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Communication Skills
There’s a great deal of talk about the need to be a good communicator in today’s workplace. But what exactly does that mean? Which among the broad set of communication skills do managers need most in their employees? And what can you do to transition from being a good communicator to a great one?
As an administrative professional, you’ve always held a highly visible role in the workplace. You have been — and continue to be — the first point of contact for outside parties, such as potential clients, investors, customers and job candidates. All of these people are likely to get their first impression of the company through their interactions with you.
What’s changed? You’re still that vital first point of contact. But increasingly, you are the “go-to” person from beginning to end for a wide range of internal and external contacts. You follow through on tasks ranging from simple information requests to complex research projects. Your wider scope of responsibility and knowledge enables you to handle a constantly growing workload. You may communicate as much in writing as you do verbally, with e-mail communication being a prominent tool.
Step by step: Improving your communication skills
Why communication skills count:
We work in a culture driven by communication. Consider the reasons strong communication skills are important:
· Managers are frequently out of the office more than they are in. They rely on you as a primary point of contact for people all the time, but especially in their absence. You are “ground control” to an increasingly mobile workforce, and to outsiders who expect fast turnaround on their requests.
· You don’t just communicate words and action items. You also communicate a sense of culture, organization and purpose in your interactions (especially with off-site staff and people unfamiliar with your company).
· More communication tools are available, meaning you’re writing and speaking through various media. Each interaction creates and reinforces others’ impressions of you and the company.
Here’s what managers are looking for:
· A back-up — Can you represent bosses when they can’t make a meeting or conference call? More importantly, can you communicate relevant points on their behalf during the discussion, and provide a detailed synopsis of what was said?
· The right words — Many managers write and answer their own e-mail and other correspondence. But they may look to you as a sounding board or second opinion in crafting certain messages, like those communicating sensitive news.
· An eye for detail — A heavy emphasis on e-mail means more attention to detail. Be known as the person who can communicate clearly, concisely and without errors.
· A step beyond — Solid listening skills are critical in communication, but bosses want more. They want someone who can absorb the whirlwind of activity around them and make sense of changing priorities.
Step by step: Improving your communication skills
Transition your skills from good to great by using these strategies:
· Proof a second time — Before hitting the send button, reread your e-mail. Computer spell-checkers catch some — but not all — mistakes. And they can’t edit for clarity and conciseness — only you can.
· Play it again — Most voice mail systems enable you to listen to the message you’ve just recorded before sending it. Take advantage of this option — especially when leaving messages for busy executives. Your tone of voice, calls to action and brevity all play a role in how the message is received (not to mention how quickly you get a response).
· Extend a courtesy — No one would argue that the work environment isn’t fast and furious. But that’s not an excuse to check courtesy at the door. Remember, little things like saying “please” and “thank you” go a long way.
· Check in on check-ins — Is your boss satisfied with the amount and type of updates you give on a regular basis? If you’re not sure, ask. This isn’t just for new employees — people who have worked for the same boss for years can still make adjustments for the better; managers appreciate a proactive approach.
· Question your priorities — Are you spending the bulk of your time on the most critical projects? If not, it’s time to sit down with your boss. You may need to shift project deadlines or get extra help to make it through a peak workload period. You may also find that priorities have changed. Either way, it’s important to take the initiative and ask for the discussion.