Does your organization have an effective communication system in place? Is there an openness and sincerity at every organizational level to ensure that the communication system functions to the overall betterment of the company? If not, what is standing in the way?
Below are three common barriers to effective communication in the workplace:
1. Lack of trust and mutual respect. Some organizations have a top management that is autocratic and condescending, who tend to view employees as just another resource to be maximized, to be seen and not necessarily heard. Some companies have departments that poorly understand or care little about the roles and responsibilities of other departments, care little about cross-departmental cooperation, and thus tend to marginalize other groups as non-value adding. Other companies have employees who, for a variety of reasons, have little or no faith in the firm's leadership. Some organizations reflect all of the above conditions. Organizations that care little about one another typically care little about its customers. Not a pretty picture, huh?
2. Lack of competency. Many people, to include top managers, are brilliant at their work. They can solve complex problems and overcome considerable obstacles. They deliver consistently high results and otherwise add great value to a company. But their communication skills are virtually nil. Verbal and written communication abilities are acquired skills, and are perishable if not practiced routinely. Effective communicators are themselves high-value employees, and as a result are often in high demand.
3. Lack of interest. People are busy. There is more work than hours in the day. Establishing a comprehensive communications process means even more work, even more time away from the primary tasks of the company, with absolutely no guarantee of success. Besides, people communicate with one another when needed. Or so it's thought. If a company is ambivalent about communicating effectively, up, down, and all around, both internally and externally, then the ticking time bomb will eventually explode. And the ensuing mess will not be easily or quickly cleaned up.
Each of the above barriers is, in and of itself, an inhibitor. Combine all three and you have a disabler. The good news is that these barriers than can be overcome with leadership, diligence, and perseverance. Any management team interested in success should be identifying these barriers and then relentlessly driving an effective, open communication process. It's not rocket science, but these barriers do not suddenly go away like an overnight virus. It takes work; it takes commitment. And the results in employee efficiency and customer satisfaction are far more often worth the time and effort.
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