Emmanuel Milou – Creative Commons License
By Gayle Hardie
Today’s workplace is very different from that of only a few years ago. Of course there are differences in technology and the resultant enormous transformations in the way we all work. But it’s more than that. One of the more subtle changes – and one which I think offers a wonderful opportunity for renewal and leadership – is in the way we communicate.
Today’s workplace communication has tended to become very specific and information oriented. Perhaps it’s the influence of technology and the resultant decline in talking face-to-face (or at least voice-to-voice). It could also be the increased pace of work and the pressure that this is putting on everyone.
Whatever the reasons, what I notice is communication that is all about the immediate seeking and providing of information needed for the here-and-now. Little time is allowed for looking to the future. Today’s communication is oriented toward data and objectivity without space for ‘gut feel’, intuition and insight. There is often a strong focus on measurable outcomes, but minimal focus on how those outcomes might affect other people or situations.
It would be easy to blame leaders for these circumstances. However, today’s leaders are often under intense pressure to deliver. They have multiple Key Performance Indicators (KPIs) to meet, some on a daily basis. Many work with far fewer resources – in terms of people – than they used to, and are frequently being asked to be more efficient and effective, even after achieving amazing results.
Nevertheless, we know that many employees are feeling increasingly disengaged. They want to be valued for their minds as well as their ability to perform their tasks. They want – even expect – to be able to contribute their ideas, to engage in decisions that affect their role and the business, and to play a role in shaping the future of the organisation. Many tell us that these opportunities are becoming less frequent; that communication with their leaders (when it does happen) tends to take place in more formal environments and is generally more about short-term provision of information.
The missing link – and the opportunity – in all of this is informal communication.
What I mean by informal communication are conversations – initiated by a leader – between that leader and his or her employees. They are one-on-one conversations that may not have a specific purpose or outcome in mind. They are the sorts of discussions that were once a quick chat in the hallway, or an impromptu ‘dropping in’ to an office.
These are not general enquiries into a person’s home life. I’m not talking about finding out the name of someone’s dog, or how their kids are going. While these are important too, social enquiry is not the type of conversation I am referring to here.
It is much more about a leader asking, “How are you going?” or “How do you feel we are going?” or “What are your thoughts on…?”
The success of these sorts of conversation depends, somewhat paradoxically, on their lack of measurable success. These aren’t performance appraisals or information seeking sessions. They are a leader showing genuine, unselfish interest in what their employee is thinking and feeling.
They are about a leader listening authentically. But they are also about staff being willing to have these informal discussions without expectation – without expecting their leader to go away and implement their ideas at the first opportunity.
Of course, getting conversations like this going will not necessarily be easy when many of us have long forgotten how to have them. But there’s nothing wrong, as a leader, with saying something like “Thanks, it was good to catch up. I don’t want to lose the opportunity to hear what you are thinking and what is happening for you. It is a valuable part of the way in which we work together.”
This not only provides an occasion to recognise the value of the conversation but also sets the scene for another one to happen. Over time, with genuine interest and commitment on both sides, the informal conversation can become part of the culture (again).
Hello Gayle,
This is a very insightful and helpful article especially for today’s global leaders working in modern workplaces. I also appreciate the emphasis placed on the ‘call’ to conversations that add refreshing breath and depth. I concur that these conversations could become very critical in attaining organizational wellness and wholeness.
While I concur that the onus for conversations should lie with the leaders, my concern however is around empowerment and ensuring some employees are allowed or empowered to initiate these conversations as well. I foresee instances where some ‘change agents’ employees who are already adept at leading from the middle or ground could be the ones to initiate these conversations. I would be interested in your thoughts on this concern as well.
Best,
Flo
Thanks for your insights Flo. The focus of our work is often on encouraging leaders to “lead by example” in these conversations so that those around them can feel both empowered and confident to do the same. We would hope and expect that anyone can initiate this sort of conversation, however a culture of openness and willingness needs to be there for this to happen. Leaders have a significant impact on how this culture is created, hence our concentration on leaders in this blog