Q: The visionary management of our 100-employee non-profit organization has appointed a small team to explore and develop an effective model for employee-supervisor communication. The goal is to replace subjective performance appraisals with this tool. Earlier this year, we encouraged 6-month personal goal-setting matrices, but were met with no enthusiasm the second time around. Can
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Even if you don’t have any other comparison point, such as database norms, remember that you’re more likely to be able to achieve a larger percentage increase if your baseline starts very low. The higher your annual baseline gets over time, the less room for improvement.
The grids in this guide should serve to make executives more aware of possible differences in the countries they visit to enhance their own effectiveness as communicators and to strengthen employees’ perceptions of them as excellent leaders. The grids provide suggestions when traveling to other countries for adapting several typical aspects of meetings that executives conduct with either other executives or with employees.
Most communicators agree on the importance of face-to-face communication. But many disagree on whether the team-briefing cascade where information is trickled from senior management to the lowest-level employee is the most effective way to impart knowledge.
How can you educate a senior executive who has not yet “seen the light” to value the communication functionand youmore highly?
We all know that two-way communication is better than one-way, but why is that the case and how exactly does it make a difference? Angela Sinickas mines her survey database to find those differences and some answers.
The general types of things managers could measure would be their own activities, the employees’ perceptions of improvement in their managers’ communication behaviors and some operational outcomes that could be expected to improve because of the improved communication.