OFFICE COMMUNICATION TOOLKIT

Communication is a key part of any workplace. When it’s going well, you hardly think about it. However, when there’s a problem, it can impact productivity and bring business to a halt.

In this special report, we’ve collected 10 tips for managers on active listening skills, effective communication techniques, motivating employees, workplace productivity, employee retention strategies and change management techniques. Whether you’re a small business, Fortune 500 company, in-person, remote, or hybrid — we’ve got the insight you need.  

ACTIVE LISTENING IN 4 STEPS: THE BEST MANAGERS MAKE THE BEST LISTENERS

Managers spend a good part of their workday listening to other people. But bear in mind, there’s a big difference between “passive” and “active” listening. In many cases, managers are too busy thinking about their response rather than listening to the team members’ full statement.

In a business setting, this lack of attention can result in costly mistakes, wasted time, poor service and management failure.

By listening fully and in a way that shows understanding and respect for the speaker, you develop a rapport and build trust. That’s the true foundation of office communication.

Effective listeners use a four-step process to ensure understanding:
1. Listen to the total message
If you hear only bits of what is said, you may draw the wrong conclusions.
So, before you begin to frame your response, listen to everything the person has to say and give 100% of your attention. Find the main thought the person is trying to share and consider it from his or her perspective — not yours.
Prove that you care by suspending all other activities. Don’t flip through papers or keep checking your watch – as those body language cues show that you aren’t listening.

2. Prove your understanding by using nonverbal signals
Let the person know that you’re paying attention through your nonverbal cues.
Doing so sets a comfortable level for the conversation and encourages the other
person to keep talking. It also demonstrates that you’re interested in the topic and
paying attention.

Some positive nonverbal signals:

MOTIVATING EMPLOYEES THROUGH REALISTIC DEADLINES: 4 DO’S AND DON’TS

Without deadlines, employees flounder. They can’t be aware of the urgency or priorities of a project unless their supervisors tell them. Following are four tips on motivating employees by setting realistic deadlines:

1. Do be specific. 
Name the target day and time. And mean what you say. If you ask for completion “next week,” don’t complain on Friday that you really needed it on Wednesday.
If you say, “By the end of the month,” be sure that 5 p.m. on the afternoon of the 31st is acceptable.
By contrast, if you wanted the project completed by 9 a.m. on the 31st so you could present it to your boss that afternoon, say so. Otherwise, you won’t meet your boss’s deadline.

2. Do clarify priorities
Let people know if this assignment takes precedence over any other projects they’re working on now. Avoid the old, favorite deadline “ASAP,” which usually translates in an employee’s mind as “whenever it gets done.”
What does ASAP mean? Drop everything and work overtime, or first finish up what you’re already doing?
Even worse: Never tell employees to work on something “when you get a chance.” If you do, don’t be surprised if it never happens.

3. Don’t set false deadlines
Setting a deadline earlier than necessary (because you don’t trust your employees to meet the real deadline) creates more problems than it solves. Your staff will soon learn that’s how you operate and will assume there’s always air in the schedule. As a result, they’ll always miss that first deadline, just as you knew they would. Nor should you claim that a project is a rush job that just came up when, in fact, you’ve sat on it for a few days. People have a way of finding out the truth. Also, being dishonest about deadlines can hurt you later when a project truly is a rush job. Your staff may not believe you and won’t make the extra effort to get it done on time.

One caveat: If you have a new employee, you may want to allow extra time in the schedule for revisions. Let the employee know that you’re building review time into the schedule.

Deadlines especially matter for remote teams that don’t operate in-office. This has become increasingly more prevalent in light of the pandemic, and it’s put a strain on internal communication. However, project management software applications like Asana and Trello make it easy to assign remote work, just make sure to include realistic deadlines.

4. Do establish an update schedule
The best-laid plans can go astray, and so can deadlines. You’ll minimize the chance of this occurring by setting up a progress report schedule when you assign the project. This is especially important for long-term projects.

When you make the assignment, discuss the communication channels the employee will use to update you on their progress. Do you want the person to stop by your office once a week and give you a quick status report? Hop on a quick Zoom call? Send you a daily email? Update the status at the monthly staff meeting?

The schedule should be reasonable and convenient for both of you. It should make sense in terms of the length and complexity of the job, as well as the employee’s competence and experience. Whatever you decide, now’s the time to set the schedule.

MOTIVATING EMPLOYEES TO DO THEIR BEST EACH DAY: 6 OFFICE COMMUNICATION TECHNIQUES

A manager’s job is 100 times easier and more rewarding when his or her employees are performing like a well-oiled machine. But when that machine runs slowly or breaks down entirely, a manager’s job becomes exponentially more difficult.

Here are six tips for keeping employees on task and working together toward the common goal, according to a report by OnPoint Consulting:

1. Clarify, clarify, clarify
It’s hard to get things done when people don’t understand their roles, their responsibilities or exactly what’s expected of them.
Too often, supervisors assume their employees understand what needs to be done. Or, they fear they’ll insult an employee’s intelligence by stating what seems obvious to them. Don’t underestimate the importance of making certain that everyone is on the same page. Clearly communicating roles and duties is never a wasted effort, and it also improves team-building.

2. Establish clear expectations
Goals are an important part of clarifying. They help employees focus on what’s important and provide incentives to find more efficient ways to get work done. The only way to improve the way you’re doing things is to set clear, measurable goals and constantly monitor your success in those areas.

3. Don’t micromanage your entrepreneurial-minded employees. But do monitor them
Entrepreneurial-minded employees — those who take initiative and do an effective job without much direction from managers — are often great employees.

But just because you feel like you can let them loose with a project doesn’t mean they don’t need management. In fact, when you empower employees in this way, monitoring becomes even more important.
You may be concerned they’ll think you’re micromanaging them. Don’t be. When done right, monitoring doesn’t have to feel like micromanaging. Use these check-ins as an opportunity to recognize effective behavior and get their feedback.

4. Encourage employees to share bad news with you
How? Don’t shoot the messenger! If there’s a problem, mistake or delay, employees may be hesitant to inform you. They may fear your reaction or think they’ll look incompetent. That’s why it’s important to react correctly to bad news. Strive to be constructive, not punishing. Express appreciation for the accurate information, no matter how negative it may be. Respond quickly to the problem with specific actions.

5. Solve problems quickly, but not too quickly
Don’t waste time when dealing with threats or problems. But be aware that jumping to solutions too quickly can end up causing more headaches. Smart managers know when additional information or analysis is essential — and when it will only delay action without adding value. Before taking action, managers should always use a systematic, logical analysis to identify the cause of a problem.

6. Encourage informal and spontaneous interaction
Your employees’ informal relationships are key to getting things done. The ability to connect with a colleague “in the moment” when you have a problem or new information is vital for effective execution.

But in today’s high-tech world, it can be difficult to make these connections. Don’t let co-workers in departments go days just emailing back and forth. Facilitate informal gatherings to brainstorm and hash out problems face to face.
In-person communication is always more impactful when it comes to forging meaningful relationships, so don’t forget to meet with your employees instead of sending a Slack message or giving them a phone call.

MANAGING EMPLOYEE RETENTION: LISTEN FOR SUBTLE WHISPERS OF EMPLOYEE TURNOVER

Most good employees don’t just stand up one day and quit out of the blue. They send off subtle hints that, if you’re listening, you can act on before the good employee walks out the door. That’s why it’s important to listen to statements like these that can act as an “advance warning system” for employee turnover:

Plug holes in morale with three questions

To discover potentially serious threats to morale, periodically ask employees the following three questions. Then, use their answers to assess whether they’re disgruntled or dedicated.

1. “If you knew what you know now, would you have taken this job? Why or why not?”
   

2. “In an ideal world, how would your job change over the next year?”

3. “What is your favorite part of the job?"

MAINTAINING WORKPLACE PRODUCTIVITY: 7 COMMON EMPLOYEE GRIPES (& HOW TO SILENCE THEM)

A study says that 40% of managers in the United States are considered “bad bosses” by their employees. Yet most managers assume that their relationships with their employees are running smoothly.

Obviously, some of those bosses are wrong … and that can create major problems for a business.

According to Pollack Peacebuilding, employees in the United States spend an average of 2.8 hours per week engaged in conflict, which adds up to 2 and 1/2 weeks of lost productivity each year, as well as $359 billion worth of lost employee wages.

According to, employees in the United States spend an average of 2.8 hours per week engaged in conflict, which adds up to 2 and 1/2 weeks of lost productivity each year, as well as $359 billion worth of lost employee wages.

According to the book 30 Reasons Employees Hate Their Managers some common employee complaints about management, plus ways managers can silence them, include:

1. “My boss doesn’t respect me.”

2. “Nobody appreciates my hard work.”

3. “There are different rules for different people.”

4. “My performance reviews are useless.”

5. “My boss micromanages my work.”

6. “We have too many meetings.”

7. “I hate coming to work.”

EMPLOYEE RETENTION STRATEGIES: 8 LITTLE THINGS MANAGERS CAN DO TO RETAIN THE BEST

When good employees leave for greener pastures, it makes a manager’s job much more difficult. Managers can prevent this syndrome by doing what they can to make their own pasture the greenest.

While compensation helps, it’s not always cash that makes pastures greener. When salaries are equal with the marketplace, other factors take priority.

Here are eight easy-to-plant “seeds” that help keep employees growing and content, according to a KEYGroup report:

1. Keep them engaged
Bored employees are neither happy nor productive. To keep your employees engaged and satisfied, present them with challenging assignments and opportunities to grow and develop. Consider ways to provide opportunities for employees to improve on their skills or learn new skills they can use in their jobs.

2. Give praise where praise is due
If someone does a great job, let the person know. It’s that simple. And then let his or her co-workers know. Then let the customers know! Recognizing a job well done isn’t an expensive proposition, but it will mean the world to your employee. Regularly praising your employees will also improve your company culture.

3. Be aware of employees’ changing needs
As your employees progress in life, their needs change. After having a child, an employee may want to travel less. As your baby boomer employees get older, so do their parents. They may need to take time off to care for the health needs of their mom or dad. Also, proper work-life balance has become a top priority for modern workers post-pandemic.

When polled, 63% of Americans said they would choose better work-life balance over a salary bump.
By recognizing an employee’s changing needs, you show sensitivity to what’s going on in their lives. This builds loyalty and helps bring stability to their personal lives, which means they can focus better at work.

4. Realize that great employees thrive under great leaders
Employees won’t leave for greener pastures unless you drive them. The buck starts and stops with their leaders. Employees of great leaders will go to the ends of the earth to do a good job for them. The flip side is that employees with poor leadership will simply go.

5. Conduct regular “stay” interviews
Rather than exit interviews, use regular “stay” interviews to provide an opportunity to compliment high performers on their work and inspire them to do more. Use these interviews to gauge how well you are meeting employees’ needs. Seek out their suggestions on what you and the company can do to improve.

6. Create an environment where people can do their best work
By allowing employees to develop and implement their own ideas, you’ll keep them passionate about their work. Make sure they have the right communication tools (email, instant messaging apps, etc.) and equipment they need. Nothing frustrates employees more than not having everything they need to get their jobs done.

7. Create an environment of trust
Employees are happier and work harder when they trust their leaders. They decide which leaders they can trust based on how their fellow employees, company vendors and customers are treated. As a leader, it’s important to ask yourself: Do I treat people at work with respect? Do I behave ethically and hold others accountable for their actions? When an employee sees his or her manager treating someone poorly — whether it’s a vendor or a fellow employee — the employee’s level of trust in the whole company diminishes and he or she cares less about doing a good job. In addition, remember that trust is a two-way street. Your employees need to feel that you trust them as well.

8. Rid your pasture of weeds
The weeds are those poor performers and negative employees who stifle the good attitudes and high performance of their co-workers. If you’re not pulling out your weeds, they’ll choke out your best performers. Obtain consistent feedback and keep good documentation so you can sort out employees. The bottom line: Striving to keep employees happy and engaged is not just a “nice” thing to do. It’s the only way to create a successful business. And it’s not just a matter of trying to retain people to avoid the high cost of recruitment. Engaged employees are creative, productive, motivated and brimming with good ideas. Not only will they stay, but they’ll be fully committed to their jobs, to you and to the company’s success.
Thoughtful employee retention strategies are useful not just for retaining people to avoid the high cost of recruitment. Engaged employees are creative, productive, motivated and brimming with good ideas.

CONFRONTING POOR PERFORMERS: 6 TIPS FOR MANAGERS

No manager enjoys having “the talk” with employees. But ignoring an employee’s poor performance won’t make the problem go away; it will only make things worse.

If you’re apt to take the head-in-the-sand approach to employees’ job failings, you’re not alone: 

Only 31% of U.S. workers agree with the statement “My manager confronts poor performance,” according to a KEYGroup survey. And companies that tolerate poor performance will drive away top performers who are unhappy working in such an environment.

The solution: Approach workers about their performance problems in a fair, problem-solving manner. When you confront such people in a tactful way, you’ll find that one of two things happens: They improve or they move.

1. Be specific
If an employee has been consistently late, specify the number of times or amount of time. Avoid exaggerations, such as “You are totally unreliable.” Instead, say, “This is the third time in one week that you have been at least 10 minutes late.”
If this issue has been a problem in the past, remind the employee when you have pointed out the offense previously. Say, “I indicated to you last Tuesday that coming in late is not acceptable.”

2. Focus on business reasons
Always refocus the employee on the stated business reason for your comments. Example: “It’s important for you to be here at the designated time since customers rely on our immediate responsiveness when they have questions about their order.”
If you need to correct something like inappropriate casual dress, reiterate the company guidelines. Don’t comment on the employee’s personal taste. Straying into areas that have nothing to do with workplace performance will result in a loss of credibility with that person. Stay focused on the employee’s job performance and how it affects the company.

3. Give timely feedback
A common management mistake is to bombard employees with feedback at their appraisal, but remain mostly quiet during the rest of the year. The appraisal should be a review of the discussions held during the year. Nothing mentioned at that time should come as a surprise to the employee. That’s why it’s vital to provide all employees with both positive and negative feedback on a consistent basis. Poor performers require more feedback, not less. Make them aware of what they did wrong immediately. 

One caveat: Don’t try to give corrective feedback when the person is upset or emotional. Wait until the employee has calmed down.

4. Consider employee’s personality
Everyone handles feedback differently. Some people want it straight while others are more sensitive. With an employee who wants straightforward feedback, you can get away with saying, “You gave the customer the wrong information because you didn’t have the updated manual. How do you think we should handle it?”

To get through to a more sensitive employee, take a different approach. For instance, “I understand why you provided the customer with this information. Are you aware that the guidelines have changed? What do you suggest we do in this situation?” Regardless of the person’s personality, be clear and straightforward in your office communication.

5. Check for understanding
Avoid asking close-ended questions during the discussion or when summarizing. At the end of a confrontation, don’t ask, “Do you understand?” The employee could simply say “Yes.”
Instead, ask the employee to summarize his or her understanding of the situation. Have the person lay out actions, steps or accountabilities that were discussed.

6. Keep a paper trail of discussions
Good documentation, such as a performance log for each employee, allows you to easily identify and prove recurring problems. (This could also help if the employee decides to sue.)
After each meeting with the poor performer, take notes that summarize the discussions. Include the problem, the action taken to correct or eliminate it, the dates, the result that occurred, and any comments that will help you recall feedback sessions when you complete the performance appraisal.
Don’t let the performance log become a little black book of mistakes and errors. Also include examples of acceptable and/or outstanding performance.

HELPING EMPLOYEES ACCEPT CHANGE IN THE WORKPLACE: IT’S ALL ABOUT THE 4 C'S

New project. New boss. New goals. New office. Employees are constantly facing changes to their work environment.

Supervisors who are able to understand the impact of those changes on their employees — and are able to help them through those unsteady times — will earn their employees’ trust and loyalty.

To start, you must first understand why people are so quick to resist change. By knowing this, you can make intelligent decisions about how to introduce changes

Initial response is often negative
People seem to instantly scan new changes for any factors that aren’t to their benefit. Then they complain about it. This negative focus often blocks their awareness of positive aspects.
Also, when employees do welcome changes, that initial optimism is sometimes followed by a period of regret (the “buyer remorse” phenomenon). The bottom line: Expect negative reactions and plan accordingly.

Change equals loss
One main reason for the negativity: When things change, you lose something. You may gain something as well, but a loss is usually involved. For example, employees may win promotions but also lose the comfort of their previous jobs.

Acceptance requires planning
If you want employees to accept change, invest some time in planning and communication. Too often, managers throw a change out there and expect others to say, “Well, that’s just fine.” That’s not likely.

To get people to accept change, the first step is to understand what, from their perspective, they feel that they’re losing. If you can empathize with their feelings — and possibly compensate for the loss — you’ve taken a giant first step toward acceptance.

Here are four more factors — the four C’s — to promoting acceptance of change:

1. Caring. Listening and responding to people’s reactions is just as important as explaining the reasons for change.
   
2. Control. People want input into how change will be implemented. But never ask for input unless you plan to consider it.
   
3. Choice. Employees feel better if they are given options as part of the change process. The more choices they have, the more they feel in control.
   
4. Competence. Workers are happier about change if they feel they have the skills and abilities to succeed after the change. The faster you can help someone move through the learning curve, the faster they will accept the change.

So, before you begin to implement any important change with employees, take time to develop a plan that incorporates those four features.

15 QUESTIONS TO ASK EMPLOYEES IN THEIR FIRST 60 DAYS

Recruiting, hiring and training new employees can eat up a manager’s time. The last thing a manager wants to do is restart the process all over again because that new hire just stood up and walked out the door after three months.

To avoid repeating that time-consuming process, it’s important to talk with new employees soon after they arrive to uncover potential problems that can cause turnover.

Many managers make the common mistake of waiting until an employee’s performance or behavior shows problems before talking with the employee. By then, however, it can be too late. The employee is halfway out the door.

Make it a point to meet with new hires within the first 60 days. Your goal: Discover their likes/dislikes about the job and environment, see if the job meets their expectations and nip potential problems in the bud.

View these one-on-one chats as a continuation of new-employee orientation and a way to gain fresh insight into your department and the organization. Start the meeting by reminding new employees that you’re glad they’re part of the organization, and that you value their input and observations.

Then, ask some of the following questions, adapting them to your own needs:

1. Why do you think we selected you as an employee?
2. What do you like about the job and the organization?
3. What’s been going well? What are the highlights of your experiences so far? Why?
4. Do you have enough, too much or too little time to do your work?
5. How do you see your job relating to the organization’s mission?
6. What do you need to learn to improve? What can the organization do to help you become more successful in your job? (Don’t ask these two questions unless you are prepared to follow up with action. Otherwise, you can build false expectations, and that can cause disappointment.)
7. Tell me what you don’t understand about your job and about our organization.
8. Compare the organization to what we explained it would be like.
9. Which co-workers have been helpful since you arrived? (Goal: Pinpoint which employees can be influential in retaining the new hire.)
10. Whom do you talk to when you have questions about work? Do you feel comfortable asking?
11. Does your supervisor clearly explain what the organization expects of you?
12. How does it go when your supervisor offers constructive criticism or corrects your work?
13. Do you believe your ideas are valued? Give examples.
14. How well do you get along with co-workers?
15. Have you had any uncomfortable situations or conflicts with supervisors, coworkers or customers?

Finish the discussion by asking the employee if he or she has any questions for you or suggestions on how the job can be managed better.

BECOMING A BETTER BOSS: 13 STEPS TO SUCCESS

Managers aren’t only responsible for an organization’s fiscal assets; they’re also responsible for its human assets. According to an Adecco report, here are 13 simple ideas you can implement today to become a more effective manager:

1. Recognize a job well-done

Everyone likes to know when they’ve done something well. Make your employees feel important every day. Show enthusiasm for their work.

2. Encourage staff to take risks

Give them enough freedom to take prudent risks. You will find employees at all levels come up with good ideas.

3. Always be honest

Let employees know you trust them, and be honest and open in return. Just one deception can destroy your credibility for good. A Gallup Poll found that one in five workers say their bosses don’t treat their employees fairly.

4. Offer a challenge

Productivity and enthusiasm significantly decrease with boredom. A survey by the American Productivity & Quality Center found that the best motivator for employees is challenging work. Your challenge is to keep them challenged.

5. Realize that money isn’t everything

Studies show that money isn’t the only motivator for employees. In fact, most studies show that employees choose factors like recognition for a good job, personal development and challenging work as being more important than salary. So if you want to keep employees, a pat on the back can be just as effective as additional pay (so can offering an optimal work-life balance or a hybrid schedule).

6. Be a straight shooter

Don’t set foggy goals for your employees. People want to know what you expect of them. Give directions to employees in simple language. Tell them precisely what is involved and why you think they’re best for the job.

7. Know when, where to criticize

Inform employees when they perform well and when they don’t. Tell them immediately. Don’t lump all your complaints into one session. Don’t criticize employees in front of others. Highlighting failures in public will discourage innovation by everyone involved, and you will quickly turn colleagues into enemies.

8. Keep communication lines open

Employees crave clear, ongoing, understandable and unambiguous communication. Don’t communicate just in times of trouble. Relay positive news as well. Give employees information before, not after, important events.

9. Make employees feel important

The need to feel needed — everyone has it. One study found that more than half of the employees surveyed felt their managers failed to make them feel important as individuals. And 77% of those employees also said they were thinking of looking for another job. Allow employees to contribute. Ask for their opinions and advice. Reduce the number of autocratic decisions.

10. Be consistent

Workers can learn to live with any boss if they know what to expect. If you keep them guessing, you will keep them looking … for another job. Inconsistent behavior breeds anger, frustration, dismay and disappointment.

11. Be impartial

Don’t play favorites. Discrimination destroys morale, hurts productivity and opens the door to lawsuits. Bosses who promote unfairly will quickly lose employees’ confidence in them. Treat everyone the same, politely.

12. Take an interest in employees’ careers

Coach or counsel employees on how they can climb the corporate ladder. Become a mentor to employees with real potential and fire.

13. Know how to say “no”

There will be plenty of times that you can’t be Mr./Ms. Nice Guy. You have to say no. How? Just do it. Explain the reason for your refusal. Avoid making a snap decision unless time constraints force your hand. If possible, tell the employee you will consider the request and decide in a day or two. Take enough time to let the employee know that the request has had a fair hearing.

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