The Communication Problem Solver 3. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions | Topflight managers develop exceptional skills in forging relationships throughout the organization and in particular with their own manager and direct reports. Built on trust respect and goodwill a good relationship eases the exchange of information on expectations and therefore enables successful cooperation. People more freely express their ideas when a trusting connection exists. Clarity contributes to sustaining good relationships because people learn to trust each other when they have the same understanding of roles responsibilities and levels of authority. Trust in the management context means that you and your employees have confidence that the other person s work behavior is consistent. Employees can rely on you for honest direct communication of expectations. You can depend on them to get the work done as agreed because you share an understanding of what is expected. When you habitually state clear expectations employees can tackle the assignment with conviction that they are on the right path. Knowing clearly what to do builds commitment to the work. It drives the creation and maintenance of positive working relationships. Relationships power collegial communication of expectations and earn employee buy-in. Well-developed associations with staff are the most important key to preventing and solving communication problems. Relationships and consistently clear expectations deliver results. 2 CHAPTER 1 The Power of Relationship This chapter gives tips on how to reinforce relationships and thus prevent performance disappointments even when dealing with people you don t like. Good working relationships are pivotal to getting positive results and developing team harmony. When interpersonal communication at work is pleasant people can focus on the projects and tasks instead of being sidetracked by poor relationships. The manager s intention and decision to form good working relationships is crucial. Leaving it to chance means ignoring a great opportunity to .
