An Overlooked and Understated Skill
Any job worth having comes with pressure, and no where is that more true now, more than ever than for technical personnel. Professional savvy with people-sense this is what every employer and subordinate looks for in technical personnel. Technical expertise, to an extent, they have acquired in the course of their regular curricula. The importance of communication and the essentials of effective communication are also dealt with, at least the tip of the ice berg is shown, during their academic career. What no institute ever teaches them or ever prepares them for is the pressure that comes in many shapes and sizes from a variety of communication situations an upcoming presentation, presenting a new product to a small group, motivating a large audience, selling your proposals, explaining policies, handling conflicts, dealing with different employees, giving warning to an erring employee, confronting your boss and offering explanation for lapse, handling appraisal interviews, dealing with references requests, listening to consumer complaints, preparing employees for change, or for that matter, even termination. Some situations have to be dealt with on a one-to-one basis, where as some require that you tackle groups.
Face to Face Communication Situations
In a Progressive Discipline Program
Face-to-face communication situations at times appear complicated. For example, disciplinary problems have to be nipped in the bud. Otherwise, they become chronic. Oral warning is the first of the steps in a progressive discipline program. Oral warnings aim at discussing the problem objectively and rationally. Give the employee a chance to respond. You may hear any thing from a legitimate excuse to a defiant reply. Whatever it may be, the trick of the communication lies in letting the employee know that the talk is a warning, that you mean business, that your action has been warranted by the companys disciplinary procedure, and that the next disciplinary measure will be forthcoming if the objectionable behavior continues.
In Initiating Damage Control
When a small mistake you made at work creates not-so-small problems, a tricky communication situation arises. You have to comfort your boss and break the news yourself rather than let it open up through a third person. To initiate damage control you should be candid, have willingness to correct the problem and the desire to re-establish the probably temporarily lost creditability. Be straightforward. Indicate what you want to discuss and why. Give background information that led to the present situation. Tell honestly about the failure and the events you think led to failure. Be direct. Remain calm. Get the bosss reaction. Be willing to face a showdown, or an unexpected indifferent shrug. Explain what remedial steps you have taken to fix things. Share with him further steps you intend to take. Get suggestions from your boss. Sum up the decisions taken regarding the course of action to avoid any potential goof-ups due to any communication gaps. Own up responsibility but do not grovel. You should state your perception of what you did right and where you went wrong. If there has been any positive fallout, indicate that, but make it clear that you are not using this as an excuse to justify your failure. Review the planned remedial action and finally thank the boss for discussing the problem and for his supportive space.
In Handling Appraisal Interviews
Appraisal interview is a challenge for you. Whether you are giving praise or criticism, be specific. Have tangible evidence of the four Ps problems, praise, performance and pitfalls at your fingertips. Be prepared to allow enough time to discuss any unexpected issue that may come up. Acknowledge difference in performances even if some may be displeased. Suggest specific ways of improvement and point out precisely areas that need improvement. Give positive reinforcement. Allow for two-way communication. Let the appraisee explain, if there is an explanation, the gap between performance and expectation.
Group Communication Situations
In any group situation, your rule of the thumb should be: always keep the listeners needs in mind. The audience may fall in anyone of the following three categories. They may be there to gather information they have precisely come for that, anything else there would be sheer waste of time. Another group does want to be entertained; people who fall in this category think they know everything they ought to know and they have not come there to learn. Another group does not know what they know, and people who belong to this group dont care what they ought to know. They need motivation. So any presentation should be designed to teach, entertain and motivate at the same time.
To be able to teach, acquaint yourself with at least general details of the background of the audience their education and experience. Use appropriate vocabulary, technical jargon, etc. Anticipate at least a few of the questions they must be grappling with. Make it a point to address these. Provide solid examples of how your ideas work. Use concrete rather than abstract expressions. Be specific. Use visuals. Never tell something that you can show them. Give relevant data. Make use of charts, graphs, etc. to support your proposals. Give complete information. Never leave any room for queries regarding the peripheral details about any proposal or project. Clarity should not be lost sight of. Focus your presentation. Offer bite-size morsels only those details that are relevant to the context and can be covered within the available time should be offered.
