Page 61 - Warwickers Communication Counts v2015
P. 61
manager 61 MANAGER COMMUNICATING
communicating
Managers are popular sources of information as they impact employees daily lives and therefore
what they communicate is seen as more credible and relevant. Make sure the manager engages in
regular two way dialogue on subjects that matter to their team and they find interesting. Make
communication a formal part of the line manager’s role, identify core communication
competencies, give each line manager effective communication training and set performance
measures in appraisals.
1 Task – plan and manage the allocation and achievement of tasks supported by
regular communication with individuals, your team and colleagues who are
involved.
2 Roles – clearly communicate the roles people will play getting the job done and
make sure you delegate responsibility for targets. Ensure everyone knows how their
job fits into the bigger picture and in meeting customer needs.
1 to 1 – give timely performance feedback to your team members on their roles,
3 development and career opportunities. Act as a mentor and a coach. Involve them
in discussions and listen to them too.
Team – build a team with regular scheduled team time for information exchange
4 (business wide programmes, updates on their and other teams activities and senior
team messages) and discussion (ideas and suggestions). Tailor messages to the
local business context. Recognise milestones, acknowledge contributions and give
recognition ensuring you share the credit with everyone involved. Organise regular
informal social gatherings too.
5 Commitment – deliver leader and central communication to your team regularly
and give feedback. Show your commitment to leadership direction, convey your
enthusiasm and build momentum locally with your team. Encourage collaboration
with other teams within your area and across the business. Join in.
6 Say/ Do – make sure your actions match your words. Do not over promise. Role
model best practice and lead by example so your team support you.
communicating
Managers are popular sources of information as they impact employees daily lives and therefore
what they communicate is seen as more credible and relevant. Make sure the manager engages in
regular two way dialogue on subjects that matter to their team and they find interesting. Make
communication a formal part of the line manager’s role, identify core communication
competencies, give each line manager effective communication training and set performance
measures in appraisals.
1 Task – plan and manage the allocation and achievement of tasks supported by
regular communication with individuals, your team and colleagues who are
involved.
2 Roles – clearly communicate the roles people will play getting the job done and
make sure you delegate responsibility for targets. Ensure everyone knows how their
job fits into the bigger picture and in meeting customer needs.
1 to 1 – give timely performance feedback to your team members on their roles,
3 development and career opportunities. Act as a mentor and a coach. Involve them
in discussions and listen to them too.
Team – build a team with regular scheduled team time for information exchange
4 (business wide programmes, updates on their and other teams activities and senior
team messages) and discussion (ideas and suggestions). Tailor messages to the
local business context. Recognise milestones, acknowledge contributions and give
recognition ensuring you share the credit with everyone involved. Organise regular
informal social gatherings too.
5 Commitment – deliver leader and central communication to your team regularly
and give feedback. Show your commitment to leadership direction, convey your
enthusiasm and build momentum locally with your team. Encourage collaboration
with other teams within your area and across the business. Join in.
6 Say/ Do – make sure your actions match your words. Do not over promise. Role
model best practice and lead by example so your team support you.
