Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candor, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programs? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

The top 5 Feedback Models

1. SBI (Situation-Behavior-Impact)
This model promotes a process which begins with defining a specific situation, the behavior observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behavior in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognizing and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how you may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviors in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behavior it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behavior. On an organization level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

 

Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candour, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programmes? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

The Top 5 Feedback Models

1. SBI (Situation-Behaviour-Impact)
This model promotes a process which begins with defining a specific situation, the behaviour observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behaviour in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognising and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how they may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviours in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behaviour it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behaviour. On an organisation level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

Is Constant Communication Your #1 Time Management Challenge?

Communication time wasters and how to overcome them

Time management is a key skill for leaders and managers to embed into their armory, but few rank communication skills as a time management issue. Yet statistics show that poor communication costs a team 280 hours of productive time each year.

To put this number into even greater context, the 2018 Holmes Report estimated that the cost of poor communication in large companies (with more than 100,000 employees) average $62.4 million per company every year. Further, the cumulative loss in productivity equates to a massive $26,041 per worker because of communication barriers.

In this article, we examine why constant communication is essential and look at the time wasters and how to overcome them as you seek to make constant communication a central strategy in your time management as a leader.

Why is constant communication essential?

Poor communication is a widespread problem in today’s organizations. How well your organization performs is largely due to its ability to communicate from the top down. When communication is not consistent, meaning is misunderstood, intention is misaligned, and confusion reigns. There are five key ways in which constant – and consistent – communication positively affects an organization.

1. Constant Communication Creates Certainty

A lack of communication causes employees to feel less certain about their role, their responsibilities, and their value to the organization. It causes concern about how your organization is doing, and this undermines employee and team confidence. In turn, this damages trust and morale.

A constant flow of information, communicated consistently, alleviates uncertainty, and helps to develop mutual trust between the organization, its leaders and managers, and its employees.

2. Constant Communication Quashes Gossip

The water cooler is busiest in those organizations in which employees are ill informed. Our nature as human beings is to solve problems – and what bigger problem is there than trying to figure out what is happening with your employer?

People will leap to their own conclusions, discuss these with their colleagues, and present persuasive arguments that compel others to spread rumors and fill in the gaps left by an absence of communication from managers. This is not only true of organizational issues, but also on a more personal level, too:

• Employees will conclude that they are doing a poor job if they have not had positive feedback from their manager for a couple of months
• When auditors appear, teams assume that they are underperforming
• When one employee is regularly invited to management meetings, others assume that it is he or she who has been selected for promotion

Gossip spreads fear and resentment, and dents morale. It can harm motivation and cause widespread mistrust. Open and honest communication with colleagues and employees builds trust and improves morale.

3. Constant Communication Improves Productivity

When managers communicate poorly, employees are often left second-guessing what they should be doing. They are reduced to asking others for confirmation of their role and how to do their tasks – causing a knock-on effect of interruption and delay.

Perhaps worse, those who are not sure of what it is they should be doing – or why – undertake their tasks with hesitation and uncertainty. They muddle through, and often complete their jobs with errors that must be fixed. This damages productivity, causes deadlines to be missed, and results in more management time being ‘wasted’ by recommunicating what was poorly communicated previously.

4. Constant Communication Improves the Customer Experience

As poor communication causes uncertainty, as well as a rise in unhelpful rumors and a drop in productivity, the next item on the list to be damaged will be your customers’ experiences. Mistrust, uncertainty and low morale eventually affects customers – usually in the form of poor customer service and substandard products.

When communication is precise, consistent and constant, there should be no misunderstanding that seeps into the customer experience. Closing gaps in communication ensures that mistakes are avoided, and that problems are solved effectively and efficiently.

5. Constant Communication Reduces Employee Turnover

It is often said that people don’t leave jobs, they leave bosses. Many studies have dived deeper than this overarching generalization, and found that poor communication lies at the heart of high turnover problems.

For example, a 2019 study by Peakon found that communication was the second-highest ranked factor when employees were asked ,”If you had a magic wand, what’s the one thing you would change about your organization?” It comes second only to pay, and sits immediately above management.

People want to feel satisfied at work. They want to know they are doing a good job, and that their work matters to their boss, their organization, and the organization’s customers. If you don’t communicate these things to your employees constantly, they will soon start to feel unhappy and begin to shut down. Then they will seek a new job elsewhere.

Poor communication is a time waster

Not only does poor communication damage productivity, morale, and employee turnover, it also wastes a huge amount of a manager’s time.

Interruptions and distractions come in many forms, and it has been calculated that they cost managers an average of around three hours each day. Improving how you communicate as a leader can reduce this, and lead to better team performance.

Managers who communicate effectively will suffer fewer interruptions from employees who need instructions confirmed. Effective communication is also key to empowering employees to seek their own solutions – leading to fewer interruptions down the line and a more efficient and collaborative team.

Building in time to communicate constantly is a key technique for managers to embed in their time management habits.

Why leaders and managers must communicate constantly and more effectively

Effective communication skills enable managers to manage their time more effectively and improve their own personal productivity. As an effective communicator, a manager will be able to:

• Provide clear and concise instructions
• Delegate tasks more effectively
• Share information in meaningful ways
• Manage workplace conflicts to maintain teamwork and morale

Effective communicators organize their time and their teams more efficiently, using the right channels and strategies to communicate with teams and individuals.

10 Steps to improve the communication ability of leaders and managers

Here are 10 steps that leaders and managers can follow to improve their communication ability within their time management framework.

1. Commit to Improving Communication

There is no time like the present to improve your communication skills as a manager and as a team. Effective communication is a skill that must be learned and, in a world in which communication channels and possibilities are continually evolving, continually reassessed and improved.

It’s also necessary to regularly review how you communicate with your team, allocating the right resources and delivering messages in ways that resonate with your employees.

2. Look in the Mirror

Much of your communication is likely to be made face-to-face. Have you ever considered what your employees and colleagues see when you are speaking and listening? Watching yourself speaking in a mirror can begin the process of improving your outward appearance to others.

It is also necessary to learn more about yourself to become a more effective communicator. Assessments we provide to help you do this include:

• Myers-Briggs Type Indicator – a highly reliable instrument that provides an individual with some clear clues regarding their preferences and tendencies on four personality dimensions
• DISC Talent Insights – designed to increase individual awareness of one’s communication style and motivators, while introducing a model to increase the awareness of different styles
• EQ-i2.0 – people higher in EI communicate effectively, form strong relationships, and create powerful coping strategies

Assessments such as these are often the first step in developing leadership and management plans and improving your communication skills.

3. Know Your People

Understanding your team and the individuals within your team is essential to communicating effectively with them and bridging gaps in multigenerational teams. Understanding individual cultures and how these impact behaviors helps you to ensure that your messages are meaningful to all.

4. Develop a Communication Strategy

Work with your team to develop a communication strategy and then create an action plan to ensure that it is executed effectively. You’ll need to assess the needs of your team, understand the outcomes you wish to achieve, and commit to positive communication daily.

5. Listen

Listen to the concerns of your team and actively seek suggestions. No strategy or plan is infallible, so constantly seek ways to improve your communication strategy and methods. Listening and acting on feedback is critical – it demonstrates that you respect and value your people.

6. Learn to Say ‘No’

As a manager, you are not immune to having tasks delegated to you. Be prepared to challenge this by learning how to question reasons and value to you and your team. If it is right that work is assigned to your team, you must have a clear understanding of:

• What is to be done
• When it is to be done by
• How it is to be done
• Other details that impact the task or project

It is important to raise objections and questions before accepting tasks, get all the information you need, and, finally, to be able to say ‘no’.

7. Delegate Effectively

When delegating work to individual employees or to your team, ensure that you provide all the information they need to be able to do the work to a high standard. Consider the questions that you would ask and provide clear instructions that answer all of these. Make sure that you tie the work delegated to ability, capability, goals and purpose.

While you shouldn’t micromanage your team, make sure that you check in on them regularly and that you provide the support they need, when they need it.

8. Improve Your Own Teamwork by Communicating Better

As a leader or manager, you will be working with both superiors and subordinates. Communicating effectively is key to your success in teamwork, and to do this you should get to know your colleagues better.

Learn about others’ goals, objectives and aspirations. Remember that while goals may be the same, the reasons for aspiring to them may be different. People have different skillsets, and this includes different communication abilities. You should be mindful of the ability of others to communicate when you are communicating with them, and ensure that the meaning of what you have said is understood by all.

9. Employ Appropriate Communication Channels

When developing your communication plan, it is critical to ensure that you communicate on the most appropriate channels. Managing internal communications in the omnichannel workplace effectively will enable you to:

• Conduct value-added, two-way communications
• Reach employees wherever they are
• Make organizational announcements more personal and authentic
• Deliver targeted messages more effectively

As well as communicating to different people in different ways, and ensuring that your message is consistent in the omnichannel environment, you should also consider what communication channel is best for which type of message.

Many managers rely on email when communicating with their teams. However, this reduces the urgency of the message. Email isn’t designed for emergencies or high-priority communications. Also, the overuse of emails ensures that both you and your team suffer constant distractions (which is why some of the best time managers only visit their email inbox once or twice a day).

Sensitive and urgent communication is better executed either by phone or, preferably, in person.

Set your communication guidelines early in your communication strategy planning, and ensure that these are adhered to by all.

10. Set a time for interruptions

Perhaps one of the most effective ways to overcome time wasters is to set a time for interruptions. Setting aside an hour each day when your door is ‘open for questions’ means that you are more likely to not be disturbed the rest of the day.

You may decide to set an hour before or after lunch, for example, when your employees can come into your office to discuss problems they have or help they may need. By doing so, you train your team to interrupting you only during this time, and prevent suffering from the need to constantly refocus after interruptions throughout the day.

In summary

The most effective managers are exceptional time managers, not only of their own time, but also of the time of their employees. Distractions are the biggest time wasters and they destroy focus.

Most time management coaching centers on tasks, priorities, to-do lists, and minimizing distractions. However, by communicating more effectively you will reduce the number of interruptions to your day. Your people will be more focused and productive. Rather than being a time waster that many believe it to be, constant and consistent communication within an agreed and focused communication strategy is key to improving time management of leaders, managers and employees across your organization.

To ensure that your communication strategy and technique is effective, contact Forward Focus today to learn how we can help to develop your communication skills and engage your employees at all levels.

 

Is Constant Communication Your #1 Time Management Challenge?

Communication time wasters and how to overcome them

Time management is a key skill for leaders and managers to embed into their armory, but few rank communication skills as a time management issue. Yet statistics show that poor communication costs a team 280 hours of productive time each year.

To put this number into even greater context, the 2018 Holmes Report estimated that the cost of poor communication in large companies (with more than 100,000 employees) average $62.4 million per company every year. Further, the cumulative loss in productivity equates to a massive $26,041 per worker because of communication barriers.

In this article, we examine why constant communication is essential and look at the time wasters and how to overcome them as you seek to make constant communication a central strategy in your time management as a leader.

Why is constant communication essential?

Poor communication is a widespread problem in today’s organisations. How well your organisation performs is largely due to its ability to communicate from the top down. When communication is not consistent, meaning is misunderstood, intention is misaligned, and confusion reigns. There are five key ways in which constant – and consistent – communication positively affects an organisation.

1. Constant Communication Creates Certainty

A lack of communication causes employees to feel less certain about their role, their responsibilities, and their value to the organisation. It causes concern about how your organisation is doing, and this undermines employee and team confidence. In turn, this damages trust and morale.

A constant flow of information, communicated consistently, alleviates uncertainty, and helps to develop mutual trust between the organisation, its leaders and managers, and its employees.

2. Constant Communication Quashes Gossip

The water cooler is busiest in those organisations in which employees are ill informed. Our nature as human beings is to solve problems – and what bigger problem is there than trying to figure out what is happening with your employer?

People will leap to their own conclusions, discuss these with their colleagues, and present persuasive arguments that compel others to spread rumors and fill in the gaps left by an absence of communication from managers. This is not only true of organisational issues, but also on a more personal level, too:

• Employees will conclude that they are doing a poor job if they have not had positive feedback from their manager for a couple of months
• When auditors appear, teams assume that they are underperforming
• When one employee is regularly invited to management meetings, others assume that it is he or she who has been selected for promotion

Gossip spreads fear and resentment, and dents morale. It can harm motivation and cause widespread mistrust. Open and honest communication with colleagues and employees builds trust and improves morale.

3. Constant Communication Improves Productivity

When managers communicate poorly, employees are often left second-guessing what they should be doing. They are reduced to asking others for confirmation of their role and how to do their tasks – causing a knock-on effect of interruption and delay.

Perhaps worse, those who are not sure of what it is they should be doing – or why – undertake their tasks with hesitation and uncertainty. They muddle through, and often complete their jobs with errors that must be fixed. This damages productivity, causes deadlines to be missed, and results in more management time being ‘wasted’ by recommunicating what was poorly communicated previously.

4. Constant Communication Improves the Customer Experience

As poor communication causes uncertainty, as well as a rise in unhelpful rumors and a drop in productivity, the next item on the list to be damaged will be your customers’ experiences. Mistrust, uncertainty and low morale eventually affects customers – usually in the form of poor customer service and substandard products.

When communication is precise, consistent and constant, there should be no misunderstanding that seeps into the customer experience. Closing gaps in communication ensures that mistakes are avoided, and that problems are solved effectively and efficiently.

5. Constant Communication Reduces Employee Turnover

It is often said that people don’t leave jobs, they leave bosses. Many studies have dived deeper than this overarching generalization, and found that poor communication lies at the heart of high turnover problems.

For example, a 2019 study by Peakon found that communication was the second-highest ranked factor when employees were asked ,”If you had a magic wand, what’s the one thing you would change about your organisation?” It comes second only to pay, and sits immediately above management.

People want to feel satisfied at work. They want to know they are doing a good job, and that their work matters to their boss, their organisation, and the organisation’s customers. If you don’t communicate these things to your employees constantly, they will soon start to feel unhappy and begin to shut down. Then they will seek a new job elsewhere.

Poor communication is a time waster

Not only does poor communication damage productivity, morale, and employee turnover, it also wastes a huge amount of a manager’s time.

Interruptions and distractions come in many forms, and it has been calculated that they cost managers an average of around three hours each day. Improving how you communicate as a leader can reduce this, and lead to better team performance.

Managers who communicate effectively will suffer fewer interruptions from employees who need instructions confirmed. Effective communication is also key to empowering employees to seek their own solutions – leading to fewer interruptions down the line and a more efficient and collaborative team.

Building in time to communicate constantly is a key technique for managers to embed in their time management habits.

Why leaders and managers must communicate constantly and more effectively

Effective communication skills enable managers to manage their time more effectively and improve their own personal productivity. As an effective communicator, a manager will be able to:

• Provide clear and concise instructions
• Delegate tasks more effectively
• Share information in meaningful ways
• Manage workplace conflicts to maintain teamwork and morale

Effective communicators organize their time and their teams more efficiently, using the right channels and strategies to communicate with teams and individuals.

10 Steps to improve the communication ability of leaders and managers

Here are 10 steps that leaders and managers can follow to improve their communication ability within their time management framework.

1. Commit to Improving Communication

There is no time like the present to improve your communication skills as a manager and as a team. Effective communication is a skill that must be learned and, in a world in which communication channels and possibilities are continually evolving, continually reassessed and improved.

It’s also necessary to regularly review how you communicate with your team, allocating the right resources and delivering messages in ways that resonate with your employees.

2. Look in the Mirror

Much of your communication is likely to be made face-to-face. Have you ever considered what your employees and colleagues see when you are speaking and listening? Watching yourself speaking in a mirror can begin the process of improving your outward appearance to others.

It is also necessary to learn more about yourself to become a more effective communicator. Assessments we provide to help you do this include:

• Myers-Briggs Type Indicator – a highly reliable instrument that provides an individual with some clear clues regarding their preferences and tendencies on four personality dimensions
• DISC Talent Insights – designed to increase individual awareness of one’s communication style and motivators, while introducing a model to increase the awareness of different styles
• EQ-i2.0 – people higher in EI communicate effectively, form strong relationships, and create powerful coping strategies

Assessments such as these are often the first step in developing leadership and management plans and improving your communication skills.

3. Know Your People

Understanding your team and the individuals within your team is essential to communicating effectively with them and bridging gaps in multigenerational teams. Understanding individual cultures and how these impact behaviours helps you to ensure that your messages are meaningful to all.

4. Develop a Communication Strategy

Work with your team to develop a communication strategy and then create an action plan to ensure that it is executed effectively. You’ll need to assess the needs of your team, understand the outcomes you wish to achieve, and commit to positive communication daily.

5. Listen

Listen to the concerns of your team and actively seek suggestions. No strategy or plan is infallible, so constantly seek ways to improve your communication strategy and methods. Listening and acting on feedback is critical – it demonstrates that you respect and value your people.

6. Learn to Say ‘No’

As a manager, you are not immune to having tasks delegated to you. Be prepared to challenge this by learning how to question reasons and value to you and your team. If it is right that work is assigned to your team, you must have a clear understanding of:

• What is to be done
• When it is to be done by
• How it is to be done
• Other details that impact the task or project

It is important to raise objections and questions before accepting tasks, get all the information you need, and, finally, to be able to say ‘no’.

7. Delegate Effectively

When delegating work to individual employees or to your team, ensure that you provide all the information they need to be able to do the work to a high standard. Consider the questions that you would ask and provide clear instructions that answer all of these. Make sure that you tie the work delegated to ability, capability, goals and purpose.

While you shouldn’t micromanage your team, make sure that you check in on them regularly and that you provide the support they need, when they need it.

8. Improve Your Own Teamwork by Communicating Better

As a leader or manager, you will be working with both superiors and subordinates. Communicating effectively is key to your success in teamwork, and to do this you should get to know your colleagues better.

Learn about others’ goals, objectives and aspirations. Remember that while goals may be the same, the reasons for aspiring to them may be different. People have different skillsets, and this includes different communication abilities. You should be mindful of the ability of others to communicate when you are communicating with them, and ensure that the meaning of what you have said is understood by all.

9. Employ Appropriate Communication Channels

When developing your communication plan, it is critical to ensure that you communicate on the most appropriate channels. Managing internal communications in the omnichannel workplace effectively will enable you to:

• Conduct value-added, two-way communications
• Reach employees wherever they are
• Make organisational announcements more personal and authentic
• Deliver targeted messages more effectively

As well as communicating to different people in different ways, and ensuring that your message is consistent in the omnichannel environment, you should also consider what communication channel is best for which type of message.

Many managers rely on email when communicating with their teams. However, this reduces the urgency of the message. Email isn’t designed for emergencies or high-priority communications. Also, the overuse of emails ensures that both you and your team suffer constant distractions (which is why some of the best time managers only visit their email inbox once or twice a day).

Sensitive and urgent communication is better executed either by phone or, preferably, in person.

Set your communication guidelines early in your communication strategy planning, and ensure that these are adhered to by all.

10. Set a time for interruptions

Perhaps one of the most effective ways to overcome time wasters is to set a time for interruptions. Setting aside an hour each day when your door is ‘open for questions’ means that you are more likely to not be disturbed the rest of the day.

You may decide to set an hour before or after lunch, for example, when your employees can come into your office to discuss problems they have or help they may need. By doing so, you train your team to interrupting you only during this time, and prevent suffering from the need to constantly refocus after interruptions throughout the day.

In summary

The most effective managers are exceptional time managers, not only of their own time, but also of the time of their employees. Distractions are the biggest time wasters and they destroy focus.

Most time management coaching centers on tasks, priorities, to-do lists, and minimizing distractions. However, by communicating more effectively you will reduce the number of interruptions to your day. Your people will be more focused and productive. Rather than being a time waster that many believe it to be, constant and consistent communication within an agreed and focused communication strategy is key to improving time management of leaders, managers and employees across your organisation.

To ensure that your communication strategy and technique is effective, contact Forward Focus today to learn how we can help to develop your communication skills and engage your employees at all levels.

 

The Role of Emotion in Interpersonal Communication

In the previous article in this series, I discussed the difference between verbal and nonverbal communication and looked at how body language plays a vital part in the role of emotion in interpersonal communication. Emotions and communication are intrinsically linked. Your body language communicates energy, passion, reluctance, and a whole range of other emotions. I concluded with the need to gain greater understanding of the connection between emotional intelligence and nonverbal communication in order to use body language more effectively.

In this article I want to dig a little deeper, and gain a greater insight into the art of communicating effectively and the role of emotion in interpersonal communication.

Defining effective verbal and nonverbal communication

Believing that communication is the act of exchanging ideas is too narrow a definition. It is far more than this. Think about the way in which we communicate, how people talk, and the signals they provide. Communication is more than simple words: effective communication is a two-way exchange of information, emotions, and intentions.

Emotional awareness is crucial for recognising and interpreting the emotions of others, which enhances communication effectiveness. When you are able to communicate effectively, you will be able to form deeper relationships, build an alliance of teamwork, commit yourself and others more easily to responsibility, and increase your problem solving ability. To communicate effectively requires adept skills that include listening, assertiveness, nonverbal techniques, emotional intelligence, and the ability to manage stress.

Identifying the role of emotional intelligence in interpersonal communication

Emotion plays a large part in our ability to communicate effectively through emotional expressions. The best communicators use emotion in a positive manner, evidencing passion, drive, energy, trust, and calmness. However, this skill is one that needs to be learned: it is a natural human trait for our emotions to cloud our ability to communicate, giving away our feelings and disrupting our ability to communicate effectively.

Regulating emotional responses is essential for maintaining effective communication.

Emotional Intelligence and Expression

Understanding the importance of emotional intelligence in communication

Emotional intelligence (EI) forms the foundation of effective communication. It includes understanding and managing emotions—both your own and others’. This skill is key to recognising emotions, grasping their causes and effects, and using this awareness to guide actions.

In communication, emotional intelligence is crucial for building relationships, resolving conflicts, and expressing emotions with clarity and respect. People with high EI skillfully navigate complex social situations, empathize with others, and communicate effectively. They stay attuned to how their emotions impact behavior, managing them constructively.

Emotional intelligence is essential for effective expression. High-EI individuals recognize and understand others’ emotions, using this insight to guide communication. They express emotions authentically, fostering trust and strengthening relationships. Conversely, low-EI individuals may struggle with emotional awareness and control, leading to conflicts and misunderstandings.

Nonverbal Communication

Exploring the role of nonverbal cues in emotion expression

Nonverbal communication powerfully expresses emotions, enabling individuals to convey feelings without words. Cues like body language, facial expressions, and tone of voice communicate emotions from joy and excitement to sorrow and anger.

Nonverbal cues convey emotions subtly and with nuance. For example, a gentle touch or warm smile can express affection, while a firm handshake or direct gaze signals confidence. Such signals often speak louder than words, adding deeper meaning to interactions.

Nonverbal cues are crucial for emotion regulation, helping individuals manage their own emotions and respond to others’. Deep breathing or relaxation can calm oneself, while a soothing voice or gentle touch can comfort others. Mastering nonverbal communication enhances emotional expression and regulation, leading to more meaningful interactions.

The Impact of Positive Emotions

Benefits of positive emotions in enhancing communication

Positive emotions like happiness, excitement, and gratitude enhance communication by building trust, strengthening relationships, and improving skills. Research shows that these emotions boost social connection, sharpen communication abilities, and even benefit physical health.

Positive emotions foster clear and respectful expression. A warm smile or gentle touch shows affection, while a firm handshake or direct gaze signals confidence. Such expressions create a welcoming, open environment for communication.

Positive emotions are vital for emotion regulation, helping individuals manage their own feelings and respond to others’. Techniques like positive self-talk and visualisation calm oneself, while a soothing voice or gentle touch comforts others. Harnessing positive emotions enhances communication, builds stronger relationships, and fosters a productive environment.

Stress: the devil that destroys effective communication

The major road block in establishing and continuing effective communication is stress, which often leads to negative emotions. This may be caused by a number of factors – some work related, others of a more personal nature – but whatever the cause, surrender to stress results in a lessened ability to listen and read other people as well as an increased likelihood of giving out false signals.

When poor communication is stress-led, all parties can degenerate to knee-jerk reaction. An emotionally intelligent person is better able to manage their stress and reactions as well as the reactions of others.

Everyday exercises to help manage stress

When considering the role of emotion in interpersonal communication, stress management is one of the top strategies to adopt. When you are able to manage stress in a variety of situations, not only will you communicate more effectively but you will earn the reputation of being a calm and fast-thinker, and able decision maker.

If you realize that you are becoming stressed, here are a few everyday exercises to help you manage stress levels and communicate in a calmer, more effective manner:

• Take time to calm down, and think before speaking
• Breath slowly, relax your muscles, and think of a positive image
• See the bright side of the situation, and take things a little less seriously. Look for ways to diffuse conflict, such as sharing a funny story
• Use a care-fronting rather than confronting approach

4 steps to remain stress free and communicate more effectively

1. Take a moment to breath
   Don’t rush to respond. Take a second or two to breathe, gather thoughts, and process information received. Don’t think it negative to ask for clarification of a question or previous statement – this gives you time to think about how to answer.
2. Communicate one point at a time
   Listeners have a limited time-frame of concentration. It is better to communicate one point at a time, use examples to clarify your position, and allow the other person a chance to respond accordingly. This gives you a chance to consider reaction, while drawing the correspondent into a more meaningful exchange, building mutual trust and respect.
3. Use body language effectively
   Think about your body language as you speak. Maintain eye contact, speak in an even tone, and speak clearly and concisely. Choose words carefully, relax, and open yourself to the communication exchange.
4. It helps to clarify your position
   Having spoken, summarize your position and what you have said. Then allow the other correspondent to talk. Even if there is silence, don’t feel the need to continue.

In later articles, I’ll explore further communication techniques as we build out the foundations of the deeper emotional intelligence that will empower the effectiveness of your communication capabilities.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

The Role of Emotion in Interpersonal Communication

In the previous article in this series, I discussed the difference between verbal and nonverbal communication and looked at how body language plays a vital part in the role of emotion in interpersonal communication. Emotions and communication are intrinsically linked. Your body language communicates energy, passion, reluctance, and a whole range of other emotions. I concluded with the need to gain greater understanding of the connection between emotional intelligence and nonverbal communication in order to use body language more effectively.

In this article I want to dig a little deeper, and gain a greater insight into the art of communicating effectively and the role of emotion in interpersonal communication.

Defining effective verbal and nonverbal communication

Believing that communication is the act of exchanging ideas is too narrow a definition. It is far more than this. Think about the way in which we communicate, how people talk, and the signals they provide. Communication is more than simple words: effective communication is a two-way exchange of information, emotions, and intentions.

Emotional awareness is crucial for recognising and interpreting the emotions of others, which enhances communication effectiveness. When you are able to communicate effectively, you will be able to form deeper relationships, build an alliance of teamwork, commit yourself and others more easily to responsibility, and increase your problem solving ability. To communicate effectively requires adept skills that include listening, assertiveness, nonverbal techniques, emotional intelligence, and the ability to manage stress.

 

Identifying the role of emotional intelligence in interpersonal communication

Emotion plays a large part in our ability to communicate effectively through emotional expressions. The best communicators use emotion in a positive manner, evidencing passion, drive, energy, trust, and calmness. However, this skill is one that needs to be learned: it is a natural human trait for our emotions to cloud our ability to communicate, giving away our feelings and disrupting our ability to communicate effectively.

Regulating emotional responses is essential for maintaining effective communication.

Emotional Intelligence and Expression

Understanding the importance of emotional intelligence in communication

Emotional intelligence (EI) forms the foundation of effective communication. It includes understanding and managing emotions—both your own and others’. This skill is key to recognising emotions, grasping their causes and effects, and using this awareness to guide actions.

In communication, emotional intelligence is crucial for building relationships, resolving conflicts, and expressing emotions with clarity and respect. People with high EI skillfully navigate complex social situations, empathise with others, and communicate effectively. They stay attuned to how their emotions impact behaviour, managing them constructively.

Emotional intelligence is essential for effective expression. High-EI individuals recognise and understand others’ emotions, using this insight to guide communication. They express emotions authentically, fostering trust and strengthening relationships. Conversely, low-EI individuals may struggle with emotional awareness and control, leading to conflicts and misunderstandings.

Nonverbal Communication

Exploring the role of nonverbal cues in emotion expression

Nonverbal communication powerfully expresses emotions, enabling individuals to convey feelings without words. Cues like body language, facial expressions, and tone of voice communicate emotions from joy and excitement to sorrow and anger.

Nonverbal cues convey emotions subtly and with nuance. For example, a gentle touch or warm smile can express affection, while a firm handshake or direct gaze signals confidence. Such signals often speak louder than words, adding deeper meaning to interactions.

Nonverbal cues are crucial for emotion regulation, helping individuals manage their own emotions and respond to others’. Deep breathing or relaxation can calm oneself, while a soothing voice or gentle touch can comfort others. Mastering nonverbal communication enhances emotional expression and regulation, leading to more meaningful interactions.

The Impact of Positive Emotions

Benefits of positive emotions in enhancing communication

Positive emotions like happiness, excitement, and gratitude enhance communication by building trust, strengthening relationships, and improving skills. Research shows that these emotions boost social connection, sharpen communication abilities, and even benefit physical health.

Positive emotions foster clear and respectful expression. A warm smile or gentle touch shows affection, while a firm handshake or direct gaze signals confidence. Such expressions create a welcoming, open environment for communication.

Positive emotions are vital for emotion regulation, helping individuals manage their own feelings and respond to others’. Techniques like positive self-talk and visualisation calm oneself, while a soothing voice or gentle touch comforts others. Harnessing positive emotions enhances communication, builds stronger relationships, and fosters a productive environment.

Stress: the devil that destroys effective communication

The major road block in establishing and continuing effective communication is stress, which often leads to negative emotions. This may be caused by a number of factors – some work related, others of a more personal nature – but whatever the cause, surrender to stress results in a lessened ability to listen and read other people as well as an increased likelihood of giving out false signals.

When poor communication is stress-led, all parties can degenerate to knee-jerk reaction. An emotionally intelligent person is better able to manage their stress and reactions as well as the reactions of others.

Everyday exercises to help manage stress

When considering the role of emotion in interpersonal communication, stress management is one of the top strategies to adopt. When you are able to manage stress in a variety of situations, not only will you communicate more effectively but you will earn the reputation of being a calm and fast-thinker, and able decision maker.

If you realise that you are becoming stressed, here are a few everyday exercises to help you manage stress levels and communicate in a calmer, more effective manner:

• Take time to calm down, and think before speaking
• Breath slowly, relax your muscles, and think of a positive image
• See the bright side of the situation, and take things a little less seriously. Look for ways to diffuse conflict, such as sharing a funny story
• Use a care-fronting rather than confronting approach

4 steps to remain stress free and communicate more effectively

1. Take a moment to breath
   Don’t rush to respond. Take a second or two to breathe, gather thoughts, and process information received. Don’t think it negative to ask for clarification of a question or previous statement – this gives you time to think about how to answer.
2. Communicate one point at a time
   Listeners have a limited time-frame of concentration. It is better to communicate one point at a time, use examples to clarify your position, and allow the other person a chance to respond accordingly. This gives you a chance to consider reaction, while drawing the correspondent into a more meaningful exchange, building mutual trust and respect.
3. Use body language effectively
   Think about your body language as you speak. Maintain eye contact, speak in an even tone, and speak clearly and concisely. Choose words carefully, relax, and open yourself to the communication exchange.
4. It helps to clarify your position
   Having spoken, summarise your position and what you have said. Then allow the other correspondent to talk. Even if there is silence, don’t feel the need to continue.

In later articles, I’ll explore further communication techniques as we build out the foundations of the deeper emotional intelligence that will empower the effectiveness of your communication capabilities.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

How to Manage a Multigenerational Workforce

Is Your Workplace Environment Conducive to Collaboration Amid Generational Differences?

As younger employees join your workforce and older employees remain employed for longer, your organisation is likely to become a multigenerational workforce. This diversity of age demographics presents leaders with many challenges that must be overcome. In this article, we examine seven of these challenges.

Understanding Generational Differences

Understanding generational differences is crucial for effective management in today’s multi-generational workforce. Each generation brings unique attributes, values, and experiences that shape their perspectives and behaviours. By recognising and embracing these differences, organisations can foster a more inclusive and productive work environment.

Generational differences can be attributed to various factors, including historical events, technological advancements, and cultural shifts. For instance, Baby Boomers grew up during a time of economic prosperity and social change, while Generation Z is characterised by their digital nativity and diverse backgrounds. Understanding these differences can help managers tailor their leadership styles, communication approaches, and professional development opportunities to meet the needs of each generation.

Moreover, recognising generational differences can help bridge the generational gap and promote knowledge sharing between older and younger employees. By leveraging the strengths of each generation, organisations can create a more collaborative and innovative work environment. For example, younger employees can bring fresh ideas and technological expertise, while older employees can offer valuable experience and mentorship.

Benefits of a multi-generational Workforce

A multi-generational workforce offers numerous benefits to organisations, including increased productivity, improved decision-making, and enhanced innovation. By embracing generational diversity, organisations can tap into the unique strengths and perspectives of each generation, leading to better problem-solving and a more competitive edge.

Moreover, a multi-generational workforce can help organisations attract and retain top talent, as employees of all ages are drawn to inclusive and diverse work environments. By offering flexible work arrangements, professional development opportunities, and a culture of respect and empathy, organisations can create a workplace that appeals to multiple generations.

Additionally, a multi-generational workforce can help organisations better understand and serve their diverse customer base. By having employees from different generations and backgrounds, organisations can gain valuable insights into the needs and preferences of their customers, leading to improved customer satisfaction and loyalty.

1. Age

There are many personal challenges associated with age, and these manifest in the workplace. Younger employees may desire more flexibility and the opportunity to work from home. Older employees may have more exacting wellness needs. Leaders should create the flexible workplace environment that addresses the needs of all employees, promoting a healthy work life balance.

2. Values

Our values are determined by many factors, including upbringing and experiences. Older generations have lived through the Cold War and economic strife. They were raised by parents who suffered war during World War II. They took part in civil rights movements. Younger generations have been at the forefront of technological advance, and are living with a future shaped by climate change.

Baby boomers expect millennials to have the same commitment to hard work and long hours. Millennials expect more flexibility and shorter hours in the office with greater autonomy. Leaders must manage these conflicting values, respecting all workers and helping each to understand and accept the different ways in which full contributions are made.

3. Workplace Relationship Issues

Older employees, particularly those from the Silent Generation, tend to be more conservative in their approach to workplace relationships. They have been conditioned that work is work, and personal issues should be left at the door. However, today mental health and wellbeing is considered of great importance. Employees are encouraged to discuss a wider range of issues, and organisations accept the overlap between personal and professional lives more readily. This can create friction between employees, as some wish to discuss subjects that others consider to be taboo.

Organisations are combatting this challenge by providing ‘safe spaces’’ where controversial subjects may be discussed openly, and equipping managers with the skills to carefront rather than confront conflict between work colleagues.

4. Feedback

The need for feedback differs between generations. Younger employees tend to thrive on constant feedback, whereas older workers require less. For older employees, feedback should be given when necessary, not when desired.

How does a leader know how often to give feedback? Ask each employee, and set a schedule for them. Remember, though, that continuous communication leads to healthier relationships, and less confusion when honest truths are finally revealed.

5. Preferred Communication Styles Across Generations

The communication preferences of different generations in the workplace stretch from the millennials’ use of social media and digital communication channels, to the baby boomers’ desire for face-to-face conversation or email.

An organisation must establish how best to communicate, and set a strategy that embraces all preferences. For example, a team meeting may be followed up by a video summary posted to employees’ email inboxes or on the company’s intranet.

6. Dress Code

Older workers, who witnessed the rise of personal computers, are used to the formality of workwear. It helps them draw a line between their professional self and their personal self. Younger workers are more likely to wish to wear the same clothes in the office as they would outside. While many organisations have relaxed their dress code, many have not. This can cause conflict between employees and management.

While there is no single correct answer to dress code – often it is part of the DNA of an organisation – it is important that, while a workplace may not have a uniform, workplace dress code is uniform and observed consistently by all.

7. Perceptions of Work Ethics

Older generations often accuse younger workers of having poor work ethics. However, perception of work ethic varies between generations.

Older employees are more likely to remain at work until their work is complete before leaving for home. They see younger employees leaving before their work is complete and believe that this is indicative of a poor work ethic. However, these younger employees – often more digitally adept – may be working remotely from home, where they feel more relaxed and productive.

Organisations may combat these perceptions by managing by performance and introducing workplace project management systems to routine. Taking this action often helps people to work more collaboratively and understand that being office based is not always necessary to be productive.

Accommodating Diverse Working Styles and Needs

Accommodating diverse working styles and needs is essential for creating an inclusive and productive work environment. Organisations can offer flexible work arrangements, such as telecommuting, flexible hours, and compressed workweeks, to accommodate the needs of employees with caregiving responsibilities, health issues, or other personal circumstances.

Moreover, organisations can provide a range of benefits and perks, such as wellness programs, employee assistance programs, and professional development opportunities, to support the well-being and career advancement of employees. By recognising and accommodating the diverse needs and preferences of employees, organisations can create a workplace that is inclusive, supportive, and empowering.

Furthermore, organisations can use technology to facilitate communication and collaboration among employees, regardless of their location or work style. By leveraging digital tools and platforms, organisations can create a virtual workspace that is accessible, flexible, and inclusive, allowing employees to work effectively and efficiently from anywhere.

In Summary

In multigenerational workplaces there is a wide diversity of values, preferred communication styles, mental wellbeing issues and preferred methods of working. Differences even stretch to how employees dress for work.

When leaders understand the different characters of each generation, they will more easily discover the strengths of each generation and use these to improve collaboration. To build a cohesive team, managers must create a workplace environment that allows all generations to contribute fully and embrace the qualities of their work colleagues.

Contact us today, and discover how we could help your managers and leaders be more effective in developing multigenerational teams and foster the collaboration that delivers high performance.

7 Ways to Motivate Your Team

Leading via the link between team motivation and engagement

Many studies, surveys, and polls have concluded that employee engagement is key to building a successful business, leading change initiatives, and developing high-performance teams. To motivate your team effectively, it’s essential to foster engagement. In its eighth meta-analysis measuring the effects of employee engagement, Gallup found that:

“Work units in the top quartile in employee engagement outperformed bottom-quartile units by 10% on customer ratings, 22% in profitability, and 21% in productivity. Work units in the top quartile also saw significantly lower turnover (25% in high-turnover organizations, 65% in low-turnover organizations), shrinkage (28%), and absenteeism (37%) and fewer safety incidents (48%), patient safety incidents (41%), and quality defects (41%).”

Given so many positives of employee engagement, it is little wonder that organizations are continually finding ways to increase employee engagement and create a productive work environment.

What is employee engagement?

Employee engagement describes how people are committed to the work they do and the values and mission of the organization for whom they work. They are happy team players who are invested in their colleagues, their team, and their organization, and employees feel motivated to contribute their best.

In other words, they are motivated to turn up, help others, and do the best work they can. However, engagement is not quite the same as motivation, but a complimentary quality – a key ingredient in employee engagement. For example, motivated employees feel that their work is meaningful, while engaged employees are emotionally committed to their work. Good leaders motivate their employees to be engaged.

Setting the Foundation for Success

Setting the foundation for success is crucial for motivating a team. A motivated team is more productive, engaged, and committed to achieving their goals. To set the foundation for success, team leaders should establish clear expectations, provide necessary resources, and foster a positive work environment. This includes setting SMART goals, providing regular feedback, and recognising team achievements. By setting the foundation for success, team leaders can create a motivated team that is equipped to achieve their goals.

How to engage employees with motivational tactics

Many motivational techniques will serve the simultaneous objectives of engaging employees and developing a high-performing team. Here are seven of the techniques used by successful managers and leaders.

1.      Share the big picture to give them feel valued

Share your vision with your employees, helping them to see how they fit into the achievement of that vision by providing tasks that help the team progress toward its goals. This will provide the purpose they need to engage with the big picture. Keeping employees up to date with the latest developments and how their roles contribute to the overall vision can further enhance their sense of purpose.

2.      Motivate individuals to motivate the team

Each member of a team will have individual aspirations, goals and objectives. It is a manager’s responsibility to learn what makes their employees tick, and how to create the environment where the needs of individuals can be activated to improve the team, ensuring each team member feels valued and motivated.

Listen to ideas, learn from their experiences, and recycle into the team environment, showing how individual success can propel the team to greater teamwork. This personal and individual approach will help to incentivise employees with a clear understanding of the power of collaboration.

3.      Give trust

A team leader should give trust to their employees and show that they trust their abilities by handing over responsibility. This responsibility may be given through providing specific tasks that challenge, or by asking an employee to manage a project sub-team, or perhaps requesting that a team member act as chair in a team meeting. There are many opportunities to share responsibilities and give trust each day – these should be used.

4.      Motivate with milestones

Lofty goals often remain unaccomplished because they seem so far away, and unachievable. This serves to demotivate and disengage. Focus instead on smaller, challenging but achievable milestones that will help individuals and teams progress. Reward achievement of each milestone, and reinforce how much nearer it takes the team to its final target, thereby boosting team motivation.

5.      Reward performance based upon feedback

Value performance and attitude by recording, measuring and rewarding feedback from clients, suppliers, colleagues and other stakeholders. Seek to reward the expected behaviors that help to drive teamwork and promote the organization.

6.    Energise the team by exampling expected behaviors for a productive work environment

Employees follow the lead of their managers and the organization’s leaders. An enthusiastic, energetic leader who exudes positivity toward work and the organization’s values and goals is more likely to keep the team motivated and create that energy within his or her team.

7.      Communicate openly

Be transparent about company goals and progress. Hide nothing, so that there are no surprises. Allow people the opportunity to voice concerns and ask questions, and provide honest feedback. Always show respect in the communication process, and include team members in the decision-making process, valuing their contribution and helping them to understand their value to the organization. Additionally, organizing team building activities can further enhance open communication and strengthen team bonds.

Fostering a Positive Work Environment

Fostering a positive work environment is essential for motivating a team. A positive work environment encourages team members to feel valued, motivated, and engaged. To foster a positive work environment, team leaders should promote open communication, encourage teamwork, and provide opportunities for growth and development. This includes creating a healthy work environment, providing flexible schedules, and offering work-life balance.

By fostering a positive work environment, team leaders can create a motivated team that is productive and committed to achieving their goals.

Investing in Team Development

Investing in team development is critical for motivating a team. Team members feel motivated when they are learning and growing in their roles. To invest in team development, team leaders should provide opportunities for training, mentorship, and coaching. This includes providing regular feedback, recognising team achievements, and offering opportunities for advancement.

By investing in team development, team leaders can create a motivated team that is equipped to achieve their goals.

Measuring Success and Adjusting Course

Measuring success and adjusting course is essential for motivating a team. Team leaders should regularly track progress, solicit honest feedback, and make adjustments as needed. This includes setting clear goals, providing regular feedback, and recognising team achievements.

By measuring success and adjusting course, team leaders can create a motivated team that is productive and committed to achieving their goals.

Conclusion

Employee engagement and employee motivation work hand in hand to energise teams in the work they do and the goals of the organization. When team leaders, supervisors and managers employ effective motivation strategies, the team should become a more collaborative and cohesive unit, fixed on the achievement of individual and team goals. This level of engagement could transform a team’s results.

Contact us today, and discover how we could help your managers to redefine their own behaviors and embed the leadership techniques to build high-performing teams.

Giving Feedback To Boost Confidence & Engagement

Giving Feedback Effectively

A 2009 Gallup survey of more than 1,000 US-based employees sought to qualify the impact of feedback on employees. Its findings are insightful:

• When a manager gives little or no feedback, the manager fails to engage 98% of employees.
• Four out of ten employees who receive little or no feedback become actively disengaged.
• Managers who concentrate on strengths when giving feedback are 30 times more likely to engage their employees than those giving no feedback.
• One in ten managers concentrates on weaknesses when providing feedback.

The conclusion drawn by the study is that the tools, techniques, and strategies that a manager uses when delivering feedback have a huge impact on employee engagement.

In this article I’ll discuss why feedback is crucial, the basis of an effective feedback strategy, and one of the key tools that provide a framework for constructive feedback.

Why is feedback so crucial?

Many studies have shown that engaged employees work more productively. They provide impetus toward shared vision, values, and goals. When you energize employees to perform at their peak, the impact on performance at individual and team levels is clear – and this directly benefits your bottom line.

To be engaged in your future vision, an employee needs to feel wanted. They need to know that their contribution is valued, and that they are helping the organization reach its goals.

When a manager provides no feedback, the employee feels ignored. When someone feels ignored, they feel unimportant. Even negative feedback is better than this, but constructive criticism is the most effective as it provides actionable suggestions for improvement while maintaining a positive tone.

Types of Feedback

Feedback can be categorized into different types, each serving a unique purpose. Understanding these types can help you tailor your feedback to the specific situation and recipient.

• Positive Feedback: Positive feedback is used to reinforce good behavior, acknowledge achievements, and boost morale. It’s essential to provide specific examples and context to make the feedback meaningful.
  • For instance, instead of saying, “Great job,” you might say, “Your detailed analysis in the report was outstanding and really helped us make informed decisions.”
• Constructive Feedback: Constructive feedback is used to address areas for improvement, provide guidance, and help employees grow. It’s crucial to focus on behavior rather than personality and provide actionable suggestions.
  • For example, “I noticed that the project deadlines were missed. Let’s discuss how we can better manage time and resources to meet future deadlines.”
• Negative Feedback: Negative feedback is used to address significant issues, correct mistakes, and prevent future problems. It’s essential to deliver negative feedback in a sensitive and supportive manner, focusing on the behavior rather than the person.
  • For example, “Your recent interactions with the team have been quite abrupt, which has caused some tension. Let’s work on improving communication to foster a more collaborative environment.”
• Formative Feedback: Formative feedback is used to guide employees during the learning process, providing them with insights and suggestions to improve their performance.
  • For instance, “During your presentation, you had some great points, but it would be even more effective if you could engage the audience with more eye contact and questions.”
• Summative Feedback: Summative feedback is used to evaluate employee performance at the end of a project or period, providing a summary of their strengths and weaknesses.
  • For example, “Over the past quarter, you’ve shown excellent problem-solving skills and have consistently met your targets. However, there is room for improvement in your time management.”

By understanding and utilizing these different types of feedback, you can provide more targeted and effective employee feedback, ultimately enhancing performance and engagement.

Setting the scene for constructive feedback

For feedback to be given, listened to, and then acted upon, there are some ground rules that must be observed. I call these the ‘tools for the road’.

When you drive the highway, you first need to know your destination. You need to know what you and others can control. For example:

• you are in charge of the car;
• a road traffic accident is out of your sphere of responsibility, though you may have cause to report and help; and
• delays or roadblocks have to be negotiated.

In the workplace this means setting clear expectations for your employees. For example, provide examples of work products that clearly reflect the quality and detail you expect from an individual. When setting clear expectations, it is crucial to communicate these to your direct reports to ensure they understand their responsibilities and the feedback process.

Let your people know explicitly what they control, and provide a continuum for feedback. Remember also that feedback is a two-way street. It is about listening, understanding, and acting.

Preparing to Give Feedback

Preparing to give feedback is crucial to ensure that the conversation is productive and effective. Here are some steps to help you prepare:

• Gather Information: Collect relevant data, observations, and examples to support your feedback. This ensures that your feedback is based on facts and specific instances, making it more credible and actionable.
• Define the Purpose: Clearly define the purpose of the feedback conversation, whether it’s to address an issue, provide guidance, or acknowledge achievements. Knowing the purpose helps you stay focused and ensures that the conversation is meaningful.
• Choose the Right Time and Place: Select a private and comfortable setting where the employee feels safe and open to receiving feedback. Avoid public settings where the employee might feel embarrassed or defensive.
• Prepare Your Thoughts: Organize your thoughts, and consider the employee’s perspective, strengths, and weaknesses. This helps you deliver feedback in a balanced and constructive manner.
• Anticipate Questions and Concerns: Prepare to address potential questions and concerns the employee may have. This shows that you are considerate and ready to support them through the feedback process.

By taking these steps, you can ensure that you give feedback in a way that is respectful, clear, and effective, ultimately fostering a positive and productive work environment.

Techniques for giving and receiving feedback

When providing feedback, it is important to be on point. Feedback must be specific to behaviour.

Providing specific feedback examples can help illustrate the points you are making and ensure that the feedback is clear and actionable.

For example, saying someone is doing a good job may raise a smile, but is a short-lived ‘throw-away’ appraisal. What is that person good at? What is it that they are doing which can be used as best practice, and inform the behaviour of others?

Consider which is the better and more effective feedback of the following:

“You’re working well on these reports. Well done.”

or…

“I see you’ve put in a process to reduce the time it takes to process these reports. That’s great work, and something we could use across the whole company.”

In brief, there are five elements of constructive feedback. It should be:

• Given in a timely fashion
• Clear
• Specific
• Non-judgmental
• Actionable

Making your feedback effective using a simple feedback framework

To make feedback effective (that is to say, something that will leave a positive, engaging impact on the employee) I recommend following the situation-behaviour-impact (SBI) model. This feedback model ensures that you hit the five elements of constructive feedback I highlighted above. For example:

Capture the situation

“In yesterday’s team meeting…”

Describe the behaviour

“…you interrupted constantly.”

Describe the impact

“This forced your colleagues to shut down. Consequently, we weren’t able to discuss their ideas and arrive at a team-based solution to our problem.”

From this specific feedback, you will be able to discuss behaviour, and jointly produce a plan of action that the employee can use to improve his or her performance.

Overcoming Barriers to Giving Feedback

Giving feedback can be challenging, and several barriers can prevent you from providing effective feedback. Here are some common barriers and strategies to overcome them:

• Fear of Conflict: Fear of conflict can prevent you from giving feedback. To overcome this, focus on the issue rather than the person, and use “I” statements to express your concerns. For example, “I noticed that the project deadlines were missed, and I’m concerned about how this affects our overall timeline.”
• Lack of Time: Lack of time can be a significant barrier to giving feedback. To overcome this, prioritise feedback, and allocate specific times for feedback conversations. Scheduling regular check-ins can help ensure that feedback is given consistently and timely.
• Uncertainty about How to Give Feedback: Uncertainty about how to give feedback can prevent you from providing effective feedback. To overcome this, seek training, and practice giving feedback in a safe and supportive environment. Role-playing scenarios with a colleague can be a helpful way to build confidence.
• Fear of Hurting the Employee’s Feelings: Fear of hurting the employee’s feelings can prevent you from giving feedback. To overcome this, focus on the behavior rather than the person, and provide feedback in a sensitive and supportive manner. For example, “I’ve noticed that your recent reports have had some errors. Let’s work together to identify the root cause and find a solution.”
• Cultural or Language Barriers: Cultural or language barriers can prevent you from giving effective feedback. To overcome this, be aware of cultural differences, and use simple language to ensure understanding. It may also be helpful to ask the employee to summarize what they heard to ensure clarity.

By recognising and addressing these barriers, you can provide more effective feedback, fostering a culture of continuous improvement and open communication.

How to receive feedback

As I said earlier, feedback is a two-way street. A good manager encourages his or her people to provide feedback on him or her. Doing so will aid your development as a leader, and further promote engagement. Encouraging your team to provide more feedback can help create a culture of continuous improvement and open communication.

When receiving feedback, you should follow these bullet point rules:

• Listen attentively
• Repeat only what you heard (to clarify)
• Ask for specifics (what you are doing well, what you are doing not so well)
• Show appreciation by saying “thank you”
• Ask if (and when) you can check back

If your people appear distant, disengaged, or disenfranchised, then you may need to brush up on your feedback technique. If you don’t provide effective discussion of performance, you are doing yourself, your employee, and your organisation a severe injustice.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

Long Live Continuous Dialogue!

Understanding and harnessing employee engagement is something that has challenged organizations and their leaders for decades.

Despite the ground-breaking book from Buckingham and Coffman, First, Break all the Rules, in 1999 which popularised the Gallup Q¹² survey tool and shone a light on the ways in which managers can engage and motivate their staff – business leaders still struggle with the issues, attitudes and performance of their staff.

And, it’s really not that surprising, given the period of rapid technological growth and now the acceleration of home-working over the last year, our people are now potentially on 24-7 availability; the pressure to perform has increased (just look at the impact of forced ranking if you want evidence of this!); the emphasis on short-term outputs is greater than ever. And, CEOs still want to be able to talk about the numeric employee engagement as part of their dialogue with stakeholders and investors; almost, without understanding the drivers that create authentic and meaningful engagement.

Organisations and HR teams are faced with the associated challenges of needing to decide how to pursue an effective employee engagement strategy: the dichotomy being how to provide meaningful information to managers and stakeholders whilst also developing actionable information that will drive greater employee commitment to doing a great job.

What is employee engagement anyway?

Academics have argued hard and long about the provenance, characteristics and effects of employee engagement. And some, Professor Rob Briner for example don’t even acknowledge the existence of such a construct. A simple definition is employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization and put discretionary effort into their work.

The annual employee survey has been a popular method for understanding employee mindset. However, the answers given will only provide part of the picture of current workforce attitudes.

There are issues of timing: once a year may not capture the full story. And, individual attitude and the influences on that at a given time may not reflect one’s true sense of passion for the job. There are also the particular pressures at work at the time of completion; as well as other prevailing personal pressures. The output from a survey is expressed as a set of percentages, X% agree/disagree with statement Y, but why do they agree/disagree?

In short, the annual survey enables businesses to understand what issues individuals are facing, but not the why that may lie behind these problems.

The problem with focus groups

For businesses hoping to receive clearer insight into the results of their annual survey, one of the common approaches traditionally has been to hold a series of focus groups, where individuals have the chance to air their opinion in a controlled setting. While undoubtedly offering a number of benefits, including the ability to talk directly with team members and hear about their grievances, attitudes, daily headaches, etc, there are many reasons to change this practice in future, as we’ll now explain.

Focus groups are:

1. Not always representative
2. Expensive, if done properly
3. Not timely
4. A platform for the loudest voices
5. Insensitive – not all issues can be discussed in the open forum of a focus group
6. Time-limited
7. Sometimes biased by the facilitator and circumstances
8. Potentially a breeding ground for discontent – completely counter-productive

 

As you can see, the problems surrounding the use of focus groups to delve into employee issues are many; and often, the outcomes that are achieved based on this practice are not adequate to fully resolve engagement issues for staff.

So, what can organizations do about it?

Ultimately, for an organization that hopes to achieve a timely, in-depth and accurate snapshot of the levels of engagement within their business, there needs to be a shift in approach from the staid application of surveys and focus groups to follow.

Surveys can be a positive tool for organizations to continue to make use of, but the way this information is collated and acted upon needs to change. Once complete, the next stage should be to properly assess the responses and pinpoint those segments of respondents that raise interesting issues whether good or bad – and then return to them to expand on their responses.

This process of a more targeted dialogue allows a business to start a conversation with their staff. It means that serious problems can be addressed in a more thoughtful, personable and sensitive manner, hopefully leading to more effective and lasting change.

How to do this without breaking confidentiality or putting people ‘on the spot’?

Primeast has recently formed a powerful new relationship with Peachy Mondays, an organization that has solved this conundrum. They have developed an anonymous employee feedback platform that gives deep insight in days rather than months. It allows you to capture WHAT your people feel, have targeted anonymous dialogue to find out WHY, and efficiently manage and analyze responses at enterprise scale. This opens up the subject of employee engagement, staff opinions and meaningful two-way employee communications to new opportunities.

David Evans, Primeast Associate, recently met with Gordon Adam, Peachy Mondays co-founder. He explained that the simple and flexible survey tool that he and his partner, James Anderson, have created answers the killer-questions that employee surveys raise, quickly, effectively and anonymously.

“It’s the issue of anonymity that has defeated other efforts to get below the surface of employee opinion,” Gordon says. “If people’s privacy can be assured, so that they can explain safely why they replied to certain questions the way they did, surveys really can surface the issues and root-causes that will otherwise remain hidden or at least ambiguous. As they fester and spread, they will erode employee engagement.”

Peachy Mondays can offer a simple, quick and revealing solution to employee opinion, and Primeast sees it as a compelling diagnostic tool for the work we do in people and organizational development.

Beating the confines of dead-end data

Drilling deeper into the responses of staff means the information contained in employee surveys can be used more as a starting point in delivering improved levels of engagement, rather than it being an end in itself, as is sometimes now the case.

By overhauling employee engagement programs to focus on specific issues and individual responses, data become an avenue to creating a program for further evaluation and the means to take positive action. Through follow-up surveys, one-to-one intervention and a targeted approach to individual problems, issues that plague organizational performance can be more easily defined and addressed. At the same time, staff themselves can be reassured their problems are being listened to.

You can find out more about the importance of better understanding employee behavior and attitudes, as well as the need to bridge gaps in communication at all levels of any successful organization, by reading Transparent communication at the heart of business performance.

For more about Peachy Mondays, visit wwww.peachymondays.com

When Conversations Get Tough

Be purposeful and creative, rather than reactive

Tough conversations matter. And in tough conversations, one of the biggest challenges is to get the right balance between being assertive and empathic. Being effectively assertive allows you to express what’s important to you; the things you need, your perspective; as well as what concerns you about the situation. Being effectively empathic means you work hard to understand the other person’s perspective and are able to express their views without adding any kind of judgemental twist.

How to start

A good place to start could be thinking about how you typically approach ‘conflict’, remembering ‘conflict’ can be anything on a spectrum from violent disagreement to simple differences of opinion. It’s helpful to reflect on the following:

• Has this current situation triggered a particular reactive response in you?
• Is your tendency to compete with them, to give in and accommodate them or to simply avoid the issue all together?
• Do you have all the information?

By stepping back and thinking how your tendencies will drive how you are likely to react in this kind of scenario, you can choose to be more purposeful and respond in a way that helps create the right conditions to solve the problem together.

7 Top tips for managing difficult conversations

• Be well prepared, so when you are being assertive you know your story well and how it contributes to engaging the other person to solve the challenge at hand.
• Practice and maybe get some feedback until you believe you are in a good place to be your most persuasive.
• Take notes to refer to when you are deep in the actual conversation.
• Start the conversation with empathy.
• Ask the other person to talk about their views first. On almost every occasion they will appreciate it and research shows they will also be more likely to listen to your views.
• Remember to listen deeply and without judgement. Listen for fact and meaning because both are important in solving problems.
• Finally, it’s okay to for the outcome to be that while you might understand their point of view, it doesn’t necessarily mean you agree with them as long as you do so without judgement. What’s important is that you’ve explored, listened and each party is able to move forward constructively and positively, equipped with more information and better understanding.

Conversations that could potentially become tough ones really matter. Give them the attention and thought they deserve.

How to Have Open and Honest Communication with Colleagues

When asked to describe the virtues that make a great team player, Patrick Lencioni told Forbes that an employee needs to be three things: humble, hungry, and smart. He then went on to describe these attributes as:

• Humble – having little ego, and focusing more on teammates
• Hungry – having a strong work ethic, determined to get things done and contribute in any way possible
• Smart – understanding the group dynamics, how to say and do things, and have a positive outcome

The smart element brings me to the role of emotional intelligence in interpersonal and intrapersonal relationships. It’s the secret to open and honest conversation with colleagues. Open and honest communication fosters a positive company culture by creating a trusting and honest environment, which enhances overall company culture. Additionally, transparency and trust can improve overall company performance by encouraging employees to express their concerns and ideas openly.

The Importance of Honest Communication in the Workplace

Honest communication is the backbone of a healthy and productive workplace. When employees feel comfortable sharing their thoughts and ideas, it fosters a culture of trust, respect, and open communication. This transparency helps to prevent misunderstandings, resolve conflicts, and build strong workplace relationships. Moreover, honest communication encourages employees to take ownership of their work, share their expertize, and collaborate effectively with their colleagues.

Promoting psychological safety is crucial in this context. When employees feel safe to express their opinions without fear of negative consequences, it leads to higher employee satisfaction and engagement. Open communication channels ensure that everyone feels heard and valued, contributing to overall well-being and a more cohesive team dynamic.

Emotional Intelligence: the key to unlock team capability

The higher your emotional intelligence, the more confident and adaptable you are likely to be. Within a team-based organization, your emotional intelligence is a determinant of your value to the team. It dictates your ability to communicate with openness and honesty, and this encourages others to do likewise.

It is this that leads to complete trust and the deeper intrapersonal relationships that drive team coherence and success. Additionally, emotional intelligence enhances employee engagement by fostering a transparent dialogue that builds psychological safety and trust. This, in turn, contributes to employee happiness by reducing stress and improving job satisfaction.

What emotional intelligence traits do you possess?

The traits of an emotionally intelligent person include:

• You are a people person, who enjoys discovering what makes others tick. You’re empathetic, curious about strangers, and are adaptable in different company.
• You understand your own strengths and weaknesses, and use this knowledge for the benefit of the team. This understanding is evidenced by your self-confidence.
• You understand what upsets you, and this means you are better able to control your own emotions and make decisions objectively.
• You’re a good listener, which avoids making assumptions and creating communication havoc that deteriorates relationships.
• You’re true to your values, and these include acting ethically and caring about others.
• You collaborate willingly, you are more mindful, and offer to help others.
• You deal with setbacks well, not allowing them to distract you from achieving your final goal, but rather using them as lessons to inform self-improvement.
• You trust your intuition, being a good judge of character and reader of non-verbal communication. Your gut instinct is rarely wrong.
• Increase your ability to form transformational interpersonal and intrapersonal relationships

Communicating in an open and honest manner is key to developing a greater understanding, more empathy, and an improved awareness of others. Your relationships will become deeper and more trusting. These traits lead to highly engaged employees who are committed and perform better. Additionally, they enhance workplace productivity by fostering effective communication and collaboration. The key to achieving this level of interpersonal and intrapersonal relationships is to work to improve your emotional intelligence.

Building a Culture of Open and Honest Communication

Building a culture of open and honest communication requires a deliberate effort from the leadership team. It starts with creating a safe and supportive office environment where employees feel comfortable sharing their thoughts and ideas. Implementing open-door policies, regular team meetings, and anonymous feedback mechanisms are practical steps in this direction.

Leaders play a pivotal role by modeling open communication themselves. Being transparent, approachable, and receptive to feedback sets a positive example for the rest of the team. Additionally, prioritising employee development and growth through training and mentorship opportunities can further reinforce the importance of open communication. Recognising and rewarding employees who demonstrate these skills helps to embed this culture deeply within the organization.

Effective Communication Strategies

Effective communication strategies are essential for promoting honest communication in the workplace. Here are some strategies that companies can use:

• Regular Team Meetings: Hold regular team meetings to encourage open communication, share updates, and discuss challenges and opportunities. This helps to keep everyone on the same page and fosters a sense of unity.
• Anonymous Feedback Mechanisms: Implement anonymous feedback mechanisms, such as surveys or suggestion boxes, to encourage employees to share their thoughts and ideas without fear of retribution. This can provide valuable insights and help address issues that might otherwise go unnoticed.
• Open-Door Policies: Implement open-door policies that allow employees to approach leaders and managers with questions, concerns, or ideas. This openness can help to build trust and ensure that issues are addressed promptly.
• Training and Mentorship: Provide training and mentorship opportunities to help employees develop effective communication skills. This investment in personal development can lead to more confident and capable team members.
• Recognition and Rewards: Recognize and reward employees who demonstrate open communication skills, such as active listening, clear expression of ideas, and respectful feedback. This positive reinforcement can encourage others to follow suit.

By implementing these strategies, companies can promote honest communication, build a culture of open communication, and reap the benefits of a more productive, engaged, and satisfied workforce.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers and employees.

Is Technology Destroying Communication in the Workplace?

Why are we more connected, yet many feel disconnected?

There is no doubt that the COVID-19-induced recession would have been far worse had it not been for technology. Our ability to communicate and collaborate in real time allowed millions of workers to stay at home and remain productive. Video technology enabled people to connect socially, even though they were apart. We may never know the extent to which communication technology helped to avoid mental health issues caused by enforced isolation.

However, there is a dark side of technology, too. It is rarely discussed or considered. Yet organizations must answer the big question that this dark side poses. Is technology destroying communication in the workplace? Moreover, how can you ensure it doesn’t?

Why communication is important in the workplace

Let’s first look at why effective communication is so important in the workplace.

Good communication is crucial to sharing information

If information is not shared effectively, your people won’t know what they are doing or why they are doing it. Collaboration will be crushed. Innovation will grind to a halt. Obvious, isn’t it? Yet, Dynamic Signal found that almost three quarters of employees feel that they are missing out on company information and news.

Communication shapes attitudes

The better informed you are, the better your attitude is likely to be. Misinformed – or uninformed – employees are distrustful of their employer. They spread gossip and increase resistance to change. Lexicon found that 80% of Americans say that communication with employees is key to developing trust with their employees.

Good communication motivates employees

Clarity of purpose engages employees in vision and mission, and motivates them to go the extra mile. According to a survey by JobsInME, 85% of employees said they’re most motivated when management offers regular updates on company news. Equally damaging, Deloitte’s 2017 Global Human Capital Trends report found that only 23% of executives say their companies are excellent at aligning employees’ goals with their organization’s purpose.

Communication is critical to the governance of behavior

Employees must comply with an organization’s policies and procedures. Without these communicated effectively, an organization risks spiraling into pseudo-anarchism – especially the flatter hierarchies prevalent in today’s organizational structures. Salesforce found that 86% of employees and executives cite lack of collaboration or ineffective communication for workplace failures.

Communication is key to employees working effectively

Clear and concise instructions enable employees to carry out tasks efficiently. Miscommunication leads to tasks taking longer to do and being done below the standards expected. Yet an Interact Survey reported in the Harvard Business Review found that 57% of employees report not being given clear directions, and 69% of managers are not comfortable communicating with the employees in general.

Get your communication strategy right, and your organization will benefit from:

• Fewer misunderstandings
• Improved collaboration
• Higher staff morale and motivation
• More highly engaged employees
• Lower employee turnover
• Improved productivity
• Better results

The communication journey seen through technological change

Once upon a time, many centuries ago, all communication was verbal and face-to-face. Then humans learned to write, and within just a few centuries we were able to send letters oversea and thousands of miles away. With luck, we would receive news within a couple of weeks. Today we talk instantly, in real time, via video link.

Business has followed a similar path. First, we had memos. Along came the telephone. Then faxes. Emails soon followed – and have stuck. As well as email communication, employees use instant messengers, video conferencing technology, and project management tools that integrate with all your other technology. The world of work has never had such ability to communicate internally and externally.

We are super connected. You only need to look at a few email statistics to see just how connected we are:

• 293.6 billion emails were processed every day in 2019
• There are 3.9 billion email users worldwide, with more than 5.5 billion active email accounts
• The average office worker receives 121 emails per day
• In 2019, there are nearly 4 billion email users worldwide

And yet, despite all this connectivity, the stats we shared earlier indicate that our workplace communication is failing.

What’s going wrong?

Technology has revolutionized the way we do business and the way we communicate in the workplace. But not all these changes have been positive.

Greater connectivity means that many people never switch off from work. This can cause stress in both personal and professional lives, and causes damaging work/life balance issues that eventually affect a person’s ability to do their work effectively. Here are five more ways in which the use of technology can damage communication in the workplace.

Technology dehumanizes communication

It is easier for people to take on false personas when they are not communicating face-to-face. Emailing, texting and instant messaging give the user a certain amount of anonymity, and behaviors can change. This is especially recognizable with social media use.

Misconstrued messages

80% of message is conveyed by nonverbal communication (body language). Even when we are not sure of the meaning of the words used, it is usually possible to understand the message by contextualizing with nonverbal communication and the verbalized words around it.

In addition, when communicating in writing – especially when we are unsure of our audience – it is more likely that we will write things that are misunderstood culturally. This is becoming more common within remote and geographically dispersed teams. There are nuances in how people are addressed and how tone is conveyed. Even among English speaking countries, differences in language can cause confusion (in England, for example, chips are crisps, and fries are chips).

Communication by technology can be thoughtless

Emails, instant messages, and other communications can be easily forwarded. A difficult message is not reframed for the individual or team to who it is sent. Such messages can damage trust and create emotional responses that are out of character from the recipient.

Technology has eliminated privacy

What is done cannot be undone. An email, video or message on a project management application is there to be retrieved when needed. An emotional response via email may receive a wider audience than intended. No longer are there quiet conversations between conflicted parties which lead to mutual understanding with privacy ensured.

Communication technology can cause social isolation

Organizations are utilizing internal social networks more extensively. These enable connectivity and sharing of information, best practices, and ‘outside work’ topics. Connected people collaborate better, right?

Being connected by technology does not give the same warm feeling as being connected personally. The connections are shallower and less meaningful. Despite the super connectivity today, a study by the Cigna Health Insurance Company fond that loneliness among Americans is at epidemic proportions. We are only just starting to understand the mental health issues related to the social connection that technology affords us. But we don’t need studies to tell us what so many of us already know. The COVID-19 lockdown has brought home our basic human need to be with other people.

Enhancing the positives of technology and eliminating the negatives

Advancing technology is enabling organizations to hire the best talent no matter where it is located. It is empowering greater collaboration than we ever thought possible. People can now work together, on a single connected network in real time. Without the communication technology that we have, the economic damage caused by COVID-19 would have been many times greater.

However, organizations must also understand that technology in communication can have damaging effects. Used without high regard to the message being conveyed and the recipient for which it is intended, that message can be misinterpreted and therefore damaging to individuals, teams, and even the organization.

Over-reliance on technology can lead to people feeling isolated, and this can lead to mental health issues that could otherwise be avoided. There are also privacy issues surrounding online communications, and the issue of how much time we spend receiving, reading, deciphering, and answering communications to us.

To take advantage of all the benefits that technology in communication offers, it is crucial to ensure that organizations implement policies and guidelines for how technology should be used to communicate. Such policies might include:

• Guidelines that limit the use of email and templates for emails
• Policies for video conference calls, how they are structured and carried out
• Providing time and means for social connections
• Training people to use technology effectively when communicating, including in cultural aspects
• Providing approved and disapproved language

Technology has the potential to advance and enhance business and the human experience. It is in the hands of business leaders to ensure that this potential is reached – organizational sustainability depends upon it.

7 Steps to an Effective Internal Communications Plan Template

In a world threatened by information overload, organizational leaders have a responsibility for cutting through the fog and presenting a clear picture of vision, values, and strategy. In return, employees must be encouraged to offer feedback willingly and without fear.

Creating a two-way street of open and honest communication within the organization requires a strategic view. The following internal communications plan template will help your organization achieve this.

A more effective workplace with an internal communications plan template

Effective in-house communications begin at the senior level and filter down. Communication skills are the employee empowerment tools of inspirational leaders. As I’ve outlined previously:

• Leaders with the ability to listen, communicate, and influence will empower employees to make decisions which help to achieve both individual and company goals
• A more open and inspiring leader will encourage ideation. Creativity and new working practices will flow through to the shop floor, and best practices can be shared to encourage organization wide improvement

An internal communications plan template will enable the leader to:

• Deliver more effective messages to employees
• Create value added two-way communication
• Reach out to geographically dispersed employees
• Monitor the effectiveness of the communicative process

How to align the goals of internal communication

Many businesses fail to deliver on their stated values and vision because they fail to communicate them. In-house communications are found to be lacking in design and focus, even if external communications are excellent. By instigating an internal communications plan template, an organization will more effectively ensure that all employees are pulling together.

Here are 7 steps to create an effective internal communications plan template:

1.     Define the culture

Define the organizational goals, values, and vision. Require senior executives to live and breathe them, acting as examples of expected performance and working practices. If this step isn’t executed by the top level executives, those below them will see no reasons to engage.

2.     Define the audience

Put consistent audience targeting processes in place to identify key employee groups. Employee personas will help to develop effective communications and can be used to plan business strategy and release relevant news.

3.     Define appropriate messaging channels

Decide the best channel to connect with each unique persona, and develop a process that interconnects these at the center. This enables easy management of the internal communication plan template, and might feed into workplace calendars, intranet, social media, and news channels.

4.     Encourage feedback

Support employees to become involved in the communication process, making it easy for individuals and teams to offer feedback and creative ideas. This process will include open team meetings, intranet, and other engagement tools. This requires some mediation allowing those who would be afraid to speak up in front of others to have an equal opportunity to speak as those who offer opinions freely.

This process of engagement in internal communications encourages self-confidence, creativity, and ideation.

5.     Establish management control and measurement of effectiveness

Design a system of measuring the effectiveness of internal communication to enable continuous improvement. Metrics will depend upon the strategic vision of the organization, but will necessarily include the adoption of expected behaviors in line with the corporate culture.

6.     Coach employees in digital communication

Increase effectiveness of the internal communication plan template by ensuring staff are adept at using internal communications channels.

7.     Recognize performance

Put in place a process of recognition, rewarding individual and team performance to enhance the corporate culture. Congratulate hard work, innovation, and teamwork in action not just in concept.

An effective internal communications plan template requires a combination of systems, processes, and leadership. Of these, leadership is the key ingredient: without effective leadership, workplace communications will inevitably break down.

Producing a valuable internal communications strategy takes time, resource, and effort. Leaders will need to be coached in effective communications and benefit from high emotional intelligence, freeing themselves to opening performance enhancing communication channels between them and their employees.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

Creating a Narrative That Resonates

7 steps to ensure storytelling inspires your organization to achieve its potential

As we’ve established in previous articles, and as is apparent within market-leading organizations around the world, leaders cannot simply order their people to be innovative, or motivated, or to love their jobs. Instead, the new leadership imperative is to embody an influencing style to engage employees. In this context, organizations are learning how creating a narrative that resonates inspires, sets the vision, defines corporate culture, and encourages progress toward collective goals.

To unlock this potential, leaders must develop narrative skills. It’s not a competency that is included in the standard management degree.

In this article, you’ll learn how organizations and leaders can engage and influence their people by using storytelling.

Why does storytelling work as a leadership technique?

People respond to telling stories, provided it is executed effectively. Creating engaging narratives is an essential aid to overcome every leadership challenge. For example:

• It’s essential when influence is needed to engage people in transformational change
• It helps to overcome sensitive situations, resolve conflicts, and manage diversity
• It’s a powerful technique when giving feedback and providing coaching
• It encourages creativity and innovation

What makes a good narrative?

A narrative doesn’t just happen. It must be considered, shaped and refined before it can be used effectively. A story must be relevant to the intended audience, and:

• Be easy to understand – aiding memorability
• Include humour, discomfort, or happiness – elements that create emotion
• Be genuine and truthful – believed by the teller, and real for the listener

Creating tension within the rising action of a narrative arc is crucial for enhancing excitement and engagement.

Effective narratives will answer the questions of why, what, and how. Why are we here? What is our potential? How can we reach that potential?

The Power of Strategic Narrative

A strategic narrative has the power to transform a brand, organization, or individual by creating a compelling story that resonates deeply with its audience. By crafting a narrative that is authentic, engaging, and relevant, a brand can establish a strong emotional connection with its customers, employees, and stakeholders. This emotional connection is crucial as it fosters loyalty and advocacy, making people feel a part of something bigger.

A well-crafted strategic narrative can also help to differentiate a brand from its competitors. In a crowded marketplace, a unique and compelling story can set a brand apart, creating a sense of purpose and direction that drives business results. A strategic narrative can create a sense of urgency and momentum, motivating people to take action and work towards a common goal. By telling a story that is both inspiring and authentic, a brand can build a sense of belonging and community, which is essential for long-term success.

Structuring a Narrative

Structuring a narrative is a critical component of creating a compelling story. A well-structured narrative typically includes a beginning, middle, and end, and is often driven by a central conflict or challenge. This structure helps to create a coherent and engaging story that keeps the audience interested from start to finish.

The narrative structure should include a clear inciting incident that sets the story in motion, followed by rising action that builds tension and leads to the climax. The climax is the turning point of the story, where the central conflict reaches its peak. Finally, the resolution ties up the loose ends and provides a satisfying conclusion.

A good narrative structure should also include a clear character arc, which shows how the main character changes and grows over the course of the story. This can be achieved through character development, which involves creating a rich and nuanced character that audiences can relate to and root for. By focusing on the character arc and development, you can create a story that is not only compelling but also emotionally resonant.

Developing narrative skills to navigate storytelling roadblocks

There are two major roadblocks that stand in the way of leadership narratives. The first is having no stories to tell, and the second is not having the ability to tell them effectively. Utilising a narrative framework can help leaders structure their storytelling process effectively.

The following seven steps will help leaders to develop the narrative skills they require to tell effective stories and inspire their people to greatness.

1.    Gather stories

Listen for stories, observe situations, and pay attention to everything around you. Write down those events that can be used to teach.

2.    Set the story with context

Before telling your story, consider why the listener needs to hear it. What lesson do you want to impart, and how will it achieve that aim?

3.    Use the power of analogies

Explain the story or components of it by comparing to the current situation to clarify how it relates.

4.  Make a story resonate by creating an emotional connection

People make decisions based mostly on emotion, only rationalizing that decision later. Stories appeal to listeners when they appeal to their emotional side.

5.    Make your story specific and brief

Don’t wander off the beaten track, adding subplots, inventing characters, etc. Keep it specific and to the point, and no longer than three or four minutes. This makes it more interesting and easier to remember.

6.    Trigger continued interest with surprise

A surprise or two along the way makes a story more memorable.

7.    Create a participative narrative

Use storytelling to encourage the building of experience. Is there a way in which you can shape your story into a coaching event, encouraging participation and learning by experience?

Creating a Narrative Strategy

Creating a narrative strategy involves developing a clear and compelling story that aligns with a brand’s goals and objectives. This process starts with identifying the key elements of the narrative, including the main character, central conflict, and narrative structure. By defining these elements, you can create a cohesive and engaging story that resonates with your audience.

A narrative strategy should also take into account the audience and the channels through which the story will be told. Understanding the audience’s needs, desires, and pain points is crucial for crafting a story that resonates with them. This involves conducting research and gathering insights to ensure that the narrative is relevant and engaging.

A good narrative strategy should also be flexible and adaptable, allowing for adjustments and changes as the story evolves. This involves being open to feedback and willing to make changes to the narrative as needed. By creating a narrative strategy that is authentic, engaging, and relevant, a brand can create a compelling story that drives business results and establishes a strong emotional connection with its audience.

Lead your organization by leading its narrative

Some of the most successful companies in the world are actively coaching their leaders to inspire through storytelling. Microsoft have sent executives on to lectures about storytelling. Kimberly-Clark has a storytelling process which they impart to their leaders in a two-day seminar. 3M insist that presentations and business plans are made with ‘strategic narratives’. Increasingly, organizations are using external expertise to tutor executives and leaders in the art of storytelling.

Understanding the status quo of the organization is crucial for setting the groundwork for an effective narrative.

A good story will resonate with your people, and become retold time and again. Eventually, these stories define corporate culture, beliefs, and values. The wrong stories, or the right stories narrated poorly, could damage an organization. Contact Primeast today and take the first step to ensuring that the stories you want to be told – those that engage your people and inspire them to reach their full potential – are the ones that are told.

How to Create Autonomous Teams

What is an Autonomous Team?

An autonomous team is a group of individuals who have the freedom to manage their own work and working practices with minimal supervision. This type of team is self-managed, meaning that team members are responsible for making decisions, setting their own goals, and determining how to achieve them.

Autonomous teams are often used in business management to increase employee engagement, motivation, and productivity. By giving team members the autonomy to make their own decisions, organisations can foster a culture of creativity, innovation, and accountability.

5 tactics to develop role autonomy and engage employees in change.

If 2020 has taught us anything, it is that organisations must be agile. Rapid change is sometimes necessary. It’s likely to continue to be so on an even greater scale in the future. This brings us to managing change.

A statistic that is often quoted is that 70% of organisational change projects fail. To improve the success of change management projects, it is essential for employees to be engaged in the change. Role autonomy is key to this. Why? Because autonomy empowers people in self-determination and creation – and people tend not to destroy what they create. Role autonomy significantly enhances employee motivation, as it empowers individuals to take ownership of their work and contribute meaningfully to organisational change.

What is autonomy anyway?

Workplace autonomy can be defined in many ways, but it boils down to empowering employees to shape their working environment and their working practices in ways that most suit them.

Of all common human traits, perhaps the one that compels us to find the easiest solution – ways to work smarter rather than harder – is the strongest. It drives invention and innovation. This thirst for creating easier lives has given us the desire to create everything we take for granted today, from the wheel to the world wide web.

Role autonomy allows people to thrive

The days of controlling, carrot-and-stick leadership are long gone. If you want your team to change, leaders must guide and inspire. Give them the tools to do their job, and allow them to design how they do it. Explain the results you need, give them guidance, and then allow them to finesse how they work. Contrary to how some managers think, your people want to do the best work they can – and they probably know more about the work they do than their managers.

As Jack Welch (who as CEO of General Electric during the last two decades of the 20^th century steered it through a period of colossal change) advised, “Place the best people for the best opportunities and to properly distribute the monies to the right places. That’s all. Communicate your ideas, distribute the resources and get out of the way.”

In short, providing autonomy to people in the workplace provides the environment and incentive in which they will thrive. This translates into good news for the organisation, especially in times of change. To truly thrive, it is essential to create psychological safety, where employees feel safe to express their ideas and take risks without fear of ridicule or punishment. You give people the power to become involved in the change. This gives them the power to create the change. This level of engagement is key in strategies for overcoming resistance to change.

Autonomy is a tool of teamwork

Providing team autonomy within roles is not giving a carte blanche to individuals to do as they please. They must still be guided in what they do. The change process will have defined milestones and goals, and expected outcomes. Providing autonomy allows people to change lanes while staying on the same course.

Autonomy at work should be used as a tool to encourage collaboration. It is not about working on your own. It’s about understanding your own strengths and weaknesses, identifying help needed, and using the strength of the team to produce meaningful results.

The benefits of autonomy in teams for job satisfaction

People who are given the power of self-determination are generally happier, more highly motivated, and more loyal than those under authoritarian control. Autonomy creates the environment in which employee engagement flourishes. Autonomy in the workplace leads to higher job satisfaction as employees feel more fulfilled and motivated.

Happier, more motivated employees are less likely to leave and more likely to work toward collective goals. This increased motivation and job satisfaction directly contribute to higher employee retention rates. Other benefits include:

• More motivation to learn and develop
• Improved productivity
• Greater affinity with organisational culture
• Increased self-value
• Greater collaboration
• Improved creativity and innovation
• Enhanced creative thinking and problem-solving abilities

How to Create an Autonomous Team

Creating an autonomous team requires a deliberate and structured approach. Here are the steps to follow:

Step 1: Communicate Your Overall Vision

Communicating your overall vision to your team is essential in creating an autonomous team. This involves sharing your organisation’s goals, values, and mission with your team members.

By doing so, you will help them understand how their work contributes to the bigger picture and empower them to make decisions that align with your organisation’s objectives. Make sure to provide clear guidelines and expectations while also giving your team the freedom to decide how to achieve their goals.

Step 2: Hire People Who Can Work Autonomously

Hiring people who can work autonomously is crucial in creating an autonomous team. Look for individuals who are self-motivated, disciplined, and able to work independently. These individuals should be able to make decisions, solve problems, and take ownership of their work.

When hiring, look for candidates who have a track record of working autonomously and who are comfortable with ambiguity and uncertainty.

Step 3: Train Your Team to Be Autonomous

Training your team to be autonomous involves providing them with the skills and knowledge they need to make decisions and take ownership of their work. This includes training on decision-making, problem-solving, and communication. You should also provide your team with the tools and resources they need to work autonomously, such as project management software and collaboration tools.

By investing in your team’s professional development, you will empower them to work autonomously and make decisions that align with your organisation’s goals.

Delivering the benefits of role autonomy, employee engagement, and employee retention

Autonomy in the workplace doesn’’t just happen by setting out guidelines and saying, ‘get on with it’’.

Autonomy is a cultural trait. It must be instilled by clear leadership, and inspired by people-centric management. Autonomy in the workplace fosters skill development as employees are encouraged to take on new challenges and responsibilities. Here are five tactics to encourage autonomy in your teams.

1.      Provide clear boundaries of autonomy

Enable employees to develop their decision-making skills by providing clear boundaries of autonomy in which they can operate. For example, in a call center you may give customer service agents the autonomy to make decisions to a value of, say, $100 without the need to refer to a manager.

2.      Support your people in their efforts

Don’t leave your people without guidance. Support them as they transition into autonomous mode. Supporting your employees helps create a positive environment where they feel valued and empowered. Ensure that autonomy is provided within process and procedural limitations, and back these up with structured handbooks, manuals, and cooperative supervision.

3.      Develop outcome-oriented not task-based targets

To empower people to develop work processes and procedures that deliver improved results and higher productivity, move away from task-based targets and focus on autonomous work. Instead, help people to focus on outcomes. You want 1,000 widgets made each hour? Ask your operatives how they could deliver this.

4.      Understand that mistakes will happen – and learn from them

To err is human. People will make mistakes. It is not the mistake that defines us, it is how we react to it. Develop a culture in which informed risk-taking is acceptable, and in which mistakes and what is learned from them are shared.

5.      Trust your people

We may have saved the most important tactic until last. Autonomy can only exist in an environment in which people are trusted. Without trust, managers will feel the need to control. Without trust, employees will not act autonomously.

Team leaders play a crucial role in building this trust by providing the right balance of guidance and freedom.

At the core of trust is how you communicate – and this includes building trust in globally remote teams. Learn to listen to your employees and act on the feedback you receive. They are the ones who are most affected by change. Autonomous employees will help you affect successful change, because they are the ones who will be responsible for determining their own success.

To learn more about creating a change-ready organisation, connect with Primeast today.

Creating a Narrative That Resonates

7 steps to ensure storytelling inspires your organisation to achieve its potential

As we’ve established in previous articles, and as is apparent within market-leading organisations around the world, leaders cannot simply order their people to be innovative, or motivated, or to love their jobs. Instead, the new leadership imperative is to embody an influencing style to engage employees. In this context, organisations are learning how creating a narrative that resonates inspires, sets the vision, defines corporate culture, and encourages progress toward collective goals.

To unlock this potential, leaders must develop narrative skills. It’s not a competency that is included in the standard management degree.

In this article, you’ll learn how organisations and leaders can engage and influence their people by using storytelling.

Why does storytelling work as a leadership technique?

People respond to telling stories, provided it is executed effectively. Creating engaging narratives is an essential aid to overcome every leadership challenge. For example:

• It’s essential when influence is needed to engage people in transformational change
• It helps to overcome sensitive situations, resolve conflicts, and manage diversity
• It’s a powerful technique when giving feedback and providing coaching
• It encourages creativity and innovation

What makes a good narrative?

A narrative doesn’t just happen. It must be considered, shaped and refined before it can be used effectively. A story must be relevant to the intended audience, and:

• Be easy to understand – aiding memorability
• Include humour, discomfort, or happiness – elements that create emotion
• Be genuine and truthful – believed by the teller, and real for the listener

Creating tension within the rising action of a narrative arc is crucial for enhancing excitement and engagement.

Effective narratives will answer the questions of why, what, and how. Why are we here? What is our potential? How can we reach that potential?

The Power of Strategic Narrative

A strategic narrative has the power to transform a brand, organisation, or individual by creating a compelling story that resonates deeply with its audience. By crafting a narrative that is authentic, engaging, and relevant, a brand can establish a strong emotional connection with its customers, employees, and stakeholders. This emotional connection is crucial as it fosters loyalty and advocacy, making people feel a part of something bigger.

A well-crafted strategic narrative can also help to differentiate a brand from its competitors. In a crowded marketplace, a unique and compelling story can set a brand apart, creating a sense of purpose and direction that drives business results. A strategic narrative can create a sense of urgency and momentum, motivating people to take action and work towards a common goal. By telling a story that is both inspiring and authentic, a brand can build a sense of belonging and community, which is essential for long-term success.

Structuring a Narrative

Structuring a narrative is a critical component of creating a compelling story. A well-structured narrative typically includes a beginning, middle, and end, and is often driven by a central conflict or challenge. This structure helps to create a coherent and engaging story that keeps the audience interested from start to finish.

The narrative structure should include a clear inciting incident that sets the story in motion, followed by rising action that builds tension and leads to the climax. The climax is the turning point of the story, where the central conflict reaches its peak. Finally, the resolution ties up the loose ends and provides a satisfying conclusion.

A good narrative structure should also include a clear character arc, which shows how the main character changes and grows over the course of the story. This can be achieved through character development, which involves creating a rich and nuanced character that audiences can relate to and root for. By focusing on the character arc and development, you can create a story that is not only compelling but also emotionally resonant.

Developing narrative skills to navigate storytelling roadblocks

There are two major roadblocks that stand in the way of leadership narratives. The first is having no stories to tell, and the second is not having the ability to tell them effectively. Utilising a narrative framework can help leaders structure their storytelling process effectively.

The following seven steps will help leaders to develop the narrative skills they require to tell effective stories and inspire their people to greatness.

1.    Gather stories

Listen for stories, observe situations, and pay attention to everything around you. Write down those events that can be used to teach.

2.    Set the story with context

Before telling your story, consider why the listener needs to hear it. What lesson do you want to impart, and how will it achieve that aim?

3.    Use the power of analogies

Explain the story or components of it by comparing to the current situation to clarify how it relates.

4.  Make a story resonate by creating an emotional connection

People make decisions based mostly on emotion, only rationalizing that decision later. Stories appeal to listeners when they appeal to their emotional side.

5.    Make your story specific and brief

Don’t wander off the beaten track, adding subplots, inventing characters, etc. Keep it specific and to the point, and no longer than three or four minutes. This makes it more interesting and easier to remember.

6.    Trigger continued interest with surprise

A surprise or two along the way makes a story more memorable.

7.    Create a participative narrative

Use storytelling to encourage the building of experience. Is there a way in which you can shape your story into a coaching event, encouraging participation and learning by experience?

Creating a Narrative Strategy

Creating a narrative strategy involves developing a clear and compelling story that aligns with a brand’s goals and objectives. This process starts with identifying the key elements of the narrative, including the main character, central conflict, and narrative structure. By defining these elements, you can create a cohesive and engaging story that resonates with your audience.

A narrative strategy should also take into account the audience and the channels through which the story will be told. Understanding the audience’s needs, desires, and pain points is crucial for crafting a story that resonates with them. This involves conducting research and gathering insights to ensure that the narrative is relevant and engaging.

A good narrative strategy should also be flexible and adaptable, allowing for adjustments and changes as the story evolves. This involves being open to feedback and willing to make changes to the narrative as needed. By creating a narrative strategy that is authentic, engaging, and relevant, a brand can create a compelling story that drives business results and establishes a strong emotional connection with its audience.

Lead your organisation by leading its narrative

Some of the most successful companies in the world are actively coaching their leaders to inspire through storytelling. Microsoft have sent executives on to lectures about storytelling. Kimberly-Clark has a storytelling process which they impart to their leaders in a two-day seminar. 3M insist that presentations and business plans are made with ‘strategic narratives’. Increasingly, organisations are using external expertise to tutor executives and leaders in the art of storytelling.

Understanding the status quo of the organisation is crucial for setting the groundwork for an effective narrative.

A good story will resonate with your people, and become retold time and again. Eventually, these stories define corporate culture, beliefs, and values. The wrong stories, or the right stories narrated poorly, could damage an organisation. Contact Primeast today and take the first step to ensuring that the stories you want to be told – those that engage your people and inspire them to reach their full potential – are the ones that are told.

How to Have Open and Honest Communication with Colleagues

When asked to describe the virtues that make a great team player, Patrick Lencioni told Forbes that an employee needs to be three things: humble, hungry, and smart. He then went on to describe these attributes as:

• Humble – having little ego, and focusing more on teammates
• Hungry – having a strong work ethic, determined to get things done and contribute in any way possible
• Smart – understanding the group dynamics, how to say and do things, and have a positive outcome

The smart element brings me to the role of emotional intelligence in interpersonal and intrapersonal relationships. It’s the secret to open and honest conversation with colleagues. Open and honest communication fosters a positive company culture by creating a trusting and honest environment, which enhances overall company culture. Additionally, transparency and trust can improve overall company performance by encouraging employees to express their concerns and ideas openly.

The Importance of Honest Communication in the Workplace

Honest communication is the backbone of a healthy and productive workplace. When employees feel comfortable sharing their thoughts and ideas, it fosters a culture of trust, respect, and open communication. This transparency helps to prevent misunderstandings, resolve conflicts, and build strong workplace relationships. Moreover, honest communication encourages employees to take ownership of their work, share their expertise, and collaborate effectively with their colleagues.

Promoting psychological safety is crucial in this context. When employees feel safe to express their opinions without fear of negative consequences, it leads to higher employee satisfaction and engagement. Open communication channels ensure that everyone feels heard and valued, contributing to overall well-being and a more cohesive team dynamic.

Emotional Intelligence: the key to unlock team capability

The higher your emotional intelligence, the more confident and adaptable you are likely to be. Within a team-based organisation, your emotional intelligence is a determinant of your value to the team. It dictates your ability to communicate with openness and honesty, and this encourages others to do likewise.

It is this that leads to complete trust and the deeper intrapersonal relationships that drive team coherence and success. Additionally, emotional intelligence enhances employee engagement by fostering a transparent dialogue that builds psychological safety and trust. This, in turn, contributes to employee happiness by reducing stress and improving job satisfaction.

What emotional intelligence traits do you possess?

The traits of an emotionally intelligent person include:

• You are a people person, who enjoys discovering what makes others tick. You’re empathetic, curious about strangers, and are adaptable in different company.
• You understand your own strengths and weaknesses, and use this knowledge for the benefit of the team. This understanding is evidenced by your self-confidence.
• You understand what upsets you, and this means you are better able to control your own emotions and make decisions objectively.
• You’re a good listener, which avoids making assumptions and creating communication havoc that deteriorates relationships.
• You’re true to your values, and these include acting ethically and caring about others.
• You collaborate willingly, you are more mindful, and offer to help others.
• You deal with setbacks well, not allowing them to distract you from achieving your final goal, but rather using them as lessons to inform self-improvement.
• You trust your intuition, being a good judge of character and reader of non-verbal communication. Your gut instinct is rarely wrong.
• Increase your ability to form transformational interpersonal and intrapersonal relationships

Communicating in an open and honest manner is key to developing a greater understanding, more empathy, and an improved awareness of others. Your relationships will become deeper and more trusting. These traits lead to highly engaged employees who are committed and perform better. Additionally, they enhance workplace productivity by fostering effective communication and collaboration. The key to achieving this level of interpersonal and intrapersonal relationships is to work to improve your emotional intelligence.

Building a Culture of Open and Honest Communication

Building a culture of open and honest communication requires a deliberate effort from the leadership team. It starts with creating a safe and supportive office environment where employees feel comfortable sharing their thoughts and ideas. Implementing open-door policies, regular team meetings, and anonymous feedback mechanisms are practical steps in this direction.

Leaders play a pivotal role by modeling open communication themselves. Being transparent, approachable, and receptive to feedback sets a positive example for the rest of the team. Additionally, prioritising employee development and growth through training and mentorship opportunities can further reinforce the importance of open communication. Recognising and rewarding employees who demonstrate these skills helps to embed this culture deeply within the organisation.

Effective Communication Strategies

Effective communication strategies are essential for promoting honest communication in the workplace. Here are some strategies that companies can use:

• Regular Team Meetings: Hold regular team meetings to encourage open communication, share updates, and discuss challenges and opportunities. This helps to keep everyone on the same page and fosters a sense of unity.
• Anonymous Feedback Mechanisms: Implement anonymous feedback mechanisms, such as surveys or suggestion boxes, to encourage employees to share their thoughts and ideas without fear of retribution. This can provide valuable insights and help address issues that might otherwise go unnoticed.
• Open-Door Policies: Implement open-door policies that allow employees to approach leaders and managers with questions, concerns, or ideas. This openness can help to build trust and ensure that issues are addressed promptly.
• Training and Mentorship: Provide training and mentorship opportunities to help employees develop effective communication skills. This investment in personal development can lead to more confident and capable team members.
• Recognition and Rewards: Recognise and reward employees who demonstrate open communication skills, such as active listening, clear expression of ideas, and respectful feedback. This positive reinforcement can encourage others to follow suit.

By implementing these strategies, companies can promote honest communication, build a culture of open communication, and reap the benefits of a more productive, engaged, and satisfied workforce.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers and employees.

Negative Impact of Technology on Communication

Why are we more connected, yet many feel disconnected?

There is no doubt that the COVID-19-induced recession would have been far worse had it not been for technology. Our ability to communicate and collaborate in real-time allowed millions of workers to stay at home and remain productive. Video technology enabled people to connect socially, even though they were apart. We may never know the extent to which communication technology helps to avoid mental health issues caused by enforced isolation.

However, there is a dark side of technology, too. It is rarely discussed or considered. The negative consequences of technology, such as addiction, privacy violations, and a deterioration in social interactions, pose significant challenges. Yet organisations must answer the big question that this dark side poses. Is technology destroying communication in the workplace? Moreover, how can you ensure it doesn’t?

The Shift to Digital Communication

The shift to digital communication has revolutionised the way we interact in the workplace. With the rise of communication technologies, digital communication has become the norm, often overshadowing face-to-face communication. This transformation brings undeniable advantages, such as increased convenience and accessibility. Employees can now connect with colleagues across the globe in an instant, breaking down geographical barriers and fostering a more inclusive work environment.

However, this shift also comes with significant negative impacts. One of the most profound drawbacks is the absence of nonverbal cues. In face-to-face communication, body language, facial expressions, and tone of voice play crucial roles in conveying messages accurately. Without these cues, digital communication can lead to misunderstandings and misinterpretations. A simple email or instant message can be read in multiple ways, often leading to confusion and sometimes conflict. As we continue to embrace the digital world, it’s essential to recognise and address these challenges to maintain effective communication in the workplace.

Why communication is important in the workplace

Let’s first look at why effective communication is so important in the workplace.

Good communication is crucial to sharing information

If communication skills are not utilised effectively, your people won’t know what they are doing or why they are doing it. The collaboration will be crushed. Innovation will grind to a halt. Obvious, isn’t it? Yet, Dynamic Signal found that almost three quarters of employees feel that they are missing out on company information and news.

Communication shapes attitudes

The better informed you are, the better your attitude is likely to be. Misinformed – or uninformed – employees are distrustful of their employer, which can negatively impact human relationships within the workplace. They spread gossip and increase resistance to change. Lexicon found that 80% of Americans say that communication with employees is key to developing trust with their employees.

Good communication motivates employees

Clarity of purpose engages employees in vision and mission and motivates them to go the extra mile. According to a survey by JobsInME, 85% of employees said they’re most motivated when management offers regular updates on company news. Equally damaging, Deloitte’s 2017 Global Human Capital Trends report found that only 23% of executives say their companies are excellent at aligning employees’ goals with their organisation’s purpose.

Communication is critical to the governance of behavior

Employees must comply with an organisation’s policies and procedures. Without these communicated effectively, an organisation risks spiraling into pseudo-anarchism – especially the flatter hierarchies prevalent in today’s organisational structures. The negative effects of ineffective communication, such as diminished social skills and empathy, can exacerbate these issues. Salesforce found that 86% of employees and executives cite lack of collaboration or ineffective communication for workplace failures.

Communication is key to employees working effectively

Clear and concise instructions enable employees to carry out tasks efficiently. Miscommunication leads to tasks taking longer to do and being done below the standards expected. Yet an Interact Survey reported in the Harvard Business Review found that 57% of employees report not being given clear directions, and 69% of managers are not comfortable communicating with the employees in general.

Get your communication strategy right, and your organisation will benefit from:

• Fewer misunderstandings
• Improved collaboration
• Higher staff morale and motivation
• More highly engaged employees
• Lower employee turnover
• Improved productivity
• Better results

The Importance of Face-to-Face Communication

Despite the convenience of digital communication, face-to-face communication remains essential for building strong relationships and conveying emotions effectively. When we interact in person, we can pick up on nonverbal cues such as body language, tone of voice, and facial expressions. These cues provide valuable context that helps us understand the other person’s emotions and intentions more accurately.

Face-to-face communication also plays a critical role in conflict resolution and negotiation. In-person interactions allow us to read each other’s nonverbal signals and respond appropriately, facilitating more effective and empathetic communication. This level of understanding is often lost in digital communication, where messages can be easily misconstrued. By prioritising face-to-face interactions, organisations can foster a more connected and emotionally intelligent workforce.

The communication journey seen through technological change

Once upon a time, many centuries ago, all communication was verbal and face-to-face. Then humans learned to write, and within just a few centuries we were able to send letters oversea and thousands of miles away. With luck, we would receive news within a couple of weeks. Today we talk instantly, in real time, via video link.

Business has followed a similar path. First, we had memos. Along came the telephone. Then faxes. Emails soon followed – and have stuck. As well as email communication, employees use instant messengers, video conferencing technology, and project management tools that integrate with all your other technology. The world of work has never had such ability to communicate internally and externally.

We are super connected. You only need to look at a few email statistics to see just how connected we are:

• 293.6 billion emails were processed every day in 2019
• There are 3.9 billion email users worldwide, with more than 5.5 billion active email accounts
• The average office worker receives 121 emails per day
• In 2019, there are nearly 4 billion email users worldwide

Mobile technology has further transformed modern communication, impacting social interactions and community dynamics. While it offers new forms of community, it also raises concerns about isolation.

And yet, despite all this connectivity, the stats we shared earlier indicate that our workplace communication is failing.

What’s going wrong?

Technology has revolutionised the way we do business and the way we communicate in the workplace. But not all these changes have been positive.

Greater connectivity means that many people never switch off from work. This can cause stress in both personal and professional lives, and causes damaging work/life balance issues that eventually affect a person’s ability to do their work effectively. Additionally, the negative impact of technology on communication skills is evident. Reduced eye contact, avoidance of in-person conversations, and a lack of emotional depth in virtual interactions collectively contribute to weakened social connections and communication skills. Here are five more ways in which the use of technology can damage communication in the workplace.

1. Technology dehumanises communication

It is easier for people to take on false personas when they are not communicating face-to-face, highlighting the dehumanising effects of technology on communication. Emailing, texting and instant messaging give the user a certain amount of anonymity, and behaviors can change. This is especially recognisable with social media use.

2. Misconstrued messages

80% of message is conveyed by nonverbal communication (body language). Even when we are not sure of the meaning of the words used, it is usually possible to understand the message by contextualising with nonverbal communication and the verbalised words around it.

In addition, when communicating in writing – especially when we are unsure of our audience – it is more likely that we will write things that are misunderstood culturally. This is becoming more common within remote and geographically dispersed teams. There are nuances in how people are addressed and how tone is conveyed. Even among English speaking countries, differences in language can cause confusion (in England, for example, chips are crisps, and fries are chips).

3. Communication by technology can be thoughtless

Emails, instant messages, and other communications can be easily forwarded. A difficult message is not reframed for the individual or team to who it is sent. Such messages can damage trust and create emotional responses that are out of character from the recipient.

4. Technology has eliminated privacy

What is done cannot be undone. An email, video or message on a project management application is there to be retrieved when needed. An emotional response via email may receive a wider audience than intended. No longer are there quiet conversations between conflicted parties which lead to mutual understanding with privacy ensured.

5. Communication technology can cause social isolation

Organisations are utilising internal social networks more extensively. These enable connectivity and sharing of information, best practices, and ‘outside work’ topics. Connected people collaborate better, right?

Being connected by technology does not give the same warm feeling as being connected personally. The connections are shallower and less meaningful. Despite the super connectivity today, a study by the Cigna Health Insurance Company found that loneliness among Americans is at epidemic proportions. We are only just starting to understand the positive and negative effects of the social connection that technology affords us. While it facilitates connections across distances, it also leads to reduced emotional depth and face-to-face interactions. But we don’t need studies to tell us what so many of us already know. The COVID-19 lockdown has brought home our basic human need to be with other people.

The Impact on Teamwork and Collaboration

The shift to digital communication has significantly impacted teamwork and collaboration in the workplace. On one hand, digital communication tools like instant messaging, video conferencing, and project management software have made it easier for teams to collaborate, regardless of their physical location. These tools enable real-time communication and information sharing, which can enhance productivity and innovation.

However, the reliance on digital communication can also lead to challenges. Without face-to-face interactions, team members may miss out on important nonverbal cues, leading to misunderstandings and conflicts. The lack of physical presence can also result in a sense of detachment, reducing accountability and responsibility among team members. When individuals are not physically present, they may feel less invested in the project, which can negatively impact team cohesion and overall performance.

To mitigate these issues, it’s crucial for organisations to strike a balance between digital and face-to-face communication. Encouraging regular in-person meetings and fostering a culture of open communication can help teams maintain strong connections and work more effectively together.

Enhancing the positives of technology and eliminating the negatives

Advancing technology is enabling organisations to hire the best talent no matter where it is located. It is empowering greater collaboration than we ever thought possible. People can now work together, on a single connected network in real time. Without the communication technology that we have, the economic damage caused by COVID-19 would have been many times greater.

However, organisations must also understand that technology in communication can have damaging effects. Used without high regard to the message being conveyed and the recipient for which it is intended, that message can be misinterpreted and therefore damaging to individuals, teams, and even the organisation.

Over-reliance on technology can lead to people feeling isolated, and this can lead to mental health issues that could otherwise be avoided. There are also privacy issues surrounding online communications, and the issue of how much time we spend receiving, reading, deciphering, and answering communications to us.

To take advantage of all the benefits that technology in communication offers, it is crucial to ensure that organisations implement policies and guidelines for how technology should be used to communicate. Such policies might include:

• Guidelines that limit the use of email and templates for emails
• Policies for video conference calls, how they are structured and carried out
• Providing time and means for social connections
• Training people to use technology effectively when communicating, including in cultural aspects
• Providing approved and disapproved language

Technology has the potential to advance and enhance business and the human experience. It is in the hands of business leaders to ensure that this potential is reached – organisational sustainability depends upon it.

Wrapping Up

The shift to digital communication has had a profound impact on human communication in the workplace. While digital communication offers numerous advantages, such as convenience and accessibility, it also presents challenges, including the lack of nonverbal cues and the potential for miscommunication. Face-to-face communication remains essential for building strong relationships, conveying emotions effectively, and facilitating teamwork and collaboration.

As we navigate the digital world, it is crucial to find a balance between digital and face-to-face communication. By doing so, we can ensure that we are communicating effectively, building strong relationships, and fostering a connected and productive work environment. Embracing both forms of communication will help us harness the benefits of technology while preserving the essential elements of human interaction.

7 Steps to an Effective Internal Communications Plan Template

In a world threatened by information overload, organisational leaders have a responsibility for cutting through the fog and presenting a clear picture of vision, values, and strategy. In return, employees must be encouraged to offer feedback willingly and without fear.

Creating a two-way street of open and honest communication within the organisation requires a strategic view. The following internal communications plan template will help your organisation create an internal communication framework by outlining goals, establishing communication protocols, and incorporating employee engagement to ensure effectiveness.

Why your Workplace will be More Effective With an Internal Communications Plan

Effective in-house communications begin at the senior level and filter down. Employee communication strategies are the employee empowerment tools of inspirational leaders. As we’ve outlined previously:

• Leaders with the ability to listen, communicate, and influence will empower employees to make decisions which help to achieve both individual and company goals
• A more open and inspiring leader will encourage ideation. Creativity and new working practices will flow through to the shop floor, and best practices can be shared to encourage organisation wide improvement

An internal communications plan template will enable the leader to:

• Deliver more effective messages to employees
• Create value added two-way communication
• Reach out to geographically dispersed employees
• Monitor the effectiveness of the communicative process

Understanding the Importance of Internal Communications

Why Internal Communications Matter

Internal communications play a vital role in the success of any organisation. It is the backbone of a company’s culture, productivity, and employee engagement. Effective internal communications help to ensure that employees are informed, aligned, and motivated to achieve the company’s goals and objectives. A well-planned internal communications strategy can improve employee productivity, retention, and overall job satisfaction.

Internal communications matter because they:

• Foster a sense of community and belonging among employees
• Encourage collaboration and teamwork
• Provide a platform for employees to share their ideas and feedback
• Help to build trust and credibility between employees and management
• Support the achievement of business objectives
• Enhance employee engagement and motivation
• Improve communication and reduce misunderstandings

By prioritising internal communications, organisations can create a more cohesive and productive work environment, ultimately driving success and growth.

Defining Your Internal Communications Strategy

What is a Strategic Internal Communications Plan?

A strategic internal communications plan is a document that outlines the goals, objectives, and strategies for internal communications within an organisation. It serves as a roadmap that guides the internal communications team in creating and implementing effective communication strategies that support the company’s overall business objectives.

A strategic internal communications plan should include:

• A clear definition of the company’s internal communications goals and objectives
• An analysis of the current internal communications landscape
• Identification of key stakeholders and their communication preferences
• A description of the communication channels and tactics to be used
• A plan for measuring and evaluating the effectiveness of internal communications
• A budget and resource allocation plan

By developing a comprehensive internal communications strategy, organisations can ensure that their communication efforts are aligned with their business objectives and effectively reach their employees.

Identify Current Communication Challenges

Assessing your current internal communications situation is an essential step in creating a strategic internal communications plan. This involves identifying the current communication challenges and opportunities within the organisation.

To assess your current situation, consider the following:

• What are the current internal communications channels and tactics being used?
• What are the strengths and weaknesses of the current internal communications strategy?
• What are the key communication challenges facing the organisation?
• What are the communication preferences of key stakeholders?
• What are the business objectives that internal communications need to support?

By understanding your current internal communications situation, you can identify areas for improvement and develop a strategic plan that addresses the unique needs and challenges of your organisation. This assessment will provide a solid foundation for creating an effective internal communications strategy that enhances employee engagement and supports the achievement of business objectives.

How to align the goals of internal communication

Many businesses fail to deliver on their stated values and vision because they fail to communicate them. In-house communications are found to be lacking in design and focus, even if external communications are excellent. By instigating an internal communication planning process, an organisation will more effectively ensure that all employees are pulling together.

Here are 7 steps to create an effective internal communications plan template:

1.     Define the culture

Define the organisational goals, values, and vision through well-defined internal communication strategies. Require senior executives to live and breathe them, acting as examples of expected performance and working practices. If this step isn’t executed by the top level executives, those below them will see no reasons to engage.

2.     Define the audience

Put consistent audience targeting processes in place to identify key employee groups. Employee personas, informed by employee communication data from engagement surveys, channel audits, and employee feedback, will help to develop effective communications and can be used to plan business strategy and release relevant news.

3.     Define appropriate messaging channels

Decide the best channel to connect with each unique persona, ensuring that key messages are tailored to specific audiences. Develop a process that interconnects these at the center. This enables easy management of the internal communication plan template, and might feed into workplace calendars, intranet, social media, and news channels.

4.     Encourage feedback

Support employees to become involved in the employee communications process, making it easy for individuals and teams to offer feedback and creative ideas. This process will include open team meetings, intranet, and other engagement tools. This requires some mediation allowing those who would be afraid to speak up in front of others to have an equal opportunity to speak as those who offer opinions freely.

This process of engagement in internal communications encourages self-confidence, creativity, and ideation.

5.     Establish management control and measurement of effectiveness

Internal communications strategies happen when you design a system of measuring the effectiveness of internal communication to enable continuous improvement. Metrics will depend upon the strategic vision of the organisation, but will necessarily include the adoption of expected behaviours in line with the corporate culture.

6.     Coach employees in digital communication

Increase effectiveness of the internal communication plan template by ensuring staff are adept at using internal communications channels as part of a smart internal communications strategy.

7.     Recognise performance

Put in place a strong internal communications strategy that includes a process of recognition, rewarding individual and team performance to enhance the corporate culture. Congratulate hard work, innovation, and teamwork in action not just in concept.

An effective internal communications plan template requires a combination of systems, processes, and leadership. Of these, leadership is the key ingredient: without effective leadership, workplace communications will inevitably break down.

Producing a valuable internal communications strategy takes time, resource, and effort. Leaders will need to be coached in effective communications and benefit from high emotional intelligence, freeing themselves to opening performance enhancing communication channels between them and their employees.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

Giving Feedback To Boost Confidence & Engagement

Giving Feedback Effectively

A 2009 Gallup survey of more than 1,000 US-based employees sought to qualify the impact of feedback on employees. Its findings are insightful:

• When a manager gives little or no feedback, the manager fails to engage 98% of employees.
• Four out of ten employees who receive little or no feedback become actively disengaged.
• Managers who concentrate on strengths when giving feedback are 30 times more likely to engage their employees than those giving no feedback.
• One in ten managers concentrates on weaknesses when providing feedback.

The conclusion drawn by the study is that the tools, techniques, and strategies that a manager uses when delivering feedback have a huge impact on employee engagement.

In this article I’ll discuss why feedback is crucial, the basis of an effective feedback strategy, and one of the key tools that provide a framework for constructive feedback.

Why is feedback so crucial?

Many studies have shown that engaged employees work more productively. They provide impetus toward shared vision, values, and goals. When you energise employees to perform at their peak, the impact on performance at individual and team levels is clear – and this directly benefits your bottom line.

To be engaged in your future vision, an employee needs to feel wanted. They need to know that their contribution is valued, and that they are helping the organisation reach its goals.

When a manager provides no feedback, the employee feels ignored. When someone feels ignored, they feel unimportant. Even negative feedback is better than this, but constructive criticism is the most effective as it provides actionable suggestions for improvement while maintaining a positive tone.

Types of Feedback

Feedback can be categorised into different types, each serving a unique purpose. Understanding these types can help you tailor your feedback to the specific situation and recipient.

• Positive Feedback: Positive feedback is used to reinforce good behavior, acknowledge achievements, and boost morale. It’s essential to provide specific examples and context to make the feedback meaningful.
  • For instance, instead of saying, “Great job,” you might say, “Your detailed analysis in the report was outstanding and really helped us make informed decisions.”
• Constructive Feedback: Constructive feedback is used to address areas for improvement, provide guidance, and help employees grow. It’s crucial to focus on behavior rather than personality and provide actionable suggestions.
  • For example, “I noticed that the project deadlines were missed. Let’s discuss how we can better manage time and resources to meet future deadlines.”
• Negative Feedback: Negative feedback is used to address significant issues, correct mistakes, and prevent future problems. It’s essential to deliver negative feedback in a sensitive and supportive manner, focusing on the behavior rather than the person.
  • For example, “Your recent interactions with the team have been quite abrupt, which has caused some tension. Let’s work on improving communication to foster a more collaborative environment.”
• Formative Feedback: Formative feedback is used to guide employees during the learning process, providing them with insights and suggestions to improve their performance.
  • For instance, “During your presentation, you had some great points, but it would be even more effective if you could engage the audience with more eye contact and questions.”
• Summative Feedback: Summative feedback is used to evaluate employee performance at the end of a project or period, providing a summary of their strengths and weaknesses.
  • For example, “Over the past quarter, you’ve shown excellent problem-solving skills and have consistently met your targets. However, there is room for improvement in your time management.”

By understanding and utilising these different types of feedback, you can provide more targeted and effective employee feedback, ultimately enhancing performance and engagement.

Setting the scene for constructive feedback

For feedback to be given, listened to, and then acted upon, there are some ground rules that must be observed. I call these the ‘tools for the road’.

When you drive the highway, you first need to know your destination. You need to know what you and others can control. For example:

• you are in charge of the car;
• a road traffic accident is out of your sphere of responsibility, though you may have cause to report and help; and
• delays or roadblocks have to be negotiated.

In the workplace this means setting clear expectations for your employees. For example, provide examples of work products that clearly reflect the quality and detail you expect from an individual. When setting clear expectations, it is crucial to communicate these to your direct reports to ensure they understand their responsibilities and the feedback process.

Let your people know explicitly what they control, and provide a continuum for feedback. Remember also that feedback is a two-way street. It is about listening, understanding, and acting.

Preparing to Give Feedback

Preparing to give feedback is crucial to ensure that the conversation is productive and effective. Here are some steps to help you prepare:

• Gather Information: Collect relevant data, observations, and examples to support your feedback. This ensures that your feedback is based on facts and specific instances, making it more credible and actionable.
• Define the Purpose: Clearly define the purpose of the feedback conversation, whether it’s to address an issue, provide guidance, or acknowledge achievements. Knowing the purpose helps you stay focused and ensures that the conversation is meaningful.
• Choose the Right Time and Place: Select a private and comfortable setting where the employee feels safe and open to receiving feedback. Avoid public settings where the employee might feel embarrassed or defensive.
• Prepare Your Thoughts: Organise your thoughts, and consider the employee’s perspective, strengths, and weaknesses. This helps you deliver feedback in a balanced and constructive manner.
• Anticipate Questions and Concerns: Prepare to address potential questions and concerns the employee may have. This shows that you are considerate and ready to support them through the feedback process.

By taking these steps, you can ensure that you give feedback in a way that is respectful, clear, and effective, ultimately fostering a positive and productive work environment.

Techniques for giving and receiving feedback

When providing feedback, it is important to be on point. Feedback must be specific to behaviour.

Providing specific feedback examples can help illustrate the points you are making and ensure that the feedback is clear and actionable.

For example, saying someone is doing a good job may raise a smile, but is a short-lived ‘throw-away’ appraisal. What is that person good at? What is it that they are doing which can be used as best practice, and inform the behaviour of others?

Consider which is the better and more effective feedback of the following:

“You’re working well on these reports. Well done.”

or…

“I see you’ve put in a process to reduce the time it takes to process these reports. That’s great work, and something we could use across the whole company.”

In brief, there are five elements of constructive feedback. It should be:

• Given in a timely fashion
• Clear
• Specific
• Non-judgmental
• Actionable

Making your feedback effective using a simple feedback framework

To make feedback effective (that is to say, something that will leave a positive, engaging impact on the employee) I recommend following the situation-behaviour-impact (SBI) model. This feedback model ensures that you hit the five elements of constructive feedback I highlighted above. For example:

Capture the situation

“In yesterday’s team meeting…”

Describe the behaviour

“…you interrupted constantly.”

Describe the impact

“This forced your colleagues to shut down. Consequently, we weren’t able to discuss their ideas and arrive at a team-based solution to our problem.”

From this specific feedback, you will be able to discuss behaviour, and jointly produce a plan of action that the employee can use to improve his or her performance.

Overcoming Barriers to Giving Feedback

Giving feedback can be challenging, and several barriers can prevent you from providing effective feedback. Here are some common barriers and strategies to overcome them:

• Fear of Conflict: Fear of conflict can prevent you from giving feedback. To overcome this, focus on the issue rather than the person, and use “I” statements to express your concerns. For example, “I noticed that the project deadlines were missed, and I’m concerned about how this affects our overall timeline.”
• Lack of Time: Lack of time can be a significant barrier to giving feedback. To overcome this, prioritise feedback, and allocate specific times for feedback conversations. Scheduling regular check-ins can help ensure that feedback is given consistently and timely.
• Uncertainty about How to Give Feedback: Uncertainty about how to give feedback can prevent you from providing effective feedback. To overcome this, seek training, and practice giving feedback in a safe and supportive environment. Role-playing scenarios with a colleague can be a helpful way to build confidence.
• Fear of Hurting the Employee’s Feelings: Fear of hurting the employee’s feelings can prevent you from giving feedback. To overcome this, focus on the behavior rather than the person, and provide feedback in a sensitive and supportive manner. For example, “I’ve noticed that your recent reports have had some errors. Let’s work together to identify the root cause and find a solution.”
• Cultural or Language Barriers: Cultural or language barriers can prevent you from giving effective feedback. To overcome this, be aware of cultural differences, and use simple language to ensure understanding. It may also be helpful to ask the employee to summarise what they heard to ensure clarity.

By recognising and addressing these barriers, you can provide more effective feedback, fostering a culture of continuous improvement and open communication.

How to receive feedback

As I said earlier, feedback is a two-way street. A good manager encourages his or her people to provide feedback on him or her. Doing so will aid your development as a leader, and further promote engagement. Encouraging your team to provide more feedback can help create a culture of continuous improvement and open communication.

When receiving feedback, you should follow these bullet point rules:

• Listen attentively
• Repeat only what you heard (to clarify)
• Ask for specifics (what you are doing well, what you are doing not so well)
• Show appreciation by saying “thank you”
• Ask if (and when) you can check back

If your people appear distant, disengaged, or disenfranchised, then you may need to brush up on your feedback technique. If you don’t provide effective discussion of performance, you are doing yourself, your employee, and your organisation a severe injustice.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

7 Ways to Motivate Your Team

Leading via the link between team motivation and engagement

Many studies, surveys, and polls have concluded that employee engagement is key to building a successful business, leading change initiatives, and developing high-performance teams. To motivate your team effectively, it’s essential to foster engagement. In its eighth meta-analysis measuring the effects of employee engagement, Gallup found that:

“Work units in the top quartile in employee engagement outperformed bottom-quartile units by 10% on customer ratings, 22% in profitability, and 21% in productivity. Work units in the top quartile also saw significantly lower turnover (25% in high-turnover organisations, 65% in low-turnover organisations), shrinkage (28%), and absenteeism (37%) and fewer safety incidents (48%), patient safety incidents (41%), and quality defects (41%).”

Given so many positives of employee engagement, it is little wonder that organisations are continually finding ways to increase employee engagement and create a productive work environment.

What is employee engagement?

Employee engagement describes how people are committed to the work they do and the values and mission of the organisation for whom they work. They are happy team players who are invested in their colleagues, their team, and their organisation, and employees feel motivated to contribute their best.

In other words, they are motivated to turn up, help others, and do the best work they can. However, engagement is not quite the same as motivation, but a complimentary quality – a key ingredient in employee engagement. For example, motivated employees feel that their work is meaningful, while engaged employees are emotionally committed to their work. Good leaders motivate their employees to be engaged.

Setting the Foundation for Success

Setting the foundation for success is crucial for motivating a team. A motivated team is more productive, engaged, and committed to achieving their goals. To set the foundation for success, team leaders should establish clear expectations, provide necessary resources, and foster a positive work environment. This includes setting SMART goals, providing regular feedback, and recognising team achievements. By setting the foundation for success, team leaders can create a motivated team that is equipped to achieve their goals.

How to engage employees with motivational tactics

Many motivational techniques will serve the simultaneous objectives of engaging employees and developing a high-performing team. Here are seven of the techniques used by successful managers and leaders.

1.      Share the big picture to give them feel valued

Share your vision with your employees, helping them to see how they fit into the achievement of that vision by providing tasks that help the team progress toward its goals. This will provide the purpose they need to engage with the big picture. Keeping employees up to date with the latest developments and how their roles contribute to the overall vision can further enhance their sense of purpose.

2.      Motivate individuals to motivate the team

Each member of a team will have individual aspirations, goals and objectives. It is a manager’s responsibility to learn what makes their employees tick, and how to create the environment where the needs of individuals can be activated to improve the team, ensuring each team member feels valued and motivated.

Listen to ideas, learn from their experiences, and recycle into the team environment, showing how individual success can propel the team to greater teamwork. This personal and individual approach will help to incentivise employees with a clear understanding of the power of collaboration.

3.      Give trust

A team leader should give trust to their employees and show that they trust their abilities by handing over responsibility. This responsibility may be given through providing specific tasks that challenge, or by asking an employee to manage a project sub-team, or perhaps requesting that a team member act as chair in a team meeting. There are many opportunities to share responsibilities and give trust each day – these should be used.

4.      Motivate with milestones

Lofty goals often remain unaccomplished because they seem so far away, and unachievable. This serves to demotivate and disengage. Focus instead on smaller, challenging but achievable milestones that will help individuals and teams progress. Reward achievement of each milestone, and reinforce how much nearer it takes the team to its final target, thereby boosting team motivation.

5.      Reward performance based upon feedback

Value performance and attitude by recording, measuring and rewarding feedback from clients, suppliers, colleagues and other stakeholders. Seek to reward the expected behaviours that help to drive teamwork and promote the organisation.

6.    Energise the team by exampling expected behaviours for a productive work environment

Employees follow the lead of their managers and the organisation’s leaders. An enthusiastic, energetic leader who exudes positivity toward work and the organisation’s values and goals is more likely to keep the team motivated and create that energy within his or her team.

7.      Communicate openly

Be transparent about company goals and progress. Hide nothing, so that there are no surprises. Allow people the opportunity to voice concerns and ask questions, and provide honest feedback. Always show respect in the communication process, and include team members in the decision-making process, valuing their contribution and helping them to understand their value to the organisation. Additionally, organising team building activities can further enhance open communication and strengthen team bonds.

Fostering a Positive Work Environment

Fostering a positive work environment is essential for motivating a team. A positive work environment encourages team members to feel valued, motivated, and engaged. To foster a positive work environment, team leaders should promote open communication, encourage teamwork, and provide opportunities for growth and development. This includes creating a healthy work environment, providing flexible schedules, and offering work-life balance.

By fostering a positive work environment, team leaders can create a motivated team that is productive and committed to achieving their goals.

Investing in Team Development

Investing in team development is critical for motivating a team. Team members feel motivated when they are learning and growing in their roles. To invest in team development, team leaders should provide opportunities for training, mentorship, and coaching. This includes providing regular feedback, recognising team achievements, and offering opportunities for advancement.

By investing in team development, team leaders can create a motivated team that is equipped to achieve their goals.

Measuring Success and Adjusting Course

Measuring success and adjusting course is essential for motivating a team. Team leaders should regularly track progress, solicit honest feedback, and make adjustments as needed. This includes setting clear goals, providing regular feedback, and recognising team achievements.

By measuring success and adjusting course, team leaders can create a motivated team that is productive and committed to achieving their goals.

Conclusion

Employee engagement and employee motivation work hand in hand to energise teams in the work they do and the goals of the organisation. When team leaders, supervisors and managers employ effective motivation strategies, the team should become a more collaborative and cohesive unit, fixed on the achievement of individual and team goals. This level of engagement could transform a team’s results.

Contact us today, and discover how we could help your managers to redefine their own behaviours and embed the leadership techniques to build high-performing teams.

Long Live Continuous Dialogue!

Understanding and harnessing employee engagement is something that has challenged organisations and their leaders for decades.

Despite the ground-breaking book from Buckingham and Coffman, First, Break all the Rules, in 1999 which popularised the Gallup Q¹² survey tool and shone a light on the ways in which managers can engage and motivate their staff – business leaders still struggle with the issues, attitudes and performance of their staff.

And, it’s really not that surprising, given the period of rapid technological growth and now the acceleration of home-working over the last year, our people are now potentially on 24-7 availability; the pressure to perform has increased (just look at the impact of forced ranking if you want evidence of this!); the emphasis on short-term outputs is greater than ever. And, CEOs still want to be able to talk about the numeric employee engagement as part of their dialogue with stakeholders and investors; almost, without understanding the drivers that create authentic and meaningful engagement.

Organisations and HR teams are faced with the associated challenges of needing to decide how to pursue an effective employee engagement strategy: the dichotomy being how to provide meaningful information to managers and stakeholders whilst also developing actionable information that will drive greater employee commitment to doing a great job.

What is employee engagement anyway?

Academics have argued hard and long about the provenance, characteristics and effects of employee engagement. And some, Professor Rob Briner for example don’t even acknowledge the existence of such a construct. A simple definition is employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organisation and put discretionary effort into their work.

The annual employee survey has been a popular method for understanding employee mindset. However, the answers given will only provide part of the picture of current workforce attitudes.

There are issues of timing: once a year may not capture the full story. And, individual attitude and the influences on that at a given time may not reflect one’s true sense of passion for the job. There are also the particular pressures at work at the time of completion; as well as other prevailing personal pressures. The output from a survey is expressed as a set of percentages, X% agree/disagree with statement Y, but why do they agree/disagree?

In short, the annual survey enables businesses to understand what issues individuals are facing, but not the why that may lie behind these problems.

The problem with focus groups

For businesses hoping to receive clearer insight into the results of their annual survey, one of the common approaches traditionally has been to hold a series of focus groups, where individuals have the chance to air their opinion in a controlled setting. While undoubtedly offering a number of benefits, including the ability to talk directly with team members and hear about their grievances, attitudes, daily headaches, etc, there are many reasons to change this practice in future, as we’ll now explain.

Focus groups are:

1. Not always representative
2. Expensive, if done properly
3. Not timely
4. A platform for the loudest voices
5. Insensitive – not all issues can be discussed in the open forum of a focus group
6. Time-limited
7. Sometimes biased by the facilitator and circumstances
8. Potentially a breeding ground for discontent – completely counter-productive

 

As you can see, the problems surrounding the use of focus groups to delve into employee issues are many; and often, the outcomes that are achieved based on this practice are not adequate to fully resolve engagement issues for staff.

So, what can organisations do about it?

Ultimately, for an organisation that hopes to achieve a timely, in-depth and accurate snapshot of the levels of engagement within their business, there needs to be a shift in approach from the staid application of surveys and focus groups to follow.

Surveys can be a positive tool for organisations to continue to make use of, but the way this information is collated and acted upon needs to change. Once complete, the next stage should be to properly assess the responses and pinpoint those segments of respondents that raise interesting issues whether good or bad – and then return to them to expand on their responses.

This process of a more targeted dialogue allows a business to start a conversation with their staff. It means that serious problems can be addressed in a more thoughtful, personable and sensitive manner, hopefully leading to more effective and lasting change.

How to do this without breaking confidentiality or putting people ‘on the spot’?

Primeast has recently formed a powerful new relationship with Peachy Mondays, an organisation that has solved this conundrum. They have developed an anonymous employee feedback platform that gives deep insight in days rather than months. It allows you to capture WHAT your people feel, have targeted anonymous dialogue to find out WHY, and efficiently manage and analyse responses at enterprise scale. This opens up the subject of employee engagement, staff opinions and meaningful two-way employee communications to new opportunities.

David Evans, Primeast Associate, recently met with Gordon Adam, Peachy Mondays co-founder. He explained that the simple and flexible survey tool that he and his partner, James Anderson, have created answers the killer-questions that employee surveys raise, quickly, effectively and anonymously.

“It’s the issue of anonymity that has defeated other efforts to get below the surface of employee opinion,” Gordon says. “If people’s privacy can be assured, so that they can explain safely why they replied to certain questions the way they did, surveys really can surface the issues and root-causes that will otherwise remain hidden or at least ambiguous. As they fester and spread, they will erode employee engagement.”

Peachy Mondays can offer a simple, quick and revealing solution to employee opinion, and Primeast sees it as a compelling diagnostic tool for the work we do in people and organisational development.

Beating the confines of dead-end data

Drilling deeper into the responses of staff means the information contained in employee surveys can be used more as a starting point in delivering improved levels of engagement, rather than it being an end in itself, as is sometimes now the case.

By overhauling employee engagement programmes to focus on specific issues and individual responses, data become an avenue to creating a programme for further evaluation and the means to take positive action. Through follow-up surveys, one-to-one intervention and a targeted approach to individual problems, issues that plague organisational performance can be more easily defined and addressed. At the same time, staff themselves can be reassured their problems are being listened to.

You can find out more about the importance of better understanding employee behaviour and attitudes, as well as the need to bridge gaps in communication at all levels of any successful organisation, by reading Transparent communication at the heart of business performance.

For more about Peachy Mondays, visit wwww.peachymondays.com

When Conversations Get Tough

Be purposeful and creative, rather than reactive

Tough conversations matter. And in tough conversations, one of the biggest challenges is to get the right balance between being assertive and empathic. Being effectively assertive allows you to express what’s important to you; the things you need, your perspective; as well as what concerns you about the situation. Being effectively empathic means you work hard to understand the other person’s perspective and are able to express their views without adding any kind of judgemental twist.

How to start

A good place to start could be thinking about how you typically approach ‘conflict’, remembering ‘conflict’ can be anything on a spectrum from violent disagreement to simple differences of opinion. It’s helpful to reflect on the following:

• Has this current situation triggered a particular reactive response in you?
• Is your tendency to compete with them, to give in and accommodate them or to simply avoid the issue all together?
• Do you have all the information?

By stepping back and thinking how your tendencies will drive how you are likely to react in this kind of scenario, you can choose to be more purposeful and respond in a way that helps create the right conditions to solve the problem together.

7 Top tips for managing difficult conversations

• Be well prepared, so when you are being assertive you know your story well and how it contributes to engaging the other person to solve the challenge at hand.
• Practice and maybe get some feedback until you believe you are in a good place to be your most persuasive.
• Take notes to refer to when you are deep in the actual conversation.
• Start the conversation with empathy.
• Ask the other person to talk about their views first. On almost every occasion they will appreciate it and research shows they will also be more likely to listen to your views.
• Remember to listen deeply and without judgement. Listen for fact and meaning because both are important in solving problems.
• Finally, it’s okay to for the outcome to be that while you might understand their point of view, it doesn’t necessarily mean you agree with them as long as you do so without judgement. What’s important is that you’ve explored, listened and each party is able to move forward constructively and positively, equipped with more information and better understanding.

Conversations that could potentially become tough ones really matter. Give them the attention and thought they deserve.