Comments on: Five Steps To Better Employee Communications http://lancehaun.com/five-steps-to-better-employee-communications/ Life between the brackets Wed, 08 Feb 2012 14:42:02 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Guy Farmer http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1394 Guy Farmer Wed, 17 Mar 2010 06:48:29 +0000 http://www.yourhrguy.com/?p=706#comment-1394 About your excellent comments Dan: I think you are onto something in saying that the vast majority of people simply don't have the tools. I'm glad you're out there teaching people to communicate at a deeper level. I've found it helpful to work with people to get rid of ego issues and building active listening skills. Once people realize that they don't have to dominate a conversation in order to be heard they enjoy the relaxation and better results that come from learning new approaches. Take care, Guy About your excellent comments Dan: I think you are onto something in saying that the vast majority of people simply don’t have the tools. I’m glad you’re out there teaching people to communicate at a deeper level. I’ve found it helpful to work with people to get rid of ego issues and building active listening skills. Once people realize that they don’t have to dominate a conversation in order to be heard they enjoy the relaxation and better results that come from learning new approaches.

Take care,

Guy

]]> By: Dan Erwin http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1393 Dan Erwin Sat, 27 Jun 2009 01:53:22 +0000 http://www.yourhrguy.com/?p=706#comment-1393 @Janice and others. I've never been especially thrilled by the MBTI, even though I've used it for years. (MBTI has an especially weak area). Clients expect it, so I give it to them (that's not too cynical, merely pragmatic). I decided some time ago, after using a batteries of tests with several hundred clients , that the actual test doesn't matter much. What you want is any instrument that will serve as a neutral mediator to make your point. In other words, here was some kind of statistical data that gave the boss insight on himself. He wouldn't accept what the people had to say, but give him statistics or paper and he gets it. (Nuanced, interpersonal data gathered by an expert can be far more useful than any test in anyone's dreamworld.) People that have used and taken tests can manipulate them. Really. Tell me the answer you want on the MBTI, and I can take it and give you the answer you asked for. It's really tough to take a test honestly when you know exactly what's going on in the test. The longer, more difficult inventories, cannot be manipulated quite as much, but they're susceptible. I've played around with both the MMPI and the CPI (they're expensive tests, but I wanted to know) to see the degree I could manipulate them. They were more complex, but it still worked. The really important point is that you use a test or inventory to make a point--statistically. Statistics are viewed as one of the very best forms of evidence. However, any statistician will tell you interpretation is more important than the numbers. I've had execs look at me and say, "Erwin, you've talked to so and so for ten minutes. Give me a thumbnail rundown on the MBTI, Gregorc, etc....even the Strong Campbell." I used to resist, but gave it to them. Of course, the client wanted the test, and it saved me a lot of time explaining or arguing with him/her when it could be seen in graphic, statistical format. Psychometrists with their tests are really no more witch doctors than my cardiologist. Garbage in, garbage out. I'm revealing this because I want readers to understand the real value of testing...and it's not the statistics. Use them and take advantage of them. They function especially well to mediate problems and motivate people. Just make certain you know what the hell you're using it for--then stick to your guns. @Janice and others. I’ve never been especially thrilled by the MBTI, even though I’ve used it for years. (MBTI has an especially weak area). Clients expect it, so I give it to them (that’s not too cynical, merely pragmatic). I decided some time ago, after using a batteries of tests with several hundred clients , that the actual test doesn’t matter much. What you want is any instrument that will serve as a neutral mediator to make your point. In other words, here was some kind of statistical data that gave the boss insight on himself. He wouldn’t accept what the people had to say, but give him statistics or paper and he gets it. (Nuanced, interpersonal data gathered by an expert can be far more useful than any test in anyone’s dreamworld.)

People that have used and taken tests can manipulate them. Really. Tell me the answer you want on the MBTI, and I can take it and give you the answer you asked for. It’s really tough to take a test honestly when you know exactly what’s going on in the test. The longer, more difficult inventories, cannot be manipulated quite as much, but they’re susceptible. I’ve played around with both the MMPI and the CPI (they’re expensive tests, but I wanted to know) to see the degree I could manipulate them. They were more complex, but it still worked.

The really important point is that you use a test or inventory to make a point–statistically. Statistics are viewed as one of the very best forms of evidence. However, any statistician will tell you interpretation is more important than the numbers.

I’ve had execs look at me and say, “Erwin, you’ve talked to so and so for ten minutes. Give me a thumbnail rundown on the MBTI, Gregorc, etc….even the Strong Campbell.” I used to resist, but gave it to them. Of course, the client wanted the test, and it saved me a lot of time explaining or arguing with him/her when it could be seen in graphic, statistical format.

Psychometrists with their tests are really no more witch doctors than my cardiologist. Garbage in, garbage out.

I’m revealing this because I want readers to understand the real value of testing…and it’s not the statistics. Use them and take advantage of them. They function especially well to mediate problems and motivate people. Just make certain you know what the hell you’re using it for–then stick to your guns.

]]> By: Janice Pence http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1392 Janice Pence Sat, 27 Jun 2009 01:00:36 +0000 http://www.yourhrguy.com/?p=706#comment-1392 We had had a massive communication issue at our company in one department. It was about the department head rather than the employees. We did a <a href="http://www.knowyourtype.com" rel="nofollow">Myers Briggs</a> test on him. The result was a very rigid personality. He was open to toning himself down and it made the department function much better. We've tried the same process in several other departments and gotten similar results. One person was very against the process - but most were somewhat open to seeing what they could do to aid communication. Like most things, it depends on the person and what they will allow to happen. We had had a massive communication issue at our company in one department. It was about the department head rather than the employees. We did a Myers Briggs test on him. The result was a very rigid personality. He was open to toning himself down and it made the department function much better. We’ve tried the same process in several other departments and gotten similar results. One person was very against the process – but most were somewhat open to seeing what they could do to aid communication. Like most things, it depends on the person and what they will allow to happen.

]]> By: Stacey Thomson http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1391 Stacey Thomson Fri, 19 Jun 2009 13:34:09 +0000 http://www.yourhrguy.com/?p=706#comment-1391 Just sent you an email...would love to meet up on Monday a.m. Just sent you an email…would love to meet up on Monday a.m.

]]> By: Dan Erwin http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1390 Dan Erwin Sun, 31 May 2009 13:50:26 +0000 http://www.yourhrguy.com/?p=706#comment-1390 Guy: One of my pet theories is that most males are clueless regarding interaction. You can see this in the unwillingness of males to ask questions. They talk and talk and talk, but rarely ask questions. Questioning and listening are what drive interaction. The traditional research (I have little reason to doubt it) suggests that if a behavior is not taking place it's because: in 1% of instances the person is malicious, 3-4% of instances the person is careless or thoughtless, and 95-96% of instances, the person has no tools in the kit bag. I think that most males have few interactional tools. And, of course, today's business with clients requires very sophisticated tools of interaction, especially questioning tools. I have two major (really major--two year long) projects teaching professionals how to question and work with mental models. FYI: I've built more than 25 years of business on that hypothesis. It would be interesting to hear an MSW respond to that. Curious, Dan Guy: One of my pet theories is that most males are clueless regarding interaction. You can see this in the unwillingness of males to ask questions. They talk and talk and talk, but rarely ask questions. Questioning and listening are what drive interaction.

The traditional research (I have little reason to doubt it) suggests that if a behavior is not taking place it’s because: in 1% of instances the person is malicious, 3-4% of instances the person is careless or thoughtless, and 95-96% of instances, the person has no tools in the kit bag. I think that most males have few interactional tools. And, of course, today’s business with clients requires very sophisticated tools of interaction, especially questioning tools. I have two major (really major–two year long) projects teaching professionals how to question and work with mental models.

FYI: I’ve built more than 25 years of business on that hypothesis. It would be interesting to hear an MSW respond to that.

Curious,
Dan

]]> By: The Relationship Guy http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1389 The Relationship Guy Sun, 31 May 2009 07:08:35 +0000 http://www.yourhrguy.com/?p=706#comment-1389 Great ideas. I've found that my clients fall into two general camps: the "Informers" and the "Communicators." Informers like to tell you how it is. They can be very clear, polite and concise but the communication is essentially one way. Communicators introduce the additional dimension of including the other party in the communication. They make communication a two-way exercise where both parties benefit from being able to provide input. When you have everyone's participation, the communication is much more likely to be successful and people tend to feel better because their feedback is valued. This approach to communication does, however, require that leaders learn how to interact collaboratively with their employees. Regards, Guy Great ideas. I’ve found that my clients fall into two general camps: the “Informers” and the “Communicators.” Informers like to tell you how it is. They can be very clear, polite and concise but the communication is essentially one way.

Communicators introduce the additional dimension of including the other party in the communication. They make communication a two-way exercise where both parties benefit from being able to provide input. When you have everyone’s participation, the communication is much more likely to be successful and people tend to feel better because their feedback is valued.

This approach to communication does, however, require that leaders learn how to interact collaboratively with their employees.

Regards,

Guy

]]> By: Dan Erwin http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1386 Dan Erwin Mon, 18 May 2009 16:23:11 +0000 http://www.yourhrguy.com/?p=706#comment-1386 I've never given this much thought, largely because as a consultant I know how to get them to be open/transparent with me. I have, however, watched certain clients become more transparent over the years. Here are my tentative conclusions (I haven't thought through the research on this): --transparency is a learned behavior. Most execs got to their role in the old system of CYA --transparency is contextual. They'll gradually be transparent with some and not with others. Initially, they'll want confidentiality. --early on, trust is a very significant issue with execs. --asking about transparency is really about challenging a deeply held mental model about how the world of business works, a model that is changing in the new economy. --when you ask, give the exec an out..."I know you may not be free to share this info, but. . . " --eventually, you can get around to the real issue: "What keeps you from being more transparent?" It's a question you'll want to reframe on several occasions to get the real truth. Once you get that info, then you may be able to assist the exec in removing the blocks. --there are some execs that may be too damaged to ever learn to be transparent...I think of Steve Jobs. --I remember asking a question of Pat McGinnis, CEO of Ralston Purina, a guy I have a lot of admiration for...He responded with a smile and a quick response, "Oh no. That's not info I'm going to share with you." And he explained why he couldn't. However, on other occasions, he was quite willing to share confidential info about relevant issues, personnel, etc.. --Execs need a lot of info and understanding about why transparency is highly valuable...and some will require documentation for your perspective. Lance, this is an intriguing question, and I need to do some more thinking about it--especially from the perspective of the employee rather than the consultant. But this is my stream of consciousness. I’ve never given this much thought, largely because as a consultant I know how to get them to be open/transparent with me. I have, however, watched certain clients become more transparent over the years. Here are my tentative conclusions (I haven’t thought through the research on this):
–transparency is a learned behavior. Most execs got to their role in the old system of CYA
–transparency is contextual. They’ll gradually be transparent with some and not with others. Initially, they’ll want confidentiality.
–early on, trust is a very significant issue with execs.
–asking about transparency is really about challenging a deeply held mental model about how the world of business works, a model that is changing in the new economy.
–when you ask, give the exec an out…”I know you may not be free to share this info, but. . . ”
–eventually, you can get around to the real issue: “What keeps you from being more transparent?” It’s a question you’ll want to reframe on several occasions to get the real truth. Once you get that info, then you may be able to assist the exec in removing the blocks.
–there are some execs that may be too damaged to ever learn to be transparent…I think of Steve Jobs.
–I remember asking a question of Pat McGinnis, CEO of Ralston Purina, a guy I have a lot of admiration for…He responded with a smile and a quick response, “Oh no. That’s not info I’m going to share with you.” And he explained why he couldn’t. However, on other occasions, he was quite willing to share confidential info about relevant issues, personnel, etc..
–Execs need a lot of info and understanding about why transparency is highly valuable…and some will require documentation for your perspective.

Lance, this is an intriguing question, and I need to do some more thinking about it–especially from the perspective of the employee rather than the consultant. But this is my stream of consciousness.

]]> By: Lance Haun http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1388 Lance Haun Mon, 18 May 2009 15:31:14 +0000 http://www.yourhrguy.com/?p=706#comment-1388 Convincing executives to be transparent is difficult. I wonder if anyone has any solid suggestions for making it work? My technique has always been logical: people will find out or they will hear parts and assume the worst. Give them the official story honestly and they'll waste less time. Convincing executives to be transparent is difficult. I wonder if anyone has any solid suggestions for making it work?

My technique has always been logical: people will find out or they will hear parts and assume the worst. Give them the official story honestly and they’ll waste less time.

]]> By: Chris Young http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1387 Chris Young Mon, 18 May 2009 03:18:37 +0000 http://www.yourhrguy.com/?p=706#comment-1387 Great examples Lance, and great advice for improving communication in our organizations! I've featured your post in my weekly Rainmaker 'Fab Five' blog picks of the week (found here: http://www.maximizepossibility.com/employee_retention/2009/05/the-rainmaker-fab-five-blog-picks-of-the-week-2.html) to share your suggestions with my readers. Be well Lance! Great examples Lance, and great advice for improving communication in our organizations! I’ve featured your post in my weekly Rainmaker ‘Fab Five’ blog picks of the week (found here: http://www.maximizepossibility.com/employee_retention/2009/05/the-rainmaker-fab-five-blog-picks-of-the-week-2.html) to share your suggestions with my readers.

Be well Lance!

]]> By: Mark http://lancehaun.com/five-steps-to-better-employee-communications/#comment-1380 Mark Thu, 14 May 2009 17:33:28 +0000 http://www.yourhrguy.com/?p=706#comment-1380 I think communication is king no matter what profession and position we find ourselves in. You provide some good insight on how to effectively communicate with different types people in your company. While sometimes we have to communicate we messed up or things didn't go according to plan, it at least sheds light on what is going on and prevents rumors from flying around the office. Great post. I think communication is king no matter what profession and position we find ourselves in. You provide some good insight on how to effectively communicate with different types people in your company. While sometimes we have to communicate we messed up or things didn’t go according to plan, it at least sheds light on what is going on and prevents rumors from flying around the office.

Great post.

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