By
Akindotun Merino
Transparent communication is open and honest. This is an essential aspect of any successful relationship. All communication with employees should be transparent in order to build trust.
Transparent communication is the act of both good and bad information being shared upward, downward, and laterally in a way that allows all to see the why behind the words. … Additionally, transparent communication encourages others to communicate openly and increases the sharing of ideas (Hutchison, 2020, April 8).
According to one Gallup report, consistent, open communication — like holding regular one-on-one meetings with employees — can nearly triple engagement levels. It’s not all about frequency, either: Communication about performance should include open, vulnerable conversations about challenges the organization faces. Trace Lawrence of Chewse stated that the average business fails to welcome emotions to the table. Worse, many companies have tacitly banned emotion from the office altogether. But if you stick to only facts and neglect feelings, you prevent employees from speaking up — or from feeling heard. Conversely, when leaders and managers express how they’re feeling, they’re not just creating connections in the workplace. They’re also telling employees who may be frustrated or unhappy: “We hear you, we feel it too, and here’s how we’re fixing it.”
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Verbal communication is using words to express yourself. When speaking, most people hear what you say, but perhaps not your intention behind it. It’s important to get it right the first time, otherwise, you may have to do damage control. Speaking comes easily for some, and not so easily for others. If you fall into the latter category there are ways you can improve this. For example: practice what you are going to say before saying it. Granted, it’s not reasonable to practice everything you say, but there are those times when what you say will have a major impact, and you don’t want to leave any room for misinterpretation.
Keep employees in the loop of the status of the company or of any upcoming changes that may affect them directly. Make employees aware of important changes as they happen. Some people will be forgiving if you get it wrong the first time, but for others, this means starting from scratch in the trust-building department.
Here are some tips to help ensure your verbal communication is sending the right message:
- Speak with confidence
- Use a natural tone
- Speak clearly and succinctly
- Make sure your body language isn’t saying the opposite of your words
- Be an active listener
Communication can also be non-verbal. For many, non-verbal communication can be difficult to master, because you are not consciously aware of what you are “saying”. However, it is important for you to be mindful of your non-verbal communication and ensure it supports your intended message. Again, not doing so can give the impression that you are not being transparent, or are an untrustworthy individual.
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Here are some non-verbal communication cues to consider:
- Eye contact
- Handshake
- Posture
- Body movements
- Facial expressions
- Aspects of speech (tone and speed)
- Silence
Providing honest, constructive feedback strengthens the professional relationship. When giving feedback, it may be tempting to say what you believe the other person wants to hear, but doing so is a disservice to that person and non-beneficial to you. The purpose of feedback is to highlight strengths and make the person aware of potential areas for improvement. No matter how great a job one is doing, there is always something that can be done better or more effectively. Don’t rob that employee of an opportunity to grow. On the other hand, if all you focus on are areas for improvement without commending the employee for what they are doing well, you are robbing them of a chance to shine.
When giving feedback that requires change on the part of the employee, make sure you are specifically focusing on the behavior that needs to be changed, not something that can’t be changed, such as the employee’s personality. Also, be timely in your feedback, and set clear expectations of change and gain the employee’s commitment to do so.
Finally, gossip is not appropriate for the workplace, or any place, for that matter. It is designed to tear down, not to build up. So why would you want that as a part of your company? Besides, if one person shares gossip with you, chances are they will be sharing gossip about you.
Gossip is the opposite of transparent communication. It tells secrets to one party, while keeping the other party in the dark. This typically means the whole truth isn’t being exposed. Truth is what honesty is based on. Promoting an environment where gossip is not tolerated is promoting a workplace where trust thrives.
Here are some suggestions for ridding your workplace of gossip:
- Institute a zero-tolerance policy.
- Address the gossiper.
- Set a positive example.
READ ALSO: Trust Building At Work: Keep Promises And Respect
Dr. Akindotun Merino is a Professor of Psychology and a Mental Health Commissioner in California. She is the President of Jars Institute. Feel free to share your successes and challenges:
Prof. Akindotun Merino
Jars Education Group
info@akinmerino.com
YouTube.com/akinmerino
Instagram: @drakinmerino: Twitter: @drakindotun
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