Within every work environment, there are several elements which subconsciously separate us, age, gender, culture, race, and experience. We have all heard similar statements like,

“He just set in his ways and not willing to learn.”

“They don’t understand what I do. “

“Women are too sensitive for this job.”

“This kid comes in here and thinks he knows everything!”

“He just walks around the office and does nothing all day.”

All these statements are derived from our perception of the unspoken separation.  At times, this is the main source of our miscommunication with one another.   We do not want to say the wrong thing, we want to be delicate, we want to be politically correct, or the most common hindrance, we do not want to be wrong.  No one likes a trip to HR, but also, no one wants to walk on eggshells or feel they cannot express concerns or ideas with co-workers.

Yes, we are of an EEOC work society, yes, we need to learn communication etiquette with those different from us, and yes, we need to sustain focus on the business itself.  

Assess your current work environment. Do you feel everyone effectively communicates with each other? Do you feel comfortable making statements that pertain to one’s work performance? Do you feel confident that everyone is being diligent with their daily tasks? No? Then Houston, we have a problem. 

But what improves communication and what better connects us? Simple. TRAINING.

Implementing informative and periodic training helps a staff to communicate better and creates a cohesive work environment.  Identify roles, outline expectations, structure tasks, set goals and deadlines.  Let’s call this type of training “Workplace Communication Training.”  If you create and implement this type of training, then communication issues regarding age, gender, culture, race, and experience digresses and the focus leans more on the work itself.

Whether it is group training or individual training, each person in the office needs to understand and be fully aware of his/her purpose on the team or within the office.  This training can be as simple as a staff meeting to go over how and with whom to address and resolve certain issues.  The training should be as frequent or routine with anytime a new operative is presented.  Consider the following standards.

Identify Roles

Who is head of the team? Who completes certain tasks?  Who addresses which problems? Having an “Order of Operations” lets everyone know who to speak to about certain tasks or topics.  You won’t speak to the IT person about ordering coffee for the office or ask the receptionist to create a sales proposal, right?  Each person should have a title and with that title, comes expectations.

Outline Expectations

Even though employment expectations may be mentioned during orientation, it is also good to openly discuss what you expect from an employee.  Highlight performance details and the results you want.  Give examples using skills the employee may already have or can easily attain.  Also, go over other expectations such as work hours, attire, and communication requirements or tools.  You may think this is remedial information but, you’d be surprised how some employees may think, “No one told me, so I don’t have to do it.”  Not setting expectations gives opportunities for issues among other employees.  They may chatter about unfair business practices that can cause disgruntled workers.  Keep in mind, unhappy employees may not deliver good results.  

Structure Tasks

Who does what?  Is there a backup?  There is a beginning, middle, and end to a task. When a new project comes along or if a change that needs to be had, delegate who is responsible for what part.  Also, delegate a backup person to assist if needed or necessary.  Make sure everyone understands what needs to be done and explain why it needs to be done.  When employees get the full scope of a project, they are more willing to do their part to meet goals and deadlines.  

Set Goals and Deadlines

When does the task or project need to be completed?  Be clear of an end date for a project or assignment.  Create goals throughout the process to ensure everyone is focused and on task and make each person accountable for their part, including the manager or team leader.  Do not allow anyone to not be present or to not have their part done and ready.  Setting the tone is imperative and allows each person to know what will and will not be tolerated.

Miscommunication will occur but, lack of communication is preventable.  If something is miscommunicated or not thoroughly addressed, do you think lack of communication will fix it?  This is business; this is not your family reunion with relatives you see once or twice a year, so it’s okay to be vague. No. 

What is that phrase? ”Change is inevitable.”  So guess what, effective and consistent communication is necessary.  As the nature and environment of businesses change and faces come and go, we all need to work better at communicating with one another.  Ideally, you want to keep personal matters at bay, although at times you may get close to some of your co-workers or not even favor others at all, but do not let that hinder your position in the office and be the narrative of how you speak to each other.  You do not want to be the source of communication problems where people are not confident in coming to you about work concerns OR the opposite, people being too comfortable coming to you about concerns that they lose sight of their own expectations.

You make up a part of a team no matter your title; your professional involvement is required.  If you want your business to function well and be lucrative, you need to actively and frequently discuss work matters with your co-workers and employees, especially if and when issues arise.  If we put aside our biases and personal differences, it will allow us to effectively discuss what the business needs to thrive.

Let’s communicate.