TAILIEUCHUNG - The Communication Problem Solver 22

The Communication Problem Solver 22. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions | Leading Collaborative Conversations Yes he continued. I gave her some feedback two days ago. Then she missed work the next day. She always calls in sick the day after I give her feedback. How did you give her the feedback I asked. I sent her an e-mail. Have you considered just talking to her in person instead of sending feedback by e-mail No he replied. She always talks on and on and I don t have time for that. He told me the scenario which sounded like a misunderstanding about the expectation. It could easily have been handled in person in a positive brief and gentle way. This manager had no training in giving feedback so he probably did not relate his comments in the e-mail to a previously expressed expectation. In fact the expectation was probably not verbalized. Now feedback by e-mail was costing this small-business owner one day s salary for the absent employee plus the cost of hiring a temp for the front desk. So it put a ding in the finances as well as the relationship. A collaborative conversation could have straightened out the misunderstanding and led to an instantaneous solution. Benefits of Feedback When properly delivered feedback benefits the direct report in many ways. This communication aligns individual behavior and efforts with organizational interests and success which is why people are at work in the first place. When an employee listens to feedback she can develop skills and knowledge and achieve success that might not be accomplished without feedback. As the employee garners a sense of accomplishment she is energized to persevere when times get tough. Letting employees know where they stand on a continual basis reduces fear of the unknown. Knowledge of how they are meeting or not meeting expectations empowers employees to fine-tune their actions so they can achieve. This presents employees with a chance to improve 192 Giving Feedback Sweet or Sour performance and make midcourse corrections which shows the manager has individuals best interests

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