The Communication Problem Solver 6. 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 | The Secrets to Creating and Sustaining Energized Relationships everyone because the tasks most likely will be stable. Assignments that change frequently create stress and distrust and therefore undermine a manager s personal power. Stable tasks enable employees to believe that the manager knows the direction and is there to support the employees achieve the goals. In short to set clear expectations for others you must first know clearly what is expected of you. Looking at your managerial role from the points of view of your boss staff peers and upper management will help you feel confident about the breadth of your scope and the extent of your authority. This 360-degree look at your responsibilities illuminates what others need from you. Used well this knowledge can prevent misunderstandings and translate into achieving results through positive working relationships. Transparent understanding of your entire suite of responsibilities written and unwritten can result in gaining support from all directions and levels of the organization. It also points you to a bigger picture of where to contribute to others in supporting corporate goals. Using a recommended worksheet will help you to communicate in a logical manner with your boss. It is critical for your success that you comprehend your roles as your boss and others see them. To effectively lead and manage your group you and your manager must agree on your responsibilities and depth of authority. Once you solidify what your manager expects and what level of authority you have for each project or task you can confidently delegate to and follow up with your staff. If you live in the dark your staff will too and they will not see you as their leader. Expectations are frequently unwritten and often unspoken or undefined. Yet you will be evaluated on these unwritten expectations. It is your job to take the initiative to clarify your manager s expectations so you can succeed. Many managers ask Shouldn t this conversation .
