We talked recently about managerial communications, looking at the various ways you as a manager can deliver your message and the organization's messages to your team. There's more to talk about there, but we're going to tackle a different type of communication this time.
Mark's core skill is coaching managers and executives on their effectiveness. These efforts take many different forms, because different managers have different strengths and weaknesses. Some managers barely speak to their teams, are not personable, and are perceived (rightly) as not caring about their direct reports. They wonder why they can't seem to get anything done.
Others of us show genuine care and concern for our team and communicate often, but our desks are a disaster. We don't know how our team is performing against the standards the organization sets, and we're constantly late meeting deadlines.
So, different managers need different help in achieving what OUGHT to be our core mission: effectiveness, which is achieving the right results for our organization.
And yet, Mark notices that regardless of their other skillsets, regardless of other strengths and weaknesses, almost all managers and executives he coaches need help with what he calls micro-communications, which is a critical but overlooked subset of interpersonal communications in general.
So, in this cast, we address some things you can do immediately to become more effective in your micro-communications.