranks to have a team of people working underneath you, you might think you should already have basic aspects of leadership, like communication, in the bag. And yet, a lack of effective communication among management is probably one of the biggest reasons for low performance, poor results, and people not getting along or enjoying their work. And, as we all know, finding a manager who is an excellent, effective communicator is rare! It is so important as a leader that the message you give is clear, both in your non-verbal messaging, positioning yourself as a leader, and also in your verbal. But regardless of how good we should be, the reality is that most people would benefit from some guidance to improve their efficiency as a leader.
We are used to the idea of measuring our efficiency in our jobs; we have KPI’s for our performance, specific metrics we need to achieve and regular reviews with our bosses and/or team. But how much thought do we put into measuring our communication? And if it isn’t up to scratch, how often do we analyse and isolate the incident so we can learn from it?