How To Have Successful Communications In The Business Environment

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How To Have Successful Communications In The Business Environment
Srdjan Kali

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Srdjan Kali

May 24, 2019

Ask questions and listen carefully.

Determining the most important features of dialogue in a business environment is not an easy task. However, by listening to the situation and needs of your team, you are closer to strengthening your internal business communication and raising it to a higher level. It is important to find out what kind of human resources you have, but also what internal weaknesses you want to prevent. Successful business environment, among other things, is characterized by high quality verbal and non-verbal communication.

To begin with, let's look at a few questions.

  • Is your collective distinguished by equal communication?
  • Can you actively listen?
  • Do you personalize communication?
  • Will you encourage the arrival of the solution?
  • Are you direct?
  • Do you provide adequate feedback?

If you are at one of the leading positions in the company and people in your business environment at all times have the same freedom to contact you, ask or say something, achieving equal communication is possible. The same is true if you are the person in charge of human resources management. Employees never know this freedom by themselves, so it's important to make sure that they exist.

The basic feature of an equal dialogue is that everyone accepts responsibility and participates in initiating, maintaining and ending conversations. Equality in all communication directions means that in the vertical, horizontal and diagonal communication, all employees are always on the same level. We present several guidelines for achieving successful internal communication within your company.

 

ACTIVELY LISTEN

Actively listening means that to his interlocutor, first of all, non-verbal, through various non-linguistic and paralinguistic signs, let us know that we are following and appreciating what he is talking about. A significant characteristic of a person in charge of human resources management is to listen, but also to listen. Do not interrupt your interlocutor, give him a certificate by providing space and time to freely communicate what he or she wants. This strengthens your self-esteem, creates a sense of connectivity and reduces the possibility of misunderstanding. Remember, repeating, paraphrasing and reviewing the statements of the interlocutor are the basic principles of active listening.

PERSONALIZE COMMUNICATION

If you know your interlocutor, his character and needs, you will be able to customize the conversation you are in for him. Individualized addressing requires compliance with certain emotions and expectations. Remember that respecting individual characteristics builds respect for each other, but also an empathy-based approach. Personalizing communication means to color it by the nuances your employees are wearing. After all, none of us would like the same approach, right? It's the same with communication.

 

ENCOURAGE ARRIVAL TO SOLUTIONS

The step preceding the spoken is always a reflection on what we want to say. When giving advice, commenting, or criticizing, you need to be as sure as possible to do it at the right time and in the right way. In horizontal communication that takes place between individuals on the same or similar work positions, your primary role is to instill and focus on potential solutions. This guidance should be guided by the principles of teamwork, but also by a value system that is an essential part of the emotional intelligence of each of us. What emotions do you want to wake up with your interlocutor? Make sure that the content you present is not the one that will cause anger or depression. Keep in mind, you are a reminder, not a trigger.

BE DIRECT

The most difficult, overwhelming communication skills are to be direct. The goal of internal management is not to be nice, but to be consistent and fair. If your testimonial effort seeks to change someone's behavior, it is important that it be meaningful and argumentative, but also to include guidelines and advice for further action. If people are the basis of your work, the brakes in the speech should be as small as possible. Still, being straight does not mean being rude. When criticizing, the most important thing is that it is focused on concrete behavior in a particular situation. Be honest, but also convinced that you do not criticize the overall personality, but only the current treatment.

 

GIVE FEEDBACK

Expectations regarding feedback are different. Sometimes it will be guidance on possible solutions, sometimes content of informative character, and sometimes your non-verbal confirmation will be enough for your interlocutor. The answer is most important in vertical two-way communication, which, depending on the hierarchical relationship, can be ascending and ascending. Whether it's about giving instructions or submitting reports, make sure you always provide something in return. The comment you give depends primarily on the given problem, but also on the person's character. Of course, it's important that feedback always goes with you and provide it as often as possible. It is clear that feedback is not just a review of what has been done, but also provides a roadmap for further action.

 

TO SUMMARIZE

Realizing a successful business internal management requires more functional communication. Ask questions and listen carefully. Try to be explicit and direct, but also to respect the principle of personalization.

Try to give feedback as soon as possible, but also to stay focused on the emotions you provoke with verbalized statements. Let your criticism always follow the advice and point to the positive aspects of the current situation or the employee you are addressing.

Finally, be equal and equally responsible for maintaining quality communication. Your employees will know that.

 

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