Be
a Better Communicator
by Dave Neal
Even if you are smart and
interesting and a snappy dresser, you may not be communicating effectively at
work. Your business culture, priorities, processes, and physical environment,
all play a part in how well information is sent and received. A large part of
improving your communication environment is improving your own ability to
communicate on an interpersonal level.
One of the paradoxes of the 21st Century is that we are able to communicate like
never before -- we have 24-hour news, e-mail, Internet chat, and cell phones
everywhere. Still, the quality of our communication seems to be diminishing --
we write fewer long letters, we rarely sit down to dinner with the family, we
have fewer face-to-face encounters, and we take less time to hold meaningful
conversations. As the efficiency of our communication increases, it becomes less
interpersonal.
It's interesting that in 1990, only about half a million individuals in the US
had a cell phone (that is less than one-quarter of one percent of the 1990
population). In 2000, 10 years later, there were about 100 million cell phone
subscribers (about 35% of the population) and new subscribers are added at the
rate of 50,000 per day.
Still, in a world of perpetual sending and receiving of information, our contact
with other people has become routine and efficient like the drive-thru window at
Burger King. We pass some impersonal words, get our value meal, and drive off.
The process occurs with hardly a thought. We're on autopilot.
Actually, there is nothing wrong with this type of impersonal communication --
which we seem to be doing more of -- as long as we do not neglect the more
meaningful interpersonal communication that makes a real difference in our work
and personal lives -- which we seem to be doing less of.
Your communication exists on a continuum between impersonal and interpersonal.
You should move from one to the other based on your goal; is it more important
for you to get the task done or strengthen the relationship with the person or
people you are communicating with?
For example, when you are driving through Burger King, your goal is to get your
food and drive away. You don't really care who is behind the window, and he or
she doesn't really care who you are. Your focus is on the task, which is to send
your request as clearly as you can so you get what you want.
What if you go to the same restaurant for lunch every day and have the same
waiter? Might you be more interested in building a relationship with the waiter?
Sure. A stronger relationship might get you a better table at the restaurant,
faster service, better food, or just interesting conversation. The waiter might
get a better tip, a good recommendation from you to other people, and more
business.
Based on your goals at work, are your communications with employees more
impersonal or interpersonal? For the most part, managers and leaders need to
find a balance between impersonal and interpersonal communication. Too
impersonal and relationships suffer; too interpersonal and tasks suffer.
Despite our best intentions and skill at relating to others, interpersonal
communication is a complex process. Rarely are any of us completely at ease or
satisfied with our encounters. We often feel misunderstood and frustrated by our
inability to convey our messages clearly.
The best way to improve as a communicator is to get out from behind the computer
and the desk. Engage with people face-to-face, put yourself in varying social
situations with diverse people, deal with differing opinions and ideas with
respectful debate, and so on.
Don't treat life like a drive-thru window. Sit down and chew the fat with people
once in awhile.
About the Author:
Dave Neal has helped develop
thousands of employees and managers in organizations around the world for over
15 years. He is a senior partner at 4th Street Training. Web:
www.4thstreettraining.com. Blog: www.4streetsmarts.blogs.com. Email:
dave@4thstreettraining.com.
Source of article:
www.goarticles.com
| |
|