The exceptional corporate culture is built on excellent communication and shared values.

Let’s face it: Every employer has problems at specific points of the supreme position making an employee or more sway to their tune. This stems from organisational hierarchy and the corporate/business culture itself.

Nothing gives an employer a darker nightmare than his employee(s) letting go of something that made the employer feel like the Boss; however, people seldom realize that most of the time, it’s his bossing that stays responsible. You see, it is easy to recall situations where an employee (or employees) must do exactly what an employer wants, even thou though this may be contrary to moral and ethical values.

An employer must not ask getting done something an employee might think is unethical or a direct blow to his/her self-respect, self-esteem and worth.

Where things could go wrong could directly be attributed to various factors that, if left unaddressed, could pave the way to a culture of mistrust, hidden agendas, lack of accountability, culture of blame, fear and insecurity.

Again, proper communication solves everything, not only for the boss but also for the team leaders. How a particular order is portrayed turns angry machines into docile enthusiasts; the equivocal nature of communications makes them stay responsible. So, it’s about time to correct these deadly mistakes while communicating with subordinates and end all misunderstandings and conflicts, resulting in low team spirits and an overall toxic work environment.

Organizational Leadership Communications: The culprit is ‘Lack of specificity

Is it the least understood path to follow or the most overlooked aspect of organizational skills? Well, both, and that’s up to a great degree. But to understand the extent, it is a must that the Law of Specificity is comprehended well. It states The level to which communication lacks specificity is the level to which individuals are required to become mind readers, guess and assume.

” Guess and assume? Aren’t we always told – “Better ask when in doubt?” 

And my observation is – who can read my mind better than I do? I was listening to the educational seminar recently when the presenter pointed out an interesting point about assuming. Tod Brown from Strategic Profits said:

 When you assume you make the ass of you and me, ASS-U-ME.

Interesting because those unspoken, unexplained and if you would like grey areas untouched, could make a difference. Here is when things could go wrong.

That’s enough to start a debate, but let’s concentrate on the most common areas that initiate most of the non-specific communications.

First things first, I want to lay some foundations and assumptions here. I sincerely believe that both the employees and employers have the right intentions. Having said that, sometimes, pressure and demands force them to compromise their standpoints. And when you compromise,…

What is left unaddressed will never become a true priority

When specific details are lacking: The most-violated point involves leaving out all the points (dates, times, locations, allocations, priorities, etc.) while putting forth an order or a request. So, incomplete information, detailed projections and clarity around them are the cause of failure in communications.

When specific directions are lacking: Putting all the jobs in the subordinate’s basket without mentioning priority is a fine example; that would make a subordinate stop his/her current job to find out the importance of the job that recently appeared. A smooth workflow is, therefore, disrupted; however, it might mean the assistant(s) to be proactive. We need to show respect and help out when we can, and by doing so, eliminate obstacles to outstanding performance.

When specific meanings lack: Say, you mention leaving a door open, which could mean it’s ajar, wholly open or unlocked. This is a breeding ground for misunderstandings. The important one here is the lack of shared Vision and Goals. Building a great corporate culture deserves your full attention and effort. It is something that could not be done in a week, it is a process. You build on strengths and shared objectives, not the other way around.

Never stop referring to common objectives and corporate values

People tend to suffer in silence. When an explosion of unhappiness erupts, it may be already late to do what is essential and what could otherwise save the day.

 All these, individually or put together, might make for a very bitter experience with peers or subordinates, however subtle they might appear. We all love being to the point; let’s remember this and make it into practice.

Communication creates relationships that drive growth and progress and build a sense of belonging to a shared vision

Communicate, communicate, communicate. Share both the Vision & Achievements. Build the Trust. Correctly assign responsibilities and tasks and set standard rules. It is your business, your life – everything counts.

Sounds so easy to implement. Why, then so many commandments turn sour?