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Strong communication skills are essential to being an effective manager. A study conducted by the American Management Association in October 2003 identied it as the most important skill. Given the problems that poor communication can cause, it is a critically important leadership skill, no matter what your position within an organization. What can you do to be a better communicator? Here are steps you can take when you communicatein writing and verballyto ensure that those with whom you communicate get your message.
1 Be direct when the situation

to Being an Outstanding Communicator

8 Always keep your own manager

demands it. Say what you mean clearly. Do not garble your message behind phrases that obscure or soften its impact.
2 When making a request or giving a

informed. Your superior wants to be prepared, to look good and in control. If you embarrass him or her, it will come back to haunt you.
9 Dont hide bad news. The grapevine

directive, be polite but decisive. You can thank your employees for doing extra work without being apologetic.
3 Take a moment to think before

will get to your boss before you do, robbing you of the chance to put your own slant on the issue.
10 Speak condently. Present your ideas

speaking. What is it you really want to say? What emotions do you want to express? Which ones do you not want to express? How can you communicate these through your use of language?
4 Be certain the time is appropriate for

concisely and clearly. Your body language should reinforce your self-condence. Lean forward and maintain eye contact on critical issues.
11 Know your listeners. Who are they?

communicating. Praise is usually welcome at any time, but avoid criticizing an employees work when he or she has one foot out the door and is leaving for a three-day weekend. Better to save your observations for a more receptive time.
5 Make sure you have all the informa-

What do they already know? How much detail do they need? What have they experienced prior to your message? What do they want to hear? Are they paying attention? Do they care about you and what you have to say?
12 Work at listening. Most people speak

tion before making a statement. You can either delay the discussion or ask questions rst to help you collect the necessary information.
6 Be clear and specic about what

you want. If you are not sure that the people to whom you are talking have understood you, ask them to repeat your message.
7 When you communicate an impor-

at an average rate of 120 words per minute. The average listening capacity is about four times faster. This difference can cause your mind to wander when another is speaking unless you focus on the speakers words. Dont plan your response while the person is speaking.
13 Overcome writers block by jotting

down ideas as they come to you. Dont assume youll remember later.
14 Think out loud about a subject

tant point, raise your voice slightly or begin to speak deliberately. Also, let your body language reect the importance of what you are saying by leaning forward, opening your eyes wider and using appropriate hand gestures.

youre writing on. Use a tape recorder and make notesthis is one way you can get over the hurdle of a blank page.

15 Focus on solutions rather than prob-

24 Use positive language. Be conscious

lems. Whether you are communicating verbally or in writing, show that you have a solution and are willing to take responsibility to apply your solution.
16 Ask your employees for their opinion.

of both what you say and how you say it. Dont get the reputation of being someone who is very good at nding holes in the ideas of others.
25 Build collaboration with your words.

This will make your employees feel valued and can have a positive impact on their commitment. Demonstrate you really heard their ideas by acting on them. If you cant act, explain as soon as possible.
17 Dont assume that what you know,

Demanding phrases like the following imply coercion and pressure and prompt resistance: You should, you ought to, you must, I must ask you to.
26 Solicit the other persons perspec-

everyone knows. Staff wont know unless you make a deliberate attempt to convey carefully the information.
18 Meet regularly. Hold staff meetings to

report how the organization is doing, major accomplishments, concerns, announcements about staff and so forth.
19 Use staff meetings to solicit feed-

tive. In a negotiating situation, use questions to nd out what the other persons concerns and needs might be. Try: What do you need from me on this? What are your concerns about what I am asking?
27 State your needs. Just as you need to

back on your management. Do a roundtable approach to hear from each person.

20 Avoid the possibility of rumors

know the other partys needs, he or she needs to know what you need. It is important to state not only what you need but also why you need it. Often, disagreement occurs over the method for solving an issue, not the overall goal.
28 Prepare your options beforehand. If

developing. Take the attitude that it is better to give too much information than too little. Keep a ipchart in your work area. Write news on it regularly. Allow your people to write questions that they want to deal with at your meetings.
21 Never deny or lie about the truth.

your preferred solution isnt acceptable, know how far you will bend.
29 Dont argue. You argue when you want

Often, information reaches your staff before you get it. Track down the source and establish whether the information is fact or ction. When you have the truth, let your people know right away.
22 Begin conversations positively. If

to prove the other person is wrong, not to make progress in reaching an agreement, whatever the situation. Arguments often result in a power struggle.
30 Determine when written communi-

there is the possibility for conict, start off with something you both agree on. Build on areas that you have in common to establish a positive atmosphere.
23 Avoid the word but. The word imme-

cations is preferable. Is a major decision required? Is the issue complex? Does the matter need to be studied prior to a decision? Under those circumstances, a document is often preferable.
31 Avoid legalese. Write as if you were

talking to friends.
32 Keep written communications brief

diately puts people on the defensive.

and specic. Focus on the steak, not the sizzle. Make your rst paragraph shortgrab your readers interest and keep it by writing clearly and concisely