Addressing The Challenge of Leadership/Staff Communication Disconnect

Do You Know How to Resolve The Challenge of Leadership/Staff Communication Disconnect?

Successful companies make sure they focus on the right things at the right time. Taking stock of the challenges every six months for their specific stage of growth provided to be a key factor in companies staying alert to the changing environment around them.

Note the chart shows The Leadership/Staff Communication Gap is one of the Top Challenges for Stages Two and Three (with 11 to 34 employees) and may appear again at Stage Five (57-95 employees).

The leadership/staff communication gap creeps up on leaders overnight.

In the early stages of growth, it’s very easy for the leaders to communicate often and effectively with all employees. In fact, people often refer to their company in the early stages as a family.

As a company grows, the dynamics shift. The family atmosphere begins to erode because the leader must implement systems and establish performance goals to keep a more complex organization on track.

Managers are put in place and employees that have been there longest no longer have access to the leader. Thus means effective managers have to be developed.

However, when a company is growing rapidly, training and development doesn’t get a lot of prime time and priority attention.

This leadership/staff communication gap happens simply because the company is bigger. Processes are more complex and the leader may not have a lot of experience in managing an ever increasing number of employees. The reality is the CEO of a growing company must become a highly effective with people and be able to teach the managers to do the same with their staff.

Reasons the leadership/staff gap challenge must be resolved.

1. Low productivity

2. High incidents of gossip

3. Lack of commitment/accountability

4. Customer service mistakes.

5. High turnover.

Two Serious Questions
Are you a CEO who is willing to let go of processes that no longer work?

Are you prepared to transform your company into a self-organizing enterprise that is no longer running like a machine and begins to grow like an intelligent living thing?

How to Overcome the Challenge

This gap will continue to widen unless some critical changes are made quickly. Since people are directed or managed by others, there can be a we/they attitude. When this dynamic develops, the CEO must create a culture that rewards teamwork and collaboration, instead of control and power plays. This means all managers–following the CEO’s example–must develop highly effective coaching skills.

The following process, frequently referred to as a one-on-one cadence of accountability, can solve 90% of your leadership/staff communication gaps.

Each week every employee will meet with their manager for 30 minutes. The manager asks the employee the following three questions:

1. What did you accomplish last week that you were particularly proud of?

2. What do you intend to accomplish next week?

3. How can I help you to get it done?

To Implement the One-on-One Accountability Process Ask Yourself:

1. How do your employees (aka: team members) prefer to be communicated with?

2. What are their behavioral styles?

3. How does the one-on-one method of meeting differ from your current method of meeting with staff?

4. What are the benefits of implementing the one-on-one approach.

5. How can you overcome any obstacles or push back from implementation?

Use the DISC Index to Determine 1. and 2. Above.

Now,  Click on the link below to download a 2-page pdf
“Measuring The “HOW” of Human Performance” about using
behavioral style assessments to improve communication and team effectiveness.

The_DISC_Index_Profile_Measuring How 1018

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