bsbldr401 - amazon s3 · 1.2 identify persons relevant to the communication context context of...

BSBLDR401

COMMUNICATE EFFECTIVELY

AS A WORKPLACE LEADER

Table of Contents

Table of Contents ................................................................................... 1

Objectives .................................................................................... 2

1. Identify context for communication ...................................................... 3

1.1 Identify reason and context for communication ................................ 4

1.2 Identify persons relevant to the communication context ..................... 4

1.3 Clarify specific environment and personnel factors that may impact on the success of the communication ............................................................ 13

1.4 Identify and clearly understand the desired outcome of the communication 19

1.5 Evaluate available methods of communication against their suitability for the specific communication requirements .............................................. 25

1.6 Identify potential barriers to effective communication and develop solutions to minimise impact ............................................................. 30

1.7 Incorporate relevant business policies, procedures, regulations and legislation into communication processes............................................... 34

2. Clarify message and engage communication ........................................... 38

2.1 Undertake communication using media and format relevant to the context 39

2.2 Incorporate respectful and positive approaches to communications ....... 41

2.3 Employ two-way processes to ensure receipt and acknowledgement of message ...................................................................................... 43

2.4 Seek feedback on communication processes from all parties ................ 45

2.5 Provide opportunities to clarify and confirm understanding ................. 48

3. Take follow-up actions ..................................................................... 49

3.1 Maintain record of the communication process and outcomes in line with enterprise policy and procedures ........................................................ 50

3.2 Identify follow up actions and communicate to relevant persons ........... 52

3.3 Identify and incorporate opportunities to improve leadership communication processes ................................................................. 54

References ................................................................................... 56

2 Pro-System Training Services P/L | BSBLDR401 – Communicate effectively as a Workplace Leader | Manual | Version 1 | Next Review July 2016

Objectives

Discover how to identify context for communication

Know how to clarify message and engage communication

Learn how to take follow-up actions

Gain the skills and knowledge required for this unit


1. Identify context for communication 1.1. Identify reason and context for communication

1.2. Identify persons relevant to the communication context

1.3. Clarify specific environment and personnel factors that may impact on the success of the

communication 1.4. Identify and clearly understand the desired outcome of the communication 1.5. Evaluate available methods of communication against their suitability for the specific

communication requirements

1.6. Identify potential barriers to effective communication and develop solutions to minimise

impact

1.7. Incorporate relevant business policies, procedures, regulations and legislation into

communication processes


1.1 Identify reason and context for communication 1.2 Identify persons relevant to the communication

context Context of Communication

As a workplace leader, you communicate with people in various contexts.

The communication context is the environment in which communication takes place. When

communication theorists talk about environment, they are not just talking about the place. They are

talking about who is present, whether the communication is one-way or two-way and the purpose of

the communication.

The methods of communication will change, depending upon the context. As a workplace leader you will need to adjust your communication methods and style to the context.


Differences in Context

Intrapersonal This is communication where there is only one person. In other words, it is how you communicate with yourself – thinking things through. Some theorists don’t count this as communication, seeing it more relevant to psychology. However, in the workplace you will often need to make decisions in your role as a leader, and this will require you to consider all options, plan and prioritise.

When you are doing this, you are communicating with yourself, in an intrapersonal context.

Interpersonal This is communication between two people only. The context is usually face-to-face but may also be via technology (telephone, email, Skype, twitter, Facebook). For instance, if you need to make a decision, you may approach colleagues and team members individually and ask for their opinion. When giving feedback, information or opinions to another individual, you are communicating in an interpersonal context.

Small Group This is communication in a group of 3 to 12 individuals. It is the context of communication that is probably most relevant for you as a team leader when conducting team meetings or presenting information to the team in a small group context.

Organisational Communication theories define any kind of social structure with common goals as an ‘organisation’. The organisational context is your company/workplace. As a manager, you need to communicate both up and down in the levels within the organisation. You also need to communicate with colleagues at the same level. Communication in the organisational context is likely to be more formal, often in writing and the method is determined by your organisation’s policies, procedures and expectations.

Intercultural Australia is a multi-cultural society and this should be reflected in your workplace. There can be differences of meaning and understanding when people from different cultures attempt to communicate. When communicating in an intercultural context, you will need to take care to ensure that messages are being transmitted and received accurately; that you are actually hearing what the other person is saying and not filtering it through your own cultural beliefs and attitudes.

Public The public communication context is a large audience. Depending on your work role, you may need to make a speech or deliver a presentation to an audience of more than 12 individuals. This is the public context. It can also apply to a situation where you need to run a toolbox meeting with more than 12 people present, or delivering training to a large group. You may also need to communicate in the public context with customers or clients.

Mass Media This is when an individual or small group of people communicate through mass media with a large group. Advertising is a perfect example. The way that you design an advertisement will be different from the way you would communicate in other contexts. With the growth of communication media and technology, the mass media context will become increasingly important.


Reasons for Communication

One of the most important functions of a workplace leader is to communicate. A leader’s purpose is to support and enable their team to achieve the organisation’s objectives. This will involve communication at all levels within the organisation. Communication is a two-way process. The purpose of communication is to achieve a shared understanding. Good communication involves the following skills:

Listening

Reading

Speaking

Writing (or drawing)


Communicating with the Team (some examples):

Skill Communication Reasons

Listening Issues raised by the team Ideas from the team Questions from the team

To gather facts and resolve issues Continuous improvement Give advice counsel, coach, mentor, instruct

Reading Reports & data from team members Emails etc from team members Minutes of team meetings

Analyse, determine action, report progress to management Seeking advice, raising issues, giving information Follow-up the action plan

Speaking to the Team

Delivering presentations Consulting Explaining issues Explaining decisions Giving positive feedback

Providing information & inspiration Seeking ideas, input into plans Solving problems, resolving issues involving the team Recognising & rewarding performance

Speaking to Individuals

Asking for feedback Asking about issues Providing instructions Coaching/mentoring Counselling meeting Giving positive feedback

Seeking information, ideas Finding out reasons for issues Achieving work requirements Developing the individual Resolving poor performance Recognising & rewarding performance

Writing/Drawing (emails, memos, notices)

Procedural instructions Consulting Explaining issues Explaining decisions Giving positive feedback

Achieving work requirements Seeking ideas, input into plans Solving problems, resolving issues Involving the team Recognising & rewarding performance


Communication with Management

A team leader must liaise with management. They act as a conduit between their team and the people who have overall strategic management of the organisation.

Listening To instructions, decisions, plans, strategies so as to implement them

To issues of concern, so as to resolve them

To feedback, so as to evaluate own & team performance

To questions, so as to respond & provide information to management

Reading Policies, procedures, codes of practice, codes of conduct etc so as to implement

them

Instructions, plans, strategies so as to implement them

Memos, emails, notices etc so as to determine the correct action

Feedback, so as to evaluate own & team performance

Questions, so as to respond & provide information to management

Speaking To respond to questions &/or provide information & ideas

To raise issues that need to be resolved by management

To make suggestions for improvement

To keep management informed of progress & results

Writing/Drawing Regular reports required by management

One-off reports on projects, plans or issues to resolve

Emails or other correspondence following up areas of concern

Emails or other correspondence providing information or ideas

Communicating with Colleagues

A team leader needs to build relationships that will help their team work with other teams to achieve the organisation’s objectives.

Listening At meetings, so as to achieve a shared vision & approach

To individuals, so as to understand their point of view, issues, interdependencies &

ideas

Reading Emails, reports etc, so as to have the big picture & apply it to your own team’s

operations

Speaking At meetings, so as to present your own team’s vision & approach

To individuals, so as to build a shared understanding & work more effectively to

achieve organisational objectives

Writing/Drawing Emails, reports etc, so as to keep other departments in the loop so that they have

the big picture & can apply it to their team’s operations


Body Language

The percentages shown on the previous page are based upon research by Professor Albert Mehrabian. His research was actually based on the feelings and attitudes of people, i.e. how they responded emotionally to one another in face-to-face communication. This research is important for you, as a workplace leader, because it shows the importance of body language when you are communicating face-to-face. Negative body language will cause a negative response in the receiver of the message. They will be less likely to trust your message. They will look for a hidden agenda. As a workplace leader, you need to recognise positive and negative body language so that you can read the responses of receivers. You need to use positive body language when communicating face-to-face so that it promotes communication rather than becoming a barrier.


Transmitting the Message

There are two sides to communication: transmitting the message and receiving the message. As a workplace leader, you need to be skilled in both sides. Face-to-Face

In a face-to-face communication context, both parties are continuously transmitting and receiving. One person may be explaining or instructing. They are the primary transmitter. The received is also transmitting messages via their body language and vocal responses. This helps the transmitter know whether their message is being received and understood.

Telephone/Voice Transmission

In a telephone call, the parties cannot see each other. For this reason, the transmitter cannot observe the body language of the receiver. However, they can receive clues to the way the message is being received and understood by listening to the receiver’s tone of voice and verbal responses.

In both of the above situations, the receiver is in a position to ask for clarification of the message.

In Writing

Transmission via email, writing a report, memorandum or notice does not have the benefit of immediate feedback from the receiver. For this reason, you need to take extra care when writing to consider how you express your message. It is necessary to try and put yourself into the position of the receiver and ensure that your message is clear and precisely stated in order to avoid misunderstanding.


Receiving the Message

Active Listening

Active listening is possibly an even more important skill for a workplace leader than the ability to clearly transmit messages. People who actively listen are more likely to also be expert transmitters. The purpose of active listening is to accurately receive the message being transmitted. In reality, few people actually do this. If you listen to a conversation between two people, you will often find that they are not really paying attention to what the other is saying. They are probably thinking about what they will say next. In other words, each person is concentrating on their own point of view, rather than being open to the other person’s message.

Paying Attention

Active listening is paying attention, so that you actually hear what the other person is saying. You need to focus on the person and avoid distractions. Think about what they are saying, rather than about what you wish to say. This is the way to overcome the main barrier to effective listening.

Use all of your senses. Pay attention to the speaker’s body language. Listen, look directly at the person, make eye contact, take note of their tone of voice, facial expressions, posture and movements. This will help you understand the feelings and views of the person and provide greater insight into what they are saying.

Suspend judgement and allow the person to talk without interruption. Making premature judgements before the person has finished speaking is a barrier to effective communication. Be patient so that you can be sure you have heard everything they wish to say. Otherwise, you will only hear part of the message and this can cause misunderstandings.

Show You are Listening

In face-to-face discussions you can use your own body language to show the person that you are listening. This includes making eye contact, maybe leaning a little forward towards the person and nodding at appropriate times. You can also use your voice to demonstrate that you are paying attention (‘I see”, ‘yes’ etc).

If you are talking on the phone, you cannot encourage the person with body language, but you can still use voice.

Think about times you have tried to talk to a person while they are busy texting on their phone, crossing their arms and looking away or otherwise showing that they are not paying attention. This is a barrier to effective communication because the speaker will feel discouraged and devalued. They are unlikely to make much effort to communicate their message.


Ask Open Questions

Open questions cannot be answered with a ‘yes’ or ‘no’ or one word. If you need further clarification, then you can ask open questions that will help the person elaborate on what they wish to say. For example, if a person is making a suggestion or recommendation, you could ask them why they think this will be an improvement.

Closed questions can be a barrier to effective communication. If the speaker can only answer ‘yes’ or ‘no’, they cannot fully explain their point of view.

Make sure that you don’t interrupt with questions. Wait for an appropriate pause. It is disrespectful to interrupt. Lack of respect between individuals is a major barrier to effective communication.

Paraphrase

Often two people will end a discussion with the opinion that they understand the other person’s point of view, where in fact they do not. Misunderstandings and confusion result. In the workplace this can be a significant barrier to effective communication and can cause later friction when one party claims the other said something which in fact they did not.

Paraphrasing is the best approach for the listener, so as to overcome this barrier to communication. The purpose of paraphrasing is to give the person speaking an opportunity to confirm that you have reached understanding. You re-state what you understand to be the person’s point of view. These are also known as reflective questions. For example, ‘So what you’re saying is ... because it will ... Have I got that right?’

Notice that paraphrasing is usually in the form of a closed question that can be answered with ‘yes’ or ‘no’. This approach provides closure at a point of mutual understanding. This is the time when, if necessary, you can put forward your own point of view which may differ from the speaker.


1.3 Clarify specific environment and personnel factors that may impact on the success of the communication

Factors that may impact success There are many factors that may impact on the success of your communication; this chapter will focus on looking at possible environmental and personnel factors. You may need to clarify any specific environment and personnel factors that could impact on the success of your communication.

Environmental factors

All businesses have an internal and external environment. The internal environment is very much

associated with the human resources of the organisation and the manner in which people undertake

work in accordance with the mission of the organisation. To some extent, the internal environment

is controllable and changeable through planning and management processes.

The external environment, on the other hand, is not controllable. The managers of a business have

no control over business competitors, or changes to law, or general economic conditions. However,

the managers of a business or organisation do have some measure of control as to how the business

reacts to changes in its external environment.


Below are listed the internal environmental factors and the influence they have on the organisation.

Human Resource

The knowledge, experience and capability of an organisation's workforce are a

determining factor of success. For this reason, organisations pay particular

attention to the recruitment of staff and also the training of staff and

volunteers to build the organisation's capability. In pursuing both recruitment

and training strategies, an organisation is often limited by its financial strength.

Nevertheless, training of staff is an essential aspect of good business

management, and even in difficult financial circumstances is an achievable

strategy.

Organisational Culture

The culture within the organisation is a very important factor in business

success The attitudes of staff and volunteers, and their ability to "go the extra

mile" makes a very significant difference. Negative attitudes can severely

impact on the organisation's ability to implement strategies for development

despite how thorough the planning processes may be. Positive attitudes of

staff and volunteers will not only make the management task easier but also

will be noticed and appreciated by customers of the business or members of

the organisation.

Organisational Structure

Organisations may be impeded by their structure, constitution and/or forms of

governance. Organisational structure is essentially the way that the work

needed to carry out the mission of the organisation is divided among its

workforce.

When an organisation is a for-profit business that operates in a very

competitive environment, its organisation structure may help or hinder the

ability of the organisation to react to change. For example, when the

organisational structure has many levels of management, decision making can

be slow as information is carried up and down the hierarchy. For this reason,

"flatter" organisational structures are often preferred i.e. people who work "at

the coal face" and one level of management above

Management The capability of the management team and the leadership styles employed by

managers will also have a major impact on the morale of staff and

organisational culture. More contemporary forms of management involve

workers in decision making processes and trusting that, although managers

and workers have different viewpoints, they largely benefit by working

together to achieve the business objectives.

Assets The internal environment of the organisation can be made richer or poorer by

its assets. For example, the organisation's premises can be pleasant and

uplifting, or demure and depressing. The availability of equipment is another

asset that can significantly impact on the internal environment. If equipment is

in short supply or not of the expected standard, then staff may be hindered in

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the performance of their duties, or if equipment is used by customers then

customer satisfaction will fall.

Financial Strength

Financial strength is a factor in its own right that influences the internal

environment of the organisation. If the organisation struggles financially this

can impact on staff morale as budgets need to be excessively tight.

External Environment Factors

The table below identifies

important aspects of the

external environment in

which the business

operates. The business

cannot control these aspects

but can respond to change if

needed. The main problem

for business managers is to

be able to respond early to

change in the external

environment, and this

depends on how soon any

change is identified. Some

external environmental

factors such as economic

conditions are reported

daily in the media and

managers have a wealth of

information on which to

develop strategic plans.

However, some external

factors may be difficult to

identify, particularly if the

pace of change is very slow

or is hidden from view.

Economic conditions

Prevailing economic conditions of the nation will have an effect on the spending patterns of citizens. Increases in interest rates and/or a high level of unemployment will depress consumption of non-essential goods and services. For example. when people experience financial hardship, they will spend much less on sport and recreation, holidays, new cars and luxury goods. Economic conditions are global as well as national, and when there is a global financial crisis as in 2007, changes in the external environment can be dramatic.


Market (competition)

The strength of business competition is a constantly changing factor in the external business environment. Not only will competitors come and go, but they will also change marketing strategies, product lines and prices. Often such changes are not heralded and business managers must be alert as to what competitors are doing.

Technology

Technological change has been rapid in the last 50 years and is a factor in the external environment that constantly exerts pressure on the business or organisation. If businesses do not adapt sufficiently quickly to technological change, they risk losing market share. It's not just that technological change affects the design of products, but even the delivery of services and mehtods of communication can change.

Climate change

Climate change is an insidious threat because the pace of change may be recognisable only if considered on a decade-by-decade basis. The effect of climate change will not fall equally on all nations and all businesses. Businesses that depend directly on a good supply of water e.g. agriculture, field sports will be adversely affected if climate change results in reduced rainfall. However the flow-on effects of drought will eventually work their way through to all businesses in the affected community.

Legal

Taxation is one of most obvious changes in law through legislation. Sometimes taxation changes occur overnight with little warning and sometimes there is plenty of time for the business to prepare. Other law changes that commonly affect business include Work Health and Safety, Industrial Relations, Consumer Protection and Environmental Law.

Media

The media is undergoing rapid and significant change. The main driver of this change is technology and the rise of the internet. Newspapers once carried many pages of job adverts but now this business is conducted by online recruitment companies such as Seek.

Political

Like law, changes in government policy can be well notified and discussed, or without warning. As an example of how government policy has an effect, is that many organisations depend on government financial assistance. When there is a change of government, such funding assistance can disappear in a short space of time.

Demographic

There is constant change in the make-up of the population. Some of these changes include an increasing proportion of elderly citizens, increasing number of two-income families, the age at which people marry is increasing, increasing ethnic diversity, suburbs which were once dominated by young families now have few. These demographic changes can have a significant effect locally. For example, a sport club which once prospered can begin to decline as the local area has less and less children.

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Personnel factors

The strength of your employees is another crucial internal business factor. Motivated, hard-working and talented workers generally produce better results than unmotivated, less-talented employees. Your business processes and relationships within and between departments and employees also significantly impact business effectiveness and efficiency. In a high-performing workplace, employees not only have talent, but they work well together and collaborate on ideas and resolutions.

The individual characteristics of the people who are employed within the organisation can also impact the success of communication.

These individual characteristics refer to the unique needs of people and can include:

Cultural aspects

Emotional aspects

Personality aspects

Educational aspects.

Cultural

In the workplace, it is likely that you will meet people from a range of cultures. Cultural differences and language barriers will occur within many workplaces and effective communication can be challenging. Often, the behaviour within other cultures is hard to understand and language barriers create difficulties. When languages are different between employees within a workplace, misunderstandings can occur. Between different languages, words have different meanings and even the way people speak will be different. For example, in some cultures people speak loudly and aggressively and in others people are softly spoken. Some cultures are assertive when sharing ideas; others are passive. Also, consider the possible differences between beliefs and values. You should take any relevant cultural factors into consideration when communicating within the workplace; ideally, you should adopt a neutral tone. Emotional

Sometimes, there will be problems outside of the workplace that affect the communication within the workplace. For example, an employee who has a close relative who is ill may find it difficult to communicate effectively; they may become withdrawn or snap unnecessarily. Shyness can also have an impact on the success of communication; shy employees will find it difficult to connect with other employees and management. Some individuals can have issues with authority; if there is a difference in the power, status and role of the people who are communicating, this can impact on the success of the communication. Personality

Each employee will learn and process information differently. As a leader, it is your responsibility to teach and train employees through successful communication. Successful communication can be difficult when each employee has a different learning style and you can often encounter personality barriers. For example, some employees may need precise explanations in order to learn, whilst others will need to participate in hands-on activities to learn. A difference can also occur between the introverted employees and the extroverted employees; successful communication can be difficult.


Educational

Employees who vary in skills, knowledge and experience will need to be communicated with differently. As a leader, you will need to know how to communicate effectively with each employee. Any educational differences between you and your employees can impact on the success of any communication; they need to know what you are talking about. You will need to clarify any specific personnel factors that may have an impact on the communication within your workplace.


1.4 Identify and clearly understand the desired outcome of the communication

Think of how often you communicate with people during your day.

You write emails, facilitate meetings, participate in conference calls, create reports, devise

presentations, debate with your colleagues… the list goes on.

We can spend almost our entire day communicating. So, how can we provide a huge boost to our

productivity? We can make sure that we communicate in the clearest, most effective way possible.

This is why the 7 Cs of Communication are helpful. The 7 Cs provide a checklist for making sure that

your meetings , emails , conference calls , reports , and presentations are well constructed and clear

– so your audience gets your message.

According to the 7 Cs, communication needs to be:

1. Clear

2. Concise

3. Concrete

4. Correct

5. Coherent

6. Complete

7. Courteous

1. Clear

When writing or speaking to someone, be clear about your goal or message. What is your purpose in

communicating with this person? If you're not sure, then your audience won't be sure either.

To be clear, try to minimise the number of ideas in each sentence. Make sure that it's easy for your

reader to understand your meaning. People shouldn't have to "read between the lines" and make

assumptions on their own to understand what you're trying to say.

Bad Example

Hi John,

I wanted to write you a quick note about Daniel, who's working in your department. He's a great

asset, and I'd like to talk to you more about him when you have time.

Best

Skip

What is this email about? Well, we're not sure. First, if there are multiple Daniels in John's

department, John won't know who Skip is talking about.

Next, what is Daniel doing, specifically, that's so great? We don't know that either. It's so vague that

John will definitely have to write back for more information.

Last, what is the purpose of this email? Does Skip simply want to have an idle chat about Daniel, or is

there some more specific goal here? There's no sense of purpose to this message, so it's a bit

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confusing.

Good Example

Hi John,

I wanted to write you a quick note about Daniel Kedar, who's working in your department. In recent

weeks, he's helped the IT department through several pressing deadlines on his own time.

We've got a tough upgrade project due to run over the next three months, and his knowledge and

skills would prove invaluable. Could we please have his help with this work?

I'd appreciate speaking with you about this. When is it best to call you to discuss this further?

Best wishes,

Skip

This second message is much clearer, because the reader has the information he needs to take

action.

2. Concise

When you're concise in your communication, you stick to the point and keep it brief. Your audience

doesn't want to read six sentences when you could communicate your message in three.

Are there any adjectives or "filler words" that you can delete? You can often eliminate words

like "for instance," "you see," "definitely," "kind of," "literally," "basically," or "I mean."

Are there any unnecessary sentences?

Have you repeated the point several times, in different ways?

Bad Example

Hi Matt,

I wanted to touch base with you about the email marketing campaign we kind of sketched out last

Thursday. I really think that our target market is definitely going to want to see the company's

philanthropic efforts. I think that could make a big impact, and it would stay in their minds longer

than a sales pitch.

For instance, if we talk about the company's efforts to become sustainable, as well as the charity

work we're doing in local schools, then the people that we want to attract are going to remember

our message longer. The impact will just be greater.

What do you think?

Jessica

This email is too long! There's repetition, and there's plenty of "filler" taking up space.

Good Example

Watch what happens when we're concise and take out the filler words:

Hi Matt,

I wanted to quickly discuss the email marketing campaign that we analysed last Thursday. Our target

market will want to know about the company's philanthropic efforts, especially our goals to become

sustainable and help local schools.


This would make a far greater impact, and it would stay in their minds longer than a traditional sales

pitch.

What do you think?

Jessica

3. Concrete

When your message is concrete, then your audience has a clear picture of what you're telling them.

There are details (but not too many!) and vivid facts, and there's laser-like focus. Your message is

solid.

Bad Example

Consider this advertising copy:

The Lunchbox Wizard will save you time every day.

A statement like this probably won't sell many of these products. There's no passion, no vivid detail,

nothing that creates emotion, and nothing that tells people in the audience why they should care.

This message isn't concrete enough to make a difference.

Good Example

How much time do you spend every day packing your kids' lunches? No more! Just take a complete

Lunchbox Wizard from your refrigerator each day to give your kids a healthy lunch and have more

time to play or read with them!

This copy is better because there are vivid images. The audience can picture spending quality time

with their kids – and what parent could argue with that? And mentioning that the product is stored

in the refrigerator explains how the idea is practical. The message has come alive through these

details.

4. Correct

When your communication is correct, it fits your audience. And correct communication is also error-

free communication.

Do the technical terms you use fit your audience's level of education or knowledge?

Have you checked your writing for grammatical errors? Remember, spell checkers won't

catch everything.

Are all names and titles spelled correctly?

Bad Example

Hi Daniel,

Thanks so much for meeting me at lunch today! I enjoyed our conservation, and I'm looking forward

to moving ahead on our project. I'm sure that the two-weak deadline won't be an issue.

Thanks again, and I'll speak to you soon!

Best,

Jack Miller

If you read that example fast, then you might not have caught any errors. But on closer inspection,

you'll find two. Can you see them?

http://www.mindtools.com/CommSkll/WritingSkills.htm


The first error is that the writer accidentally typed conservation instead of conversation. This

common error can happen when you're typing too fast. The other error is using weak instead of

week.

Again, spell checkers won't catch word errors like this, which is why it's so important to proofread

everything!

5. Coherent

When your communication is coherent, it's logical. All points are connected and relevant to the main

topic and the tone and flow of the text is consistent.

Bad Example

Traci,

I wanted to write you a quick note about the report you finished last week. I gave it to Michelle to

proof, and she wanted to make sure you knew about the department meeting we're having this

Friday. We'll be creating an outline for the new employee handbook.

Thanks,

Michelle

As you can see, this email doesn't communicate its point very well. Where is Michelle's feedback on

Traci's report? She started to mention it, but then she changed the topic to Friday's meeting.

Good Example

Hi Traci,

I wanted to write you a quick note about the report you finished last week. I gave it to Michelle to

proof, and she let me know that there are a few changes that you'll need to make. She'll email you

her detailed comments later this afternoon.

Thanks,

Michelle

Notice that in the good example, Michelle does not mention Friday's meeting. This is because the

meeting reminder should be an entirely separate email. This way, Traci can delete the report

feedback email after she makes her changes, but save the email about the meeting as her reminder

to attend. Each email has only one main topic.

6. Complete

In a complete message, the audience has everything they need to be informed and, if applicable,

take action.

Does your message include a "call to action," so that your audience clearly knows what you

want them to do?

Have you included all relevant information – contact names, dates, times, locations, and so

on?

Bad Example

Hi everyone,

I just wanted to send you all a reminder about the meeting we're having tomorrow!

See you then,


Chris

This message is not complete, for obvious reasons. What meeting? When is it? Where? Chris has left

his team without the necessary information.

Good Example

Hi everyone,

I just wanted to remind you about tomorrow's meeting on the new telecommuting policies. The

meeting will be at 10:00 a.m. in the second-level conference room. Please let me know if you can't

attend.

See you then,

Chris

7. Courteous

Courteous communication is friendly, open, and honest. There are no hidden insults or passive-

aggressive tones. You keep your reader's viewpoint in mind, and you're empathetic to their needs.

Bad Example

Jeff,

I wanted to let you know that I don't appreciate how your team always monopolises the discussion at

our weekly meetings. I have a lot of projects, and I really need time to get my team's progress

discussed as well. So far, thanks to your department, I haven't been able to do that. Can you make

sure they make time for me and my team next week?

Thanks,

Phil

Well, that's hardly courteous! Messages like this can potentially start office-wide fights. And this

email does nothing but create bad feelings, and lower productivity and morale. A little bit of

courtesy, even in difficult situations, can go a long way.

Good Example

Hi Jeff,

I wanted to write you a quick note to ask a favour. During our weekly meetings, your team does an

excellent job of highlighting their progress. But this uses some of the time available for my team to

highlight theirs. I'd really appreciate it if you could give my team a little extra time each week to fully

cover their progress reports.

Thanks so much, and please let me know if there's anything I can do for you!

Best,

Phil

What a difference! This email is courteous and friendly, and it has little chance of spreading bad

feelings around the office.

Note:

There are a few variations of the 7 Cs of Communication:


Credible – Does your message improve or highlight your credibility ? This is especially

important when communicating with an audience that doesn't know much about you.

Creative – Does your message communicate creatively? Creative communication helps keep

your audience engaged.

Key Points

All of us communicate every day. The better we communicate, the more credibility we'll have with

our clients, our boss, and our colleagues.

Use the 7 Cs of Communication as a checklist for all of your communication. By doing this, you'll stay

clear, concise, concrete, correct, coherent, complete, and courteous.

What is the desired outcome of communication? You will need to identify what you want to get out of the communication; this is one of the first steps in planning any kind of communication. How will you get to where you want to be if you don’t know where that is? The better you can define what you want and need to accomplish, the more chance you will have of achieving it. An outcome is an observable and measurable end result and, in terms of communication, can often be related to business goals and objectives. Examples of desired outcomes of communication include:

To form and build deep, critical relationships

To increase the amount of customers served

To increase the amount of stock sold

To increase trust

To gain commercial success

To result in a behaviour change

You may have less measurable outcomes that refer to your own agenda. Although these are just as important, they are not an outcome that will drive effective communication. Once you have identified the desired outcome of the communication, you will need to understand it clearly.

http://www.mindtools.com/pages/article/establishing-credibility.htm


1.5 Evaluate available methods of communication against their suitability for the specific communication requirements

Methods of communication A variety of communication methods should be present within an organisation as communication is necessary for a business to be successful. As a leader, before the communication process, you will need to look at the available methods and evaluate which suits your communication requirements the best. The method that you decide on will be related to your organisation and the particular purpose of communication. Your chosen method of communication should ideally:

Get the right message across in a clear and unambiguous way

Get noticed by the target audience

Save time and cost

This chapter will look at a selection of communication methods and what specific requirements they are suited to. There are two main categories within communication: oral and written.

Oral communication As a leader, a large part of your working day will be spent talking to others within the workplace. It is therefore essential that you have good oral communication skills. Oral communication is considered to be more credible than receiving a written message.

Situations where oral communication skills are important include when you are:

Giving staff briefings

Holding staff meetings

Giving presentations or lectures

Conducting interviews

Holding press conferences

Performing employee evaluations.

You can communicate orally either face-to-face or through a particular medium. Visual aids such as drawings, graphic designs, illustrations, graphs and charts can be used to aid oral communication. Sometimes, they can actually be more powerful than verbal and non-verbal communication if used effectively.


Face-to-face communication

Detailed discussions can occur when communicating face-to-face; this can be helpful to clarify any issues that may have surfaced. Face-to-face communication allows for questions to be asked and answered and feedback to be gathered immediately. In face-to-face oral communication, non-verbal cues play a role; the listener will not only hear what you are saying, they will see and feel it too. These non-verbal cues are wordless messages that can help to reinforce your verbal communication.

As discussed previously, non-verbal communication includes:

Body language

Gestures

Facial expressions

Eye contact

Touch

Personal space

A mixed message can occur when your words are communicating a different message to your non-verbal communication.

The effectiveness of face-to-face oral communication will depend on your use of:

Pitch

Clarity speech

Volume

Speed

Non-verbal communication.

Communicating orally through a medium

Like face-to-face communications, communicating orally through a medium can enable detailed discussions in order to clarify issues that may occur. Ways to communicate orally through a medium include teleconferencing and videoconferencing. Teleconferencing can save time whilst still communicating on a personal level. It allows people from all over the organisation to come together without having to pay for or take time out of their schedule to travel. A telephone call can be a more appropriate way than written forms of communication when discussing sensitive, confidential issues. There is also an option to leave a message if the other person is not available. New developments in technology allow for hands-free devices; you can make telephone calls whilst driving to and from your meetings. Oral communication can be helpful for those who struggle with written communication. It can also increase efficiency in the workplace. For example, rather than wasting an entire day emailing back and forth, you can discuss everything that you need to in a thirty minute meeting. Oral communication can add a personal touch to a message that wouldn’t be present in written communication. It can help to develop strong, meaningful business relationships and can encourage group energy within the workplace. Oral communication can have its disadvantages. For example, it can be inconsistent if each listener is receiving a different message. Oral communication can be a weak tool when issuing directives where


many specifics are involved. Oral communication is not as organised as written communication, leaving it less authentic and can often be misinterpreted.

Written communication In the fast-paced world we live in today, face-to-face communication is not always economical or feasible. Written communication can be helpful when:

You need to give out facts and figures

You are sending out complex business messages

You are sending multiple messages out at once

There are two different types of written communication: electronic and non-electronic. Electronic written communications may include:

Typed electronic documents

Text messaging

Websites

Emails

Electronic written communications should be used when:

You wish to combine different types of media

The aim is to be interactive with your listener

You need to communicate with people who are in different locations

You need to send a message to a large number of people

Non-electronic written communications may include:

Memos

Notices

Posters

Written letters and documents

Press releases

Business proposals.


The advantages of written communication include:

They are cheap, efficient and fast

They can be easily stored, edited and retrieved

They can improve customer satisfaction

They are not a spur of the moment thing

You can send multiple messages at once

They provide a reliable written correspondence that you can refer back to

You don’t have to take up anyone’s time

The disadvantages of written communication include:

They can be misinterpreted

Writing skills are difficult to develop

The sender cannot always be sure that the message was received

The sender will not always receive any feedback

They often take time to compose

For written communication, their effectiveness will depend on your:

Grammar

Vocabulary

Writing style

Choosing the right method of communication is important. To be a successful leader within your workplace, you should be aware of the different communication methods that are available to you and understand which ones will be the most effective for what you need to accomplish. You will need to evaluate your available methods of communication against their suitability for the specific communication requirements. There is no ‘right’ method of communication; it will depend on your organisation, the purpose of communication and the task at hand. The wrong communication can have a detrimental effect on the organisation, management, the employees and even the customers. Ask yourself:

What kind of information are you sending out?

Will it increase employee productivity?

What is the target audience?

How much do we have to spend?

Example

Let’s say that you are a leader within an organisation who is responsible for planning a meeting that


involves every single employee; for something like a top-up first aid course. There are over 200 employees whom you need to contact and each employee will need the specific details of the meeting. What would be the most appropriate way to communicate with them; individually, face-to-face and one-by-one? This would take a huge amount of time – you may not have even managed to tell everyone in time for the meeting. In this situation, it would be a good idea to send out an email to each employee. Emails:

Can be sent at whatever time on whatever day

Are delivered extremely fast

Save time and money

Can reach every single employee whom you need to reach

To ensure that any employee who doesn’t check their emails regularly does not miss out on the information, it would be sensible to put a notice on the staff notice board as well as sending out your emails. Although a listener will interpret messages using every piece of information available, it is worth remembering that communication is a two-way process. No matter how effective your communication is, the listener’s skills will play a role too. Feedback also plays an important role in the communication process; this will be discussed in more detail later in the unit.


1.6 Identify potential barriers to effective communication and develop solutions to minimise impact

Potential barriers If your message is not received in the way that was originally intended, then your communication has failed. There are many reasons why your communication can fail. You need to be aware of any potential barriers to effective communication and how you can avoid or overcome them. This will ensure that your communication is successful and effective. Barriers can result in your message being distorted, confused or misunderstood; this will waste your time and money.

Potential barriers may include:

Cultural/language barriers

Systemic barriers

Attitudinal issues

Environmental barriers

Psychological/personality barriers

Physiological barriers

Cultural/language barriers

In a large organisation there is bound to be a variety of cultures; these cultural differences can present a barrier when it comes to communication. Often, a person’s perception of the world is affected by their background and experiences. When the perceptions differ between speaker and listener, this can often lead to a broken flow of ideas that will lead to the breakdown of communication. The norms of social interaction and the way that emotions are expressed can also vary between cultures. Language barriers can also occur between cultures, making communication even more difficult. It can be difficult to understand unfamiliar accents and the use of jargon can be too complicated and hinder the communication process. These cultural and language barriers can have an impact of the success of communication.

Systemic

Systemic barriers to communication may exist in structures and organisations where there are

inefficient or inappropriate information systems and communication channels, or where there is a

lack of understanding of the roles and responsibilities for communication. In such organisations,

individuals may be unclear of their role in the communication process and therefore not know what

is expected of them.


Attitudinal Barriers

Attitudinal barriers are behaviours or perceptions that prevent people from communicating effectively. Attitudinal barriers to communication may result from personality conflicts, poor management, and resistance to change or a lack of motivation. Effective receivers of messages should attempt to overcome their own attitudinal barriers to facilitate effective communication.

Environmental barriers

There are many environmental barriers that can impact on the success of communication. For example, a noisy working environment may prevent the message from being fully understood. There are also many physical barriers that can impact communication. For example, walls and doors within an organisation’s working environment can affect the amount or effectiveness of communication between employees. Geographical barriers can also affect communication; what if the person that you need to communicate with is located in another building?

Psychological/personality barriers

The psychological state of the communicators will influence how the message is sent, received and perceived. People with different personalities can have different opinions, expectations and stereotypes. A person may not be interested in the message that is being transferred; this may reduce the accuracy of the information that they receive. Also, some people may interpret a message in a way that suits their own interests and objectives; this will distort the true meaning of the message. What if a person is shy or has low self-esteem? These individuals will find it difficult or uncomfortable to communicate. People with certain traits may not communicate freely due to mistrust of others or in fear of hurting the listener or feeling rejected. When it comes to communication, problematic personality traits can include:

Avoiding eye contact

Being a poor listener

Being easily distracted

Having trouble getting your ideas clearly and concisely

Physiological barriers

Physiological barriers such as speech or hearing difficulties can also impact the success of communication. For example, a receiver with reduced hearing may not grasp the entirety of a spoken conversation especially if there is significant background noise.


Developing solutions to minimise impact Being able to identify these potential barriers and develop a solution to minimise their impact on communication can improve working conditions within your organisation. A competent leader will be able to develop an awareness of these barriers and learn to cope with them. There are many ways to remove or reduce potential barriers to communication. For example, to ensure overall successful communication:

Clarify your ideas; know what you want to say

and how you need to say it

Be aware of the contents of your message; it should be brief and clear

Consult with others; gather a variety of opinions

Consider the needs of the receiver; structure your message to these needs

Ensure consistency; message should be in accordance with objectives and policies

of organisation

Use body language effectively

Listen properly; give your full attention

Minimise interference and interruptions

Follow up and gather feedback

Encourage two-way communication.

Following up and gathering feedback

How do you know that the receiver has understood your message? You can make sure that your message was received and understood in the way that you intended it to be by gathering feedback from the listener(s). Feedback regulates, reinforces and stimulates the communication process. Not only can you ensure that your message was understood by gathering feedback, you can identify the areas of weakness. These weaknesses can be improved and your communication will be more appropriate and effective. Two-way communication

By ensuring the communication process is two-way, you can transfer your message more accurately. Two-way communication allows for questions and clarification which results in the message being thoroughly understood. Although this can be a time consuming process, it will avoid any distrust and lead to openness. Openness between speaker and listener can allow a healthy relationship to be built.


Let’s look at a few specific examples of how you can minimise the impact of potential barriers. When cultural barriers are a potential issue, make sure you understand the culture of the person/people you are communicating with. You should also be aware of how their culture differs from your own. This will enable the best possible communication. When language barriers are a potential issue, keep your communication as simple as possible. You should also keep slang and jargon minimal. This will ensure you deliver the clearest possible message. When geographical distance is an issue within communication, you can rely on technology to get your message across. If it is impossible to meet with the person you need to communicate with then there are many other ways to ensure they receive your message. For example, telephone calls, emails and videoconferencing can eliminate a physical barrier. As a leader within an organisation, status issues are a potential barrier to communication. Your employees may feel like they don’t know how to communicate with you, if at all. To try and avoid this, you should make everyone aware and continuously reassure them that they can come to you should they need to. This may help to eliminate any fears that they may have.


1.7 Incorporate relevant business policies, procedures, regulations and legislation into communication processes

Policies, procedures and regulations Policies, procedures and regulations will help an organisation to reach its long-term goals. Although policies, procedures and regulations will vary between organisations, they will have the same aims.

For example, they aim to:

Establish rules of conduct within organisation

Outline responsibilities of employers and employees

Protect rights of employees

Protect business interests of employer

Influence all major decisions and actions

Outline boundaries

Outline consequences of not following them

Any relevant policies, procedures and regulations will need to be incorporated into the communication process.

Policies may include:

Anti-discrimination

Diversity

Equal employment opportunity (EEO)

Privacy and confidentiality

Anti-discrimination policy

An anti-discrimination policy is concerned with ensuring that everyone is treated equally regardless of their characteristics. No form of discrimination should be accepted within an organisation. An anti-discrimination policy may include:

A clear definition of discrimination

A statement of the organisation’s attitude to discrimination

The organisation’s objectives regarding discrimination

The circumstances in which discrimination can occur

The likely consequences of discrimination

Where you can get help if discrimination does occur

Details of who has responsibility for ensuring that discrimination doesn’t occur


A description of how the complaints procedure works

The anti-discrimination policy within your organisation may cover many forms of unlawful discrimination, including:

Race

Age

Sexual preference

Gender

Disability

An anti-discrimination policy should reflect the anti-discrimination laws that are in place.

Diversity policy

A diversity policy is concerned with equality; everyone within an organisation should be treated equally regardless of their traits. A diversity policy may include details of the:

Purpose of the policy

Definitions of diversity

Relevant legislation

People with the responsibility of making sure it doesn’t occur

Monitoring and reviewing process.

The diversity policy within your organisation will promote equality regardless of a person’s:

Age

Race

Marital status

Ethnic origin

Religious beliefs

Disability

Physical impairment


Equal employment opportunity (EEO) policy

An EEO policy is concerned with informing employees of their right to be free from discrimination and retaliation within the workplace. An EEO policy can include:

The purpose of the policy

Relevant definitions

The main principles of the policy

Your rights and responsibilities in terms of the policy

References to the relevant legislation

Details of what to do if you have a concern.

The EEO policy within your organisation should reflect the relevant EEO laws that are in place.

Privacy and confidentiality policy

The privacy and confidentiality policy within your organisation will outline how personal data flows through the organisation. It will cover:

How the information is collected

Why the information is collected

How the information will be used

Who has access to the information

How the information is recorded and stored

The policy must reflect the Privacy Act (1988). A privacy and confidentiality policy may include:

A statement of the policy

Information of any relevant legislation

The consequences of breaking privacy or confidentiality.

Your communication process should incorporate any relevant policy that stands within your organisation. Think about the policies within your organisation that relate to the communication process.


For example:

An equal opportunity policy looks at the fair treatment of everyone within the workplace and encourages unprejudiced behaviour. In relation to communication, an equal opportunities policy will ensure that nobody within the workplace is spoken to in an inappropriate way based on their individual characteristics (e.g. race, gender or age). It will also ensure that the communication process within an organisation is in no way discriminatory or offensive. A policy detailing the communications procedure within an organisation can be beneficial. A communications policy can help to establish boundaries and ensure that the communication within the organisation is effective. They can help an organisation to develop and implement their communication strategies.

Relevant legislation The policies, procedures and regulations within your organisation will be based on the relevant legislation. The relevant legislation may include:

The Privacy Act (1988)

The Age Discrimination Act (2004)

The Sex Discrimination Act (1984)

The Disability Discrimination Act (1992)

The Australian Human Rights Commission Act (1986).

The policies, procedures, regulations and legislation that are relevant to your organisation should be incorporated into the communication process.


2. Clarify message and engage communication

2.1. Undertake communication using media and format relevant to the context

2.2. Incorporate respectful and positive approaches to communications 2.3. Employ two-way processes to ensure receipt and acknowledgement of message

2.4. Seek feedback on communication processes from all parties

2.5. Provide opportunities to clarify and confirm understanding


2.1 Undertake communication using media and format relevant to the context

Context The context of communication usually involves the environment in which it occurs. In this case, we are concerned with communication within the workplace. There are many different types of contexts of communication, including:

Organisational

Mass

Interpersonal

Group

Gender

Intrapersonal

Cross-cultural

Public

Media and format You will need to use media and format that is relevant to the context when communicating. The different types of media and format that can be used when communicating can be divided into two categories: physical and mechanical. Physical media/format

Within physical media/format, the person who is talking can be seen and heard by the audience. Examples of physical media/format include:

Different types of meetings

Word of mouth communication

Video conferences

Physical media/format should be used when:

Dealing with a high concern message

Giving important information

You require engagement from the audience

You want to create a sense of belonging

Problems need solving as a team

Discussion is necessary


Mechanical media/format

Mechanical media/ format include the written and electronic channels used to communicate. Examples of mechanical media/format include:

SMS

Email

Letters

Billboards

Magazines

Social media

Intranet

Online chatting

Newsletters

Mechanical media/format should be used when:

Messages need archiving

A deeper knowledge is needed

You need to be quick

There is a minimum risk of misunderstanding

You need to reach a large amount of people at once

This chapter has been an overview of different contexts, media and formats; it is your job to determine which media and format you should use when communicating. The correct media and format will depend on your organisation as a whole and the specific context of communication. For example:

Type of message Appropriate channel

Values (e.g. organisational policies) Meetings with printed document as reference

News (e.g. briefings) Printed newsletter

Financial information (e.g. forecasts) Printed (email or bulletin)

Operational communication (e.g. responsibilities) Face-to-face with printed information as reference

Feedback (e.g. criticism) Face-to-face


2.2 Incorporate respectful and positive approaches to communications

Being respectful and positive When communicating, you should incorporate respectful and positive approaches. The people that you are communicating with will often have different abilities, talents and opinions. Respectful and positive communication involves asserting your own views effectively whilst listening to other people’s views fully wherever necessary. How can you be respectful when communicating? Respectful communication involves:

Listening actively

Being clear and succinct

Staying calm

Respecting values of others

Being thoughtful

Not taking things personally

Providing empathy

Making a connection

Asking the right questions

Focusing on the positive.

How can you have a positive approach when communicating? Positive communication involves more than just saying nice things. For example:

Outline what you want instead of what you don’t want

Be brief and concise

Be clear and specific

Be constructive

Sound helpful

Offer solutions and alternatives

Avoid negative words

Avoid being forceful


Why be respectful and positive? Reasons for incorporating respectful and positive approaches to communication include:

Communication is improved

Motivation is promoted

Defensiveness is decreased

The chance of misunderstandings is reduced

Conflict is reduced

Ability to self-manage is demonstrated

A helpful, positive image is projected

Team productivity is boosted

Negative feelings can be converted into positive ones.


2.3 Employ two-way processes to ensure receipt and acknowledgement of message

Two-way processes Listening and receiving information are critical for effective communication. When communicating, a two-way process involves the speaker, the listener and the feedback process. Feedback will be discussed further in the next chapter. In order to ensure receipt and acknowledgement of the message, you should employ two-way processes. Two-way communication allows a message to be transferred more accurately due to the opportunity to ask questions. Once these questions have been answered, and the information has been clarified, then the message can be thoroughly understood. The steps involved in two-way communication include:

1. Developing your message

2. Encoding your message in suitable way

3. Transmitting your message through your chosen method

4. Allowing another person to receive your message

5. The receiver will decode the message so that it can be understood

6. The receiver will use the message

7. The reader will respond to the message

Types of two-way processes include:

Telephone calls

Face-to-face conversations

Letters

Text messages

Emails.

There are many ways to improve two-way processes, including making eye contact and watching body language. Following this, you need to respond appropriately with questions, summarising and commenting to confirm the information and gain an accurate understanding. The advantages of a two-way communication process include:

It can avoid any distrust

It leads to openness

Can allow a healthy relationship to be built

Can express and elaborate on ideas

Can gain a full understanding.


The disadvantages of a two-way communication process include:

One person can be more controlling

It takes more time

Disagreement is inevitable.

Effective listening techniques Effective listening is an important aspect when communicating using a two-way process. The receiver needs to be able to listen carefully to understand the message and the speaker has to listen effectively in order to receive and understand the feedback. An effective listener will listen to what is left unsaid or has only been partially said, as well as what has actually been said. It involves observing body language and picking up on any inconsistencies between the verbal and non-verbal communication. Effective listening techniques may include:

Don’t interrupt

Don’t over-talk

Focus on speaker

Have an open mind

Exhibit affirmative head nods and appropriate facial expressions

Encourage the speaker

Let them finish

Notice the tone and volume

Maintain eye contact

Don’t be distracted

Paraphrase

Ask questions where necessary

Empathise

Try to understand the speaker

Be patient

Give speaker feedback.


2.4 Seek feedback on communication processes from all parties

Valid feedback from others, when properly given, can make all the difference between success and failure on the job. Feedback provides us with information as to what is working and what is not working. We may look at feedback as a bad thing, or something totally negative. However, when viewed in a different manner, you can see how feedback is an opportunity to expand your understanding of the perception of others and use the feedback as a tool for achieving positive results.

Self Assessment Giving Feedback For each statement, check “rarely,” “sometimes,” or “often” to indicate how consistently you use the described behaviour in the workplace. Rarely Sometimes Often

I pick an appropriate time and place to give feedback

I keep my emotions in check, remaining calm and keeping my voice even

I provide specific, detailed information about a person’s behaviour or performance

I explain the impact the actions are having on the team or organisation

I really listen to the response of those receiving my feedback

I clarify my expectations if there is any confusion about the behaviour in question

I remember to thank and encourage the receivers of my feedback

I provide input as needed in developing an action plan for meeting behavioural or performance goals

I focus on the steps of the feedback process to keep the dialogue on track

I try to understand feedback from the other person’s point of view and preferred communication style


Receiving Feedback For each statement, check “rarely,” “sometimes,” or “often” to indicate how consistently you use the described behaviour in the workplace. Rarely Sometimes Often

I truly listen to what feedback givers are saying

I keep feedback in perspective and don’t overreact

I try to learn from all feedback, even if it is poorly given

I am willing to admit to and learn from questions about my performance or behaviour at work

Rather than avoiding feedback, I attempt to turn every feedback session into a useful encounter

I accept redirection and reinforcement rather than denying them

I accept responsibility for my role in achieving individual, team and organisational goals

I accept responsibility for searching for solutions to performance and behavioural problems that threaten goals

I accept responsibility for keeping my emotions in check during feedback discussions

I am committed to listening and learning in all feedback situations

Reviewing Your Assessments

If you answered most of the questions with “often,” your skills for giving useful feedback and receiving feedback effectively are well developed. If you answered a number of questions with “rarely” or “sometimes,” you are one of several and your feedback skills could probably use further development.

Seeking feedback You can make sure that your message was received and understood in the way that you intended it to be by gathering feedback from the listener(s). Feedback lies at the heart of effective communication and regulates, reinforces and stimulates the communication process. Feedback makes two-way communication effective; no feedback leaves communication incomplete. Not only can you ensure that your message was understood by gathering feedback, you can identify the areas of weakness. These weaknesses can be improved and your communication will be more appropriate and effective. Feedback is simply the answer or response from the receiver of your message; the reaction to your message. Feedback can help to reinforce productive behaviour, highlight areas of improvement and give you goals to reach for. Feedback can be:

Verbal (e.g. questions and comments)

Non-verbal (e.g. sighs and smiles)

Written (e.g. a reply to an email)

Think of different types of feedback; a simple nod of the head clarifies that the receiver has understood. You may need to choose your form of communication based on the feedback that you require. For example, if you had an urgent business need, a written letter would not be appropriate. If you need immediate feedback, it is better to communicate verbally.


Effective feedback can have benefits for the giver, the receiver and the whole organisation. Feedback should be:

Impersonal

Descriptive

Clear

Highlighting the positive

Specific

Well timed

Focused on a particular behaviour

Goal orientated

Understood

When receiving your feedback, keep the effective listening techniques in mind (discussed previously).


2.5 Provide opportunities to clarify and confirm understanding

Clarifying and confirming understanding Clarification and confirmation is essential in communication, especially when what is being communicated is complex or difficult. Clarification involves a listener offering the essential meaning of what has just been said as they understood it. This is offered to the speaker and they can resolve any confusion or misunderstanding. The clarification and confirmation process can involve asking questions, summarising what has just been said and seeking feedback. Clarification is about asking the right questions at the right time. A listener should:

Admit if they are unsure about something

Ask for specific examples

Ask if they have understood in the way that was intended

Be prepared to be corrected

Ask for repetition

Use open, non-directive questions

For example:

I’m not sure that I understand what you mean.

Could you repeat that please?

When you said… what did you mean?

As a leader, you need to know how you can provide opportunities for the listener to clarify and confirm the understanding of your message. You need to give the listener a chance to ask questions to ensure they have understood your message; you should ask them if they need to ask you anything. Even if the listener doesn’t ask you any questions, don’t just assume that they have understood. In this instance, you should seek clarification yourself; ask the listener a question where the answer will reassure you that they have received and understood the message. For example, what is your understanding of what needs to be done this week? Now it is your turn to listen; check the details. If they are being vague, encourage them to give you more information. After spending the time to clarify and confirm, both speaker and listener can end the communication satisfied that the message was understood.


3. Take follow-up actions

3.1. Maintain record of the communication process and outcomes in line with enterprise policy

and procedures 3.2. Identify follow up actions and communicate to relevant persons

3.3. Identify and incorporate opportunities to improve leadership communication processes


3.1 Maintain record of the communication process and outcomes in line with enterprise policy and procedures

Recording communication process and outcomes Although it is impossible to record every single instance communication takes place within an organisation, you should aim to document the types of communication that are considered important. This can sometimes depend on the employee themselves. You should record your critical communications and any decisions or actions made. There are many different ways to record the communication process and outcomes within an organisation. For example:

Recording emails

Meeting minutes

Recording telephone calls

Recording verbal conversations

Recording emails

Although employers do have the right to record employees email use, it should be done so correctly. You should be able to justify your reasons for recording emails between employees and your employees must be fully aware that this is taking place. For emails that are sent to yourself, you can archive these for future reference. It may be worth saving a copy of any emails that you reply to; this can be useful if there is ever a dispute.

Meeting minutes

Minutes are the written record of the key information discussed within a meeting. Significant decisions, agreements, issues and points should be included within the minutes of a meeting. Also, a summary can be useful. When writing the minutes, use shorthand to make the process as quick as possible. When taking minutes of a meeting, be aware of your organisation’s meeting policies. You should be aware of what should be included in the minutes and/or how they are going to be used.

Make sure that you include the relevant information, for example:

The name of your organisation

The type of meeting (e.g. weekly)

List of attendees

Date

The agenda

Start and end times

Place


After the meeting, the minutes should be transcribed. Once transcribed and saved, they can be used for reference, background material for future meetings or follow up purposes.

Recording telephone calls

Another way to record communication processes and outcomes is to record telephone conversations. This has to be done the right way; within the law. Within any telephone call that you are going to record, the other person should be fully aware and have given consent. If you are considering recording telephone calls within your organisation, you should first consult any relevant policies, procedures and legislation.

Recording verbal conversations

For important verbal conversations (e.g. a verbal warning), it may be a good idea to record the process and outcome of doing so. You should create a written document that details the communication. For example, who was present, what were the key issues and what were the responses? This written document can then be used for future reference. Remember to record the date and obtain a signature. The specific way that you should record the different communication processes will depend on your organisation and the policies and procedures that are in place. It is important to have recorded and documented communication in case of complaints or allegations. If it is not recorded then, in the eyes of the law, it did not take place. This can have a detrimental effect on an organisation.


3.2 Identify follow up actions and communicate to relevant persons

Follow up actions Follow up is a valuable leadership skill that is often neglected; it keeps people informed. A critical communication skill is to follow up tasks or commitments that may have been agreed to and ensure that they have been carried out. Follow up can help others to feel as if the situation/communication is being handled correctly. By following up, you are demonstrating that you have consideration for other peoples’ time, relationships and resources. Your follow up efforts should be prompt; follow up as quickly as you can. To follow up, you may need to:

Return calls

Close conversations appropriately

Return emails

Either way, all parties involved should be able to take away a mutual understanding; this is key. Your follow up actions will help you to:

Be successful

Be focused

Maintain strong relationships

Resolve problems and situations

Create endings

Make steady progress

Communicate clearly and positively

Combine your smaller achievements into bigger ones

If you fail to follow communication up, you can leave others:

Thinking that you are rude and arrogant

Thinking that you are inconsiderate

Feeling frustrated

Feeling angry

Confused

Interpreting your behaviour as self-centred


Once identified, the follow up actions will need to be communicated to the relevant persons. There is no specific answer to who you will need to communicate them with; this will depend on your organisation. It could be:

Managers?

Supervisors?

Employees?

Business partners?


3.3 Identify and incorporate opportunities to improve leadership communication processes

Improving leadership communication processes Communication is a complex process that needs to be addressed from many different angles in order to achieve the best possible results. An effective leader must understand all of the components within the communication and apply them correctly. A leader has three roles when it comes to communication:

Communication system

Communication planning

Communication delivery

Communication system

A leader should consider the following issues before the communication process:

Current climate of communication

Organisational culture

Integration of communication with other human resources practices

Various changes that impact the stakeholders.

Communication planning

A leader should develop a strategy for communication by:

Determining measurable communication objectives

Developing a clear, consistent and meaningful message

Selecting and using the appropriate communication channels

Measuring the effectiveness of the communication

Adjusting communication strategy if necessary.

Communication delivery

A leader should use a range of the following communication skills when delivering their message:

Asking effective questions

Conducting high impact conversations

Listening skills

Presentation skills

Problem solving


Coaching and mentoring skills.

A leader should understand their roles and draw on components of each different role in order to manage communication within different situations effectively. Every employee should know and understand exactly where the business is going. They should support the business goals and do what is required to achieve them. The objective of leadership communication is to result in a behaviour change. An effective leader will communicate strategically and translate the business goals and objectives in a way that every employee will understand. This will lead to the employees being engaged in the organisation’s success. To ensure overall successful communication you should:

Clarify your ideas; know what you want to say and how you need to say it

Be aware of the contents of your message; it should be brief and clear

Consult with others; gather a variety of opinions

Consider the needs of the receiver; structure your message to these needs

Ensure consistency; message should be in accordance with objectives and policies

of organisation

Use body language effectively

Listen properly; give your full attention

Minimise interference and interruptions

Follow up and gather feedback

Encourage two-way communication.

Did you do these things within your communication process? If you were to do it again, how would you improve the process? Once you have identified the opportunities to improve leadership communication processes, you need to incorporate them into your own communication attempts.


References

These suggested references are for further reading and do not necessarily represent the contents of this Learner Guide.

The Age Discrimination Act (2004): https://www.humanrights.gov.au/guide-australias-anti-discrimination-laws

The Australian Human Rights Commission Act (1986): https://www.humanrights.gov.au/guide-australias-anti-discrimination-laws

The Disability Discrimination Act (1992): https://www.humanrights.gov.au/guide-australias-anti-discrimination-laws

The Privacy Act (1988): http://www.oaic.gov.au/privacy/privacy-act/the-privacy-act

The Sex Discrimination Act (1984): https://www.humanrights.gov.au/guide-australias-anti-discrimination-laws

All references accessed on and correct, as of 08/04/15, unless other otherwise stated.

https://www.humanrights.gov.au/guide-australias-anti-discrimination-laws






http://www.oaic.gov.au/privacy/privacy-act/the-privacy-act



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