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Top Three Tips for
Preventing
Miscommunication
How much time do you devote to resolving workplace problems
whose root cause is miscommunication? Unfortunately, for many
leaders, the answer to that question is a resounding "way
too
much." Project delays, false starts, misconceptions, and
even
outright conflicts occur because people fail to understand the
differing communications styles of their peers and their bosses.
Likes and dislikes regarding how goals are communicated or how
instructions are given and received can vary widely within any
team. Some people prefer communications to be formal; others
are
happier with a casual tone. Some people want any discussion
to
get right to the point, while others are offended if time isn't
allowed for social interchange first. You can smooth the flow
of
communication and reduce the frequency of miscommunication by
understanding these and other preferences then adjusting your
own style accordingly.
You need to learn how to communicate effectively with everyone
on your team. However, mastering the art of communication with
your high-performers is vital because those are the employees
who get more done faster. These people have the potential to
be
the strongest contributors to your organization's success and
to
your own success as a leader.
At the same time, many high-performers are high-maintenance
and
can disrupt your whole team if not communicated with
appropriately. Their abruptness and hard-driving style can be
off-putting to others, causing them to frequently be the source
of turmoil or hurt feelings. So understanding this group's
communication preferences is particularly critical to boosting
their performance as well as keeping them from interfering with
the whole team's performance and chemistry.
Let's Do It My Way
High-maintenance high-performers want to do things their way:
a
trait that shows through in their direct and often abrupt
communication style. These folks have their own ideas, know
precisely what they want, and are not afraid to ask for it.
Here
are three communication strategies that are effective with
high-performers:
Tip #1: Coach or guide your high performers, don't tell them.
High-performers, particularly the high-maintenance ones, really
dislike being told what to do. When you communicate with your
high-maintenance high-performers, don't prescribe exactly how
to
do something. Give them options. Many managers of
high-performers make the mistake of telling rather than guiding.
Often it is simply a matter of how a request is phrased, so
ask
questions rather than stating demands and give options rather
than prescribing solutions. Remember, they like the freedom
to
operate in their own way.
Tip #2: Give them the information they need to make decisions.
High-maintenance high-performers are probably the most impatient
people you will ever meet. They exhibit their impatience in
almost everything they do. For example, high-maintenance high-
performers get very frustrated with people who can't stick to
the subject at hand. And while they appreciate small talk, they
don't want to indulge in it until after the topic that is of
immediate interest to them has been covered.
As results-oriented people, high-performers are ready to see
the
bottom line. They want to go for the gold right now. Give them
the information they need and turn them loose!
Tip #3: Don't talk about rules and restrictions.
High-maintenance high-performers don't like being told what
they
can't do. If you need to change the direction in which a
high-maintenance high-performer is charging, use coaching
language to help them understand the consequences. For example,
you might ask them "what if" questions to help them
see why
certain procedures have been implemented. Imposing hard and
fast
rules will only challenge them to overcome those rules.
Mastering how to communicate with high-performers will help
minimize the time you spend correcting miscommunications. You
will have to devote less time resolving conflicts and the whole
group will spend more time moving forward together to achieve
your organization's objectives.
For over twenty years, Katherine Graham-Leviss, president of
XB
Coaching (http://www.XBCoaching.com), has been helping companies
manage high-performer employees and high-performer bosses. Her
new book, 'High-Maintenance Employees: Why Your Best Employees
Will Also Be Your Most Difficult...
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