Leaders have to look for better communication skills, not just for themselves and their management team, but as part of the organization's culture. Successful change management requires everyone to move in a new direction.
People will talk to each other while trying to change. As a leader, you want to make sure these conversations are open so excuses can be solved and people are confident about driving. Better Communication Skills at Organizational Level
What do we mean when talking about communication skills of an organization? We know at a personal level how to describe communication skills. We talk about someone's style, subject knowledge, ability to deliver their message to the target audience, their preparation, etc. Adapt.
In an organization, better communication skills are a thing in culture . We can be precise in establishing the cultural norm for frequent, open dialogue. When this norm, people can feel their concerns and excuses safe, knowing they are listening to them.
They also recognize that they are obliged to take part in the dialogue, be it meetings or less formally among their peers. This is part of their work, taking care not only of their work, but also of their expertise, insight and ideas, whenever possible.
Leaders need to pay attention to the two biggest obstacles to the organization's communication capability: silence and violence.
Recognizing Silence It is very simply silence that people are not involved in the dialogue . Otherwise, important conversations do not happen because people decide not to take part in them.
Why is there a problem in silence?
Hopefully you picked up smart people. It only makes sense if you want and you need to know these intelligent people when it comes to a change program. Intelligent people always have problems and opinions. When you are silent, you will lose the benefits if you know these ideas and opinions.
In addition to being not given when people are listening you do not know where they are . Do you understand what they want to achieve? Are you committed to working with you and your team, or are there any reservations? Without getting a clear understanding and commitment, how can you bring these people with you?
First and foremost, make sure you create an environment where is safe to talk . Many who turn quietly do so because they feel ignored or worse, but they complain about talking.
Examine your behavior – what are you doing when you challenge him? Do you fight immediately? Or do you give careful consideration and respect if you disagree with the challenger? Check the same behaviors in the management team and usually within the organization. You need to ensure that people are involved. Your Behavior Adjusts Sound .
If you are certain that you are safe and you see that individuals are still reluctant to submit their submissions to the organization's conversation, educate them personally. Let them know how much they appreciate and need their inputs and thank them when they open. Violence Recognition
In this context violence  One or some people tend to dominate conversations . When there is violence there is no chance of open dialogue. The rulers, if there are more, may dispute their point without actually listening to each other. And those who do not dominate the conversation will eventually be silenced, frustrated or bored. So finally violence raises . How does it handle violence?
Maintain your own objectivity as a leader. You are involved in the conversation, but you have an observer. Learn to leave the conversation from time to time and evaluate what is happening. If you observe the people who dominate the point where others leave, we must step in.
The degree of intervention depends on how "violent" the dialogue is. It can be as simple as reminding someone to relieve a little and open themselves to retaliate from others. Or it can be quite different to call for time and to take people away to help them see that their passion overwhelms others and suppresses good dialogue. The Result of Silence and Violence One of the two things will happen when there is no open dialogue in which everyone is actively involved.
- You stop. Some strong people dispute and dispute the infinity while others try it. And its change strategy is not going anywhere.
- You're moving forward. Not everyone will be involved, but strong people will lead and rule the dialogue and the results.
Swearing will be very clear for you and you will need to intervene in creating security, engaging people, pausing logos, and so on. To create it.
Going forward does not look so bad, but be careful. Depending on how many people are silent, a timed bomb may be in the implementation plan. When things go wrong, like any change initiated, there will be a lot of people who can effectively lay themselves down to wash their hands for all responsibility.
As mentioned earlier, just because they are listening does not mean that there are no inputs and opinions. When the plan is moving forward and shouting or not to participate because they felt unsafe, they would be in a position to say "This is not my idea."
Even though such behavior is unacceptable, too often happens. It prevents you from making demands about organizational communication, especially with respect to open, frank dialogue, without after-effects or disrespect.
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