20 May 2008
What’s stopping managers from being good communicators?
Hub's leader comms expert suggests 4 steps to tackle this perennial issue.
Study after study confirms the link between good manager communication and engaged employees. Yet managers often lack the knowledge and skills to be effective communicators.
In a recent workshop in the US, the Hub's manager and leader communication expert, Andy Szpekman (pictured, right), outlined a 4-step process, shown below in Figure 1, to fix the problem. “These steps don’t necessarily have to occur sequentially,” he says, “but each must be addressed.”
- Inform managers.
- Motivate managers.
- Prepare managers.
- Involve managers.
Figure 1. Szpekman's 4-step manager process
Tell managers what’s expected
The first step is to ensure managers understand their role as communicators – from the employee’s perspective. “Bookshops are littered with advice on what managers can do to engage employees,” says Szpekman.
“The buzzwords and concepts might change over time, but the underlying principles do not. It all comes down to discussing basic issues like job responsibilities, career opportunities, and corporate goals and strategies.”
The buzzwords and concepts might change over time, but the underlying principles do not.
Szpekman believes the takeaway for managers is to understand what employees expect in terms of communication and what it means for managers’ day-to-day responsibilities. “For employees to feel engaged, involved and informed, managers need to focus on the issues that matter most.”
Appeal to managers’ self interests
“If you want managers to communicate effectively,” says Szpekman, “you need to present the idea in terms managers care about."
For instance, you might link good communication to low turnover, high productivity, employee engagement or a stock price increase. Pick something that will get managers’ attention. Then show how improving communication can lead to financial rewards and achievement of goals.”
Managers also need to have good communication reinforced by senior leaders and HR processes, Szpekman believes. “Line managers take their cues from senior leaders. Do leaders convey the importance of communication in their words and actions? Equally, if not more important, are HR processes. Communicators need to work with their colleagues in HR to ensure communication receives the right measures and rewards.”
How are managers recruited?
Szpekman uses the model below (see Figure 2) to depict how different components of a manager’s work experience send powerful messages about the importance of communication.
For instance, do the company’s hiring, coaching and development processes emphasize communication skills?
Do incentive and recognition programs reward managers for communicating?
Figure 2. Communications, leaders and HR processes all send powerful messages
Prepare managers to communicate
Once managers understand their communication role and are motivated to fulfill it, Szpekman believes the time is right to prepare them to be better communicators. “At this point, managers are most receptive to training and advice,” he says.
He breaks the skill-building process into 2 parts:
- Define the communication competencies managers need.
- Provide tools and training to help managers develop those competencies.
Shown below (see Figure 3) are the core competencies Szpekman thinks all managers need to be effective communicators. The left side of the graphic contains the competency categories; the right side lists the types of behavior that suggest the presence of that competency.
Figure 3. Core communication-related competencies needed by managers
“Once you know what you aim to develop, you're ready to offer tools and training,” says Szpekman. “In my communication workshops, I present templates, exercises and frameworks to help managers boost their communication competencies while focusing on the routine challenges most managers face.”
Get managers involved
The final step is to get managers involved in the communication process. Szpekman recommends 4 ways to do so:
- Make managers privileged receivers of information.
- Have managers shape communication to employees.
- Pilot test communications with managers before distributing them broadly.
- Hold managers accountable for communicating with employees.
“Now that your managers are knowledgeable, motivated and prepared,” he says, “be sure to put their expertise to good use.” See Figure 4, below, for details on how to go about it.
Figure 4. How to tap into your fully-trained manager expertise
Have your say
Do you agree with Szpekman's identified manager competencies? What additions or subtractions would you make to or from his list? How do you structure your manager communication training?
Discuss these issues with other comms practitioners by joining the Internal Comms Hub members' group on the Communicators' Network.
Other recommendations:
Q&A: Do you have any tips for working with a leader who thinks he's great at communication, but isn't?
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