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Further
Reading ...
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Complaints and Questions Can Help Your Business Grow - Lisa Lake
How many mottos for service companies have you heard that claim "We Listen to Customers"? Ignoring customers is like ignoring the brown speckled leaves on your tomato plants. They both feed you. But every business gets customers who complain about a...
Blogging for Business - Biana Babinsky
Not long ago a blog was simply an online diary. Initially, people decided that blogging was describing, in excruciating detail, how their day went, what they had for dinner last night, and why they spent the whole weekend doing laundry. Since then,...
Do You Act Like a Professional? - Betty Ann Wilkins
What does it take to be considered a Professional? Webster's dictionary defines a professional as engaging in an occupation for money. Does this mean that by just engaging in a profession you are a professional? Of course not. To be considered a...
Getting Organized for Success - Elena Fawkner
Getting Organized for Success © 2002 Elena Fawkner Email, sales letters, email, phone calls, J.O.B., email, kids, conference calls, mentoring and sponsoring, errands, personal time, email, website updating, writing articles, email, search...
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Communication: Management's Responsibility
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Written By:
Robert F. Abbott
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I've just watched, again, an episode in the Back to the Floor television series, which aired on the BBC (United Kingdom) and PBS (United States). Once more, communication turned out to be a key issue, as it often does in business stories.
If you're not familiar with the series, it features real-life CEOs who leave their comfortable offices (well sort of comfortable, these days) and go work on the front lines of their organizations for a week. Cameras follow the CEOs and record their interactions with staff, and their responses to those interactions.
In this episode, the managing director of London's Heathrow Airport took the plunge and worked in customer service for five days. That meant facing customers and dealing with their problems, including problems created by the airport.
Once more, we saw a CEO suffer the slings and arrows of outrageous fortune, so to speak. This CEO was rebuked by employees on the front lines, as well as customers. Employees tried to convey to him the difficulties they experience because no one at head office listens to them.
And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens when the organization comes face-to-face with real customers and their needs.
As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on in the real world, and perhaps what's worse, feel that management doesn't care.
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in abstractions. That's both logical and appropriate, even if it does keep each side from understanding the other.
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/>Management simply can't function effectively if it gets bogged down in details or specifics. Nor can it make important decisions if it stops to consider how each decision will affect individual persons in the organization.
Still, there's much management can do to bridge the divide. And the first step in that process is for management to accept responsibility for better communication. Unless management takes the initiative, there's no way for communication up and down the hierarchy to take place.
After all, employees can -- and often do -- express their ideas and emotions. But nothing can happen unless someone in management allows it to happen.
For example, in the Heathrow program, the managing director spots some trash in an out-of-the-way spot and calls in a cleanup crew. The customer service manager, who supervised the managing director for the week, chastised him for incurring an expense that wasn't in the budget (an appropriate response because the customer service manager would be chastised by his immediate superior if he had done that). The CEO responded by making an important policy change on the spot, yet what he really needed was a mechanism to get and give information about such problems, and a policy about when exceptions could be made.
By creating a mechanism that allowed workers at the front lines to communicate about that kind of problem (trash), he would get both results and greater employee loyalty.
Robert F. Abbott offers unique and useful business communication ideas in the complimentary online ezine, Abbott's Communication Letter http://www.abbottletter.com.
abbottr@managersguide.com
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| _Additional Resources ... |
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Online Business Is It For You... - Michelle Cobbs
So you want to start a home business. Believe it or not it is easy to get started. By the end of this article you could be on your way in less than a hour or two. I am going to briefly talk about one such business you can start right now. All...
The Magic Of Exponential Business Growth - Ewen Chia
Is there a 'magical' way to exponentially grow your business? It's about the timeless business principle known as "Re-investment". Look, one of the most exciting times for any new business is the time when effort begins to pay off. Finally,...
Put Some Pizazz in Your Software Arsenal - Dean Walden
The software giants don't do everything and don't always produce the result that we want. At least if you're like me, and you're not where you would like to be (profitwise). The fact is that there are tons of small software companies looking...
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