"Field Notes" is a regular AACRAO
Connect
column covering practical and philosophical issues facing admissions and registrar professionals. The columns are authored by various AACRAO members. If you have an idea for a column and would like to contribute, please send an email to the editor at connect@aacrao.org.
by Jennifer Brackett, Assistant Registrar, University of Notre Dame
Roberto Goizueta, the former CEO of Coca-Cola, said, “Communication is the only task you cannot delegate.” Never have truer words been spoken.
No matter the industry, no matter the position you hold, communication is one of the most important aspects of our individual jobs, and of all successful organizations.
We have all been to the stereotypical human resources communication trainings; we may even implement snippets of those seminars into our own communication styles from time to time. But communication deserves more than a cursory look, given how central it is to interpersonal dynamics and organizational function. Consider the below examples.
Respect colleagues' time
Let’s think about how we plan our communications. How many times have you been in the midst of a project, when someone asks, “Do you have a minute?” You may be thinking to yourself, “No, I do not.”; however, as a professional and a colleague, you make the time, despite the disruption.
Or, on the flip side of that, are you the person who just ‘pops in' to see someone?
A more collegial approach is to
ask someone's permission if it seems like you might be interrupting. While there are many ways to respect their need to concentrate, like an email or a polite inquiry before diving in, one of my personal favorites is Google Chats. It takes just a few seconds to type a quick “Do you have a minute?”, and this allows our colleagues to consider their schedule, and whether they have time to discuss an issue with you, and then to mentally prepare to have that conversation, while being respectful of your colleague's time.
So, now that we know the colleague has time to engage, we should respect that time by getting to the point.
Because time is such an important commodity when the conversation takes place, it is important to be straightforward and open. Don't "
bury the lede," but rather start with a clear communication about what you're expecting from the conversation. Share key facts early on to help the listener understand your expectations of the conversation and actively participate in the discussion.
This skill is one that my supervisor and I have honed through years of coaching and learning; we’ve developed a set of expectations that help us to come into conversations prepared, knowing what kind of questions will be asked, and having the answers to those questions, while being open and honest about the facts. It goes a long way to making conversations successful.
Attend to body language
While our words convey specific information, there are other important aspects of communication, as well. In fact, as much as 93 percent of the information communicated in a conversation is communicated nonverbally. This means body language and tone are very important, as speakers and as listeners. We’ve all been a witness to (or guilty of) those non-verbal cues that give away our opinion of a situation. The seemingly nonchalant glance at the cell phone, the keys clicking on a keyboard during a meeting, the unconscious tilt of the head or roll of the eyes.
When you are the speaker or the listener, your body language conveys volumes. Take these into consideration in your communications: your excited or monotone voice conveys your feelings about the topic; a simple smile is an invitation to a conversation where something productive can take place; eye contact; a firm handshake; choosing where to sit in a meeting; your body language (i.e. yawning, rubbing your head, the tilt of your face, your head shake), all of these convey how engaged you are in a conversation.
Provide appropriate feedback
Communication is much more than the one-on-one conversations with your boss, or with the team you supervise; communication opportunities exist everywhere in the workplace. How you communicate in those interactions is just as important. For example, feedback, especially when sought, can be extremely helpful and meaningful.
To help make feedback the most meaningful, regardless of whether it is positive or constructive, be sure to be specific. Citing specifics helps the listener to know exactly what you mean, rather than being vague or obtuse. Feedback is also at its best when it provides a productive avenue for the listener to take action; generalized statements regarding success or failure are hard to act on.
All feedback should be provided at the right place and time; for example, corporate meetings with peers and subordinates are probably not the best places to have discussions about heated topics. Also, try to avoid using generalized terms like “every”, “always”, and “never”, since they do not provide the necessary specifics for the listener to be able to take action.
End the discussion with action
After a discussion, develop a list of clear action items to keep momentum going. Of course, the crucial “thank you” is always a good way to end a conversation, as the listener’s time is valuable, and you have just borrowed some of it.
Communicate to connect
Last spring, in his keynote address at AACRAO entitled, “If I Understood You, Would I Have This Look on My Face?”, Alan Alda addressed how important it is for you, as the speaker, to be continually engaging your audience, keeping them interested in what you are discussing. This is amazing advice. According to Alda, it isn’t the listener’s responsibility to be thinking at the same speed you are. After all, you have had days, weeks, months to prepare and arrive at your thoughts and points. It is important to make sure that your audience is following your thought process. Empathy for your audience, and allowing them to truly connect with what you are discussing, to have a sense of ownership, goes a long way.
Communication in the workplace is a complicated matter, and there are many facets to how we communicate best at work. We communicate with supervisors, colleagues, subordinates, students, administration, and the general public, just to name a few, on so many possible topics that it boggles the mind. Ultimately, whether the stakes are high, or whether a conversation is simply casual, being efficient with our words and effective with our non-verbal communication are critical in conversing with people. Our conversations will be the most impactful when they are thought out, honest, and reflective of common goals, while also keeping the audience at the heart of the conversation.
Works Cited
How to Say It at Work: Putting Yourself Across with Power Words, Phrases, Body Language and Communication Secrets, Jack Griffin, Prentice Hall Press, 1998
Great on the Job: What to Say, How to Say It. The Secrets of Getting Ahead, Jodi Glickman, St. Martin’s Griffin, 2011
Crucial Conversations: Tools for Talking When the Stakes are High, Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler, McGraw-Hill, 2002
If I Understood You, Would I Have This Look on My Face?: My Adventures in the Art and Science of Relating and Communicating, Alan Alda, Random House, 2017
Made to Stick: Why Some Ideas Survive and Others Die, Chip Heath and Dan Heath, Random House, 2007