We’re Talking But Is Anyone Listening?

Have you noticed how much talking is going on at present and, it seems, how little listening?

The recession and the need for change in many businesses are, perhaps predictably, leading to a growing number of ‘disputes’. These are characterised by the adoption of strong positions on both sides – with not much apparent desire to listen to the opposing viewpoint.

To arrive at such a situation must surely suggest a lack of effective communication. That doesn’t necessarily mean these groups have not been ‘communicating’ but it does indicate their respective messages have not been heard by their intended audiences.

This highlights one of the enduring challenges for any organisation and that is talking in a voice that others will hear.

It would be trite to suggest there is an overly simple answer or that people just don’t care about others. Most in management want their business to suceed and recognise success will not be forthcoming if the team is not on side and individual members’ contributions to the corporate good are not recognised. Few who are employed want to cause problems for their employers but they do want their views considered and a fair return for a day’s work.

This applies to every organisation, whether it employs two or 20,000 people.

Here are four things to consider:

Effective staff communications are often given lower priority than effective client communication. Why should this be when any company’s most important asset is its people?

If we are managers, our number one point may be about benefit to the company. If we are employees, the priority will be the impact of any change on us as individuals. By stepping into each other’s shoes and, in effect, reversing this natural order we are more likely to gain a reasonable hearing.

We have a tendency to talk ‘in our own language’ and using the routes (letters, emails, newsletters etc) which we favour ourselves. However, if we want to get the message across we will do better to talk the language of those we would like to understand our viewpoint and use the communication media they favour.

Major industrial relations problems (whether in business or politics) rarely arise overnight. They are more usually the result of sustained pressure, over time. That means there should be the opportunity along the way to relieve the pressure before there is a blow out – and that opportunity, very often, takes the form of effective communication.