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Managers Letter
Enhancing Two-Way Communication:
A View from the Trenches
by George L. Cellini
Two-way communication is often an untapped resource. Properly used,
it can lead to a competitive advantage. The term has many meanings, but
here's an effective working definition:
| Two-way communication is a process within an organization
whereby information, ideas and opinions flow
back and forth equally from senders to receivers and
receivers to senders. |
This process impacts the entire organization.
In most aspects of their lives, people are used to communicating in an
objective, two-way manner. For example, the media often strive to provide
contrasting sides of a story. More important, they provide mechanisms,
such as Web sites or "letters to the editor" sections, where people can
express differences of opinion and reactions to a particular issue.
In the corporate world, however, this natural and pervasive
form of communication often breaks down. This is a critical issue,
especially in today's turbulent and fast-paced business environment,
where management needs to communicate and receive great amounts of
information. It is difficult to get messages heard if the precedent for
communication is too controlled, one-sided and contrary to the environment
that people have come to expect and enjoy in other aspects of their lives.
The biggest barrier to two-way communication is a lack of trust.
Studies have indicated that 70% of all people disagreeing with management
do not voice their opinion for fear it will jeopardize their career growth.
In this time of relentless corporate restructuring, employee fear is magnified.
At a conference I attended recently, one participant bluntly stated,
"Everyone is afraid to speak up in my company because those who do are
the first to be downsized."
Other factors necessary for effective-two-way communication
are creditability and confidence. Employees must have the perception that
management will listen to and take action based on constructive feedback.
How can organizations enhance two-way communication? There are several
innovative strategies that companies can use to start creating a culture of
trust, creditability and confidence:
 Implement an Upward Feedback Process. Allowing subordinates the
opportunity to review the boss provides a medium for total assessment.
Some managers view this technique as dangerous, but those who effectively
implement this process benefit by learning about their strengths and
opportunities for growth from all levels of the organization.
Expand Variable Pay Programs. Offering pay for improvement incentives
to all employees motivates them to play an active role in the organization;
consequently, they more readily identify and offer opportunities for improvement.
Also, when structured properly, these programs help align all employees to
the business goals of the organization.
Inquire About Barriers to Productivity. Asking employees
about obstacles to productivity creates opportunities for supervisors
and subordinates to collaborate on ways to improve work life. Making
this a consistent element of the performance management process demonstrates
genuine concern for employees and allows them to be a vital part of the
improvement process. After all, they are the experts in their jobs, aren't they?
Conduct Periodic Employee Communication Meetings. Holding
communication meetings provides an open forum for executives and employees to talk
about issues and concerns and for subordinates to ask specific questions of management.
This is an effective tool for breaking down the "ivory tower" syndrome.
Survey Employees. Surveying employees can be especially revealing and is often
an important first step toward corrective action. Anonymous surveys allow
employees the greatest degree of free speech without fear of reprisal.
Communicating the survey's results and management's action plan is an integral
part of this strategy.
A particularly important aspect of two-way communication is how feedback
is received and perceived. During my career, I reported to some managers
who appreciated my candor in offering innovative and creative solutions, even
when they were not totally applicable. This inspired me to continue thinking
outside the box and going the extra mile to make my contribution count.
I have also worked for managers who viewed suggestions as "cockeyed" and "silly."
You can imagine the impact this had on morale and productivity!
Unfortunately, these close-minded managers did not realize that, very
often, an effective idea results from the refinement of a concept
initially perceived as irrational. Anyone who has been in an effective
brainstorming session will tell you how often an idea that originally appeared
silly triggered a brilliant result.
What are the positive effects of enhancing two-way communication?
One example comes from a company that began conducting annual surveys in the
early 1990s. The initial survey revealed that most employees were extremely
dissatisfied with career development. Management responded by establishing
work groups to look at career issues and communicating that, while the company
was responsible for providing an environment conducive to growth, the employee
was equally responsible for taking the initiative to improve skills sets and
talents in order to succeed in a very competitive business environment.
These steps proved very effective. As a result, the company began offering
a workshop regarding individual development that helped participants grow in
their jobs and prepared them for future positions. Additionally, the company
is changing its reward systems for managers to include a greater emphasis
on developing their subordinates. Just as important, employees now understand
that they, as well as the company, are responsible for their professional
growth and satisfaction.
Companies need to strive to create an environment where: communication is
objective; issues are addressed in terms of providing the opportunity for
two-way communication; and employees, having had their business information
needs satisfied, can expand their minds to better understand the strategic
direction and thrust that management wants to communicate. Companies creating
this type of communication environment can enjoy a competitive advantage leading
to improved collaboration, productivity and profitability.
Greg L. Cellini, CPA, CMA, is a corporate accountant, teacher,
consultant and motivational speaker based in East Rutherford,
NJ. He works for Hoffman-La Roche Inc. in the Corporate Accounting
and Budgeting Department, where he supports the "accountant-ability"
for Roche's strategic alliances.
As founder of Accountant-Ability for Strategic Alliances, Mr. Cellini
offers continuing professional education (CPE) instruction, consulting
services and seminars and workshops regarding the accountant's
role in the strategic alliance process. He provides motivational
speaking on the enhancement of professional satisfaction. His published work
includes "Create a More Rewarding Work Life" (January 7-14, 1966, National
Business Employment Weekly) and "Accountants Should Play Major Role" (September
1994, Les Nouvelles). In 1994, he was featured in a video produced
by the Accounting & Financial Television Network.
The
Managers Letter
is published throughout the year by Olsten Corporation. For editorial inquiries, write Olsten Corporation, Marketing Communications Department, 175 Broad Hollow Road, Melville, NY 11747.
Material from the
Managers Letter
may be quoted or reproduced, provided appropriate credit is given to indicate that the material was taken from the
Managers Letter,
a publication of Olsten Corporation.
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