e people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. E

Recently I read about a study conducted in 2001, which included approximately 20,000 exit interviews. A major finding in the study was that poor communications skills of supervisors were a leading factor in poor supervisory behavior, which caused people to leave their jobs. And I believe there is plenty of evidence today that there are many people who have been promoted into management and supervisory positions without the proper communications skills and therefore are causing this dysfunctional behavior to continue in many workplaces.

Okay coach, what do you prescribe to take care of these poor communication skills of managers and supervisors? Well, your strategic thinking business coach wants to share thirteen (13) powerful communication tips for them, as well as others in the workplace. Here they are:

1. Commit to becoming an effective listener. And learn how to “hear” what people are saying to you.

2. Conduct regular 1-on-1 meetings with people that work with you. And give them your full attention when meeting with them.

3. Demonstrate the core values of your company or organization on a consistent basis in whatever you do in your communications with fellow employees and those you supervise and manage.

4. Be sure you make extra efforts to ensure that all those people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. En

there are many people who have been promoted into management and supervisory positions without the proper communications skills and therefore are causing this dysfunctional behavior to continue in many workplaces.

Okay coach, what do you prescribe to take care of these poor communication skills of managers and supervisors? Well, your strategic thinking business coach wants to share thirteen (13) powerful communication tips for them, as well as others in the workplace. Here they are:

1. Commit to becoming an effective listener. And learn how to “hear” what people are saying to you.

2. Conduct regular 1-on-1 meetings with people that work with you. And give them your full attention when meeting with them.

3. Demonstrate the core values of your company or organization on a consistent basis in whatever you do in your communications with fellow employees and those you supervise and manage.

4. Be sure you make extra efforts to ensure that all those people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. E

Well, your strategic thinking business coach wants to share thirteen (13) powerful communication tips for them, as well as others in the workplace. Here they are:

1. Commit to becoming an effective listener. And learn how to “hear” what people are saying to you.

2. Conduct regular 1-on-1 meetings with people that work with you. And give them your full attention when meeting with them.

3. Demonstrate the core values of your company or organization on a consistent basis in whatever you do in your communications with fellow employees and those you supervise and manage.

4. Be sure you make extra efforts to ensure that all those people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. E

work with you. And give them your full attention when meeting with them.

3. Demonstrate the core values of your company or organization on a consistent basis in whatever you do in your communications with fellow employees and those you supervise and manage.

4. Be sure you make extra efforts to ensure that all those people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. E

e people that need to know are told what they need to know and in a timely manner. For performance issues, this means communicating with them well before an annual performance review.

5. Discuss personal and delicate matters in person, preferably face-to-face or if need be by telephone, rather than via email.

6. Ensure confidentiality in communications where appropriate and required.

7. Learn how to effectively communicate with groups of employees.

8. Actively seek feedback from your staff and fellow employees about your own communications.

9. Make eye contact with the person or persons with whom you are communicating.

10. Send a consistent message by making your words; gestures facial expressions and tone of voice match your message.

11. Stay focused on the present, your feelings, understanding one another and finding a solution.

12. Ask for assistance if you need it.

13. Practice, practice, practice your communication skills!