How to communicate to be a great boss

How to communicate to be a great boss is an essential question in management and leadership. Communication, is the main element and basic tool in managing people and the organization, efficient flow of information and efficient communication between departments, managers or managers is very important.

The incredibly important role of communication is evidenced by scientific studies which show “that 75%-80% of the work day is spent communicating the figure rises to 90% for managers.”[6]

The boss should communicate with his employees first and foremost in a clear and transparent manner. It is his job to set individual and team goals. The way in which he communicates tasks, assigns responsibilities, as well as controls the work and evaluates his subordinates, has a huge impact on their well-being, their willingness to do their work, and the feeling that you are a valuable part of the team in an employee. “Effective verbal communication is not just about speaking clearly and concisely. It is also about making sure that information reaches the recipient and that he or she understands it."[2]

Starting from the beginning, i.e. the process of recruiting people for particular positions, it is the boss (in the person of, for example, a department head) who must clearly define expectations regarding the education, qualifications, hard and soft skills of the person being sought. Most often in large companies, most of the qualification process is handled by the HR department, however, the boss should meet personally with those selected for interview. It is also good practice to make sure that such a person is contacted by phone or email, as even then the person interested in accepting employment will see the serious attitude of the boss and, above all, respect.

Moving on to the next stage, we are already talking about a person newly hired. Here, too, the perception of the boss will be influenced by how and to what extent he will be involved in his adaptation to work in a new place in a particular position. The boss should personally introduce the place and the conditions under which the person will do the job and familiarize him with the people with whom he will have to work on a daily basis. Depending on the position, it is advisable to personally conduct a detailed job briefing (until the employee achieves the initial independence to perform the duties). You can also have it conducted by a competent person.

It is your duty to set out clear ground rules for the job, terms and conditions of employment and employee rights.

The boss should tailor assigned tasks to individuals on the basis of skills and qualifications. The division of labor should be fair according to the principle - if we have a period with a high accumulation of tasks then we divide them as equally as possible, if we have more free time then it can be used to relax together and discuss the activities performed.

One of the main tasks of the supervisor is to communicate with employees about the work they will be tasked to do. The boss must make it clear what is to be done. It makes a good impression when he knows and clearly specifies how the task will be done. Specifying approximate timeframes, or possible standards, is a mandatory practice that will facilitate later evaluation of the work done.

As a supervisor of employees, he is obliged to control the tasks performed. He is primarily responsible for the result obtained. It is also good practice to ask questions about the materials needed, to listen to comments on the work. On this basis, we facilitate the implementation of the intended purpose, and can make any adjustments to the plan, schedule of activities.

Control should be frequent enough to have an impact on the tasks performed, thereby building an image of a person as committed as the employees, and showing the importance of these tasks (which gives the employees a sense of belonging to an important project). However, control should not be too frequent, as this can be burdensome for subordinates, and give the boss a sense of lack of confidence in their abilities. Messages when we want to urge a given task should not be constructed in a way that an employee would perceive as pretentious forcing to speed up work. Instead, a much more respectful message will be one that asks for increased productivity, emphasizing the importance of the task, including inquiries about insights and problems in its performance.

After the work is done, the boss should fairly evaluate the quality of the work done, based on previous findings. The evaluation should also be unbiased and strict. The evaluation of tasks should not take into account previous achievements, successes, as well as old mistakes, or seniority, for example. What should be evaluated is the work itself, the task performed. Competence, of course, includes praising and appreciating individuals, when discussing the completed project, which can be worth doing in the forum with the whole group present. Errors and work done below expectations, should also be constructively criticized. When giving such a message, convey what specifically was done wrong and what we expected. It is also worth adding a few motivating sentences, which will include what skills the employee especially the boss is counting on in future tasks, and words that will show confidence in the fact that the criticized person can afford the high quality of the entrusted projects. Words of criticism should be conveyed by talking to the person concerned himself, so as not to further stress the employee with the presence of others.

When conveying praise or criticism, the boss should build the message in the form of “I” instead of the form of “You.” Using this form allows you to build rapport. It does not put the boss in the role of an attacker, but rather a person presenting his perspective to which the person can relate. In the case of praise, such a message, will also be well received, as we will express what we are satisfied with, and it is likely to trigger positive feelings and motivation in the employee.

One of the core values in leading a smaller or larger team must be respect for the other person, his work, as well as his safety and understanding of his needs.

A good boss who will be respected is one who requires his subordinates to stick to the outlined work ethics. It is up to him to draw consequences for breaking the rules. At the same time, it is also important for a superior to be able to settle disputes. He should also take care of the mental comfort of employees, if only with inquiries about their well-being, and comments on tasks. It is the duty of a good boss to take care of physical safety while performing work by providing personal protective equipment (if the position requires it).

Communication in management

Management of labor resources does not have a long history, only the turn of the 19th and 20th centuries allowed it to be distinguished as an independent discipline, three currents of management emerged namely: the classical school, the behavioral school and the quantitative-systems school.

The emergence of the idea of the classical approach to management falls at the end of the nineteenth is a period in which industry was developing rapidly, large companies and banks were established, so a method was sought to effectively manage people and the organization. The classical school was divided into two approaches to the subject of management: the administrative direction and the scientific direction. Administrative management focused on the structure of the organization, while scientific management dealt with the individual person and improving the efficiency of his work, the focus was on streamlining processes, the measurement of working time was introduced, later the concept was expanded to include an incentive system which consisted of the introduction of monetary bonuses after the completion of a task. Classical theory drew attention to the problems relevant to managing people, however, it placed too much emphasis on discipline and the importance of the authority of the manager / boss, had very strict assumptions defining interpersonal contacts on the line of the managed, the term bureaucracy appeared as “a way of exercising power, as well as a type of social order oriented towards impersonality, efficiency and certainty of actions”[1], which led to the creation of a gap between managers and employees. The classical school neglected the psychosocial needs of employees by treating them like cogs in the organization's machine.

The behavioral school was a response to the need to improve the relationship between management and employed workers, so it relied on pillars growing out of the field of psychology, and studied the behavior of the employee as an individual as well as a group. The behavioral school, or the school of human relations, made it possible to formulate the theory of human resource management “in this theory the most important value is obtained by people, they are considered the most expensive, most important capital.”[2

The behavioral school changed the outlook on the motivation system of employees, financial motivation expanded to include psychological motivation and emphasized the importance of self-realization was aimed at improving the relationship between managers and employees, building trust to create a good working climate, the employee began to be seen as a “social man”. The founders of this direction emphasized “that work performance is influenced by informal groups and authorities, a benevolent atmosphere, satisfactory interpersonal relations, and taking into account the needs of belonging and recognition of employees.”[3]. The behavioral school paid attention to the role of managers on building trust, benevolence, building bonds with the team, raised to a high level the communication problem in the organization.

The quantitative school and including the systems approach also “split into two directions: quantitative management theories including operational research and systems analysis"[4]. According to this approach, “the organization can be defined as a purposeful system, consisting of many subsystems, between which there are certain relationships (interactions).”[5], this means that the organization as a whole depends on many factors for example, technical, social or psychological analysis of these relationships affect the taking of action, the system school introduced the concept of “rational man” who constantly on the basis of analysis makes decisions, solves problems, makes choices. The quantitative approach, although it plays an important role in decision-making processes, ignores the social dimension of organizations and does not touch the essence of human relations.

Each of these theories shows the role that interpersonal relations between managers and employees play in an organization, or how the lack of inclusion in the assumptions of the idea and essence of humanization of personal relations can translate into the functioning of the organization. Relationships between the employee and the employer translate not only into the working atmosphere, but most importantly into the achievement of goals and the effectiveness of work and the company's performance, the role of the manager, his way of managing labor resources and how he is perceived by employees should be part of the company's management strategy. Employee management is a complex process you need to influence the attitudes of employees so that they realize the goals of the organization, the manager must be able to give orders, communicate with the managed, maintain ties with them, supervise, cooperate, the degree of employee involvement often depends on interpersonal relationships these relationships depend on the characteristics of the manager his flexibility and ability to respond appropriately to the situation and emerging problems, being oriented to people and noticing their ideas, emotional states, appreciating and motivating and above all the ability to communicate effectively.

Wisdom, trust and authority are not gained with the position you hold, these qualities have to be worked for, these qualities make subordinates more effective in carrying out orders and not out of fear of consequences, but out of respect liking and trust, moreover, a set of these qualities facilitates communication with employees.

With the knowledge that manager-manager relationships translate into work efficiency, commitment and the degree of achievement of the organization's goals and also knowing the importance of the role of communication, it is important to consider “How to communicate to be a well-liked and respected boss.”

Communicating is the basis of all human relations, talking, reading the press, books, listening to the radio, every day we undertake activities to acquire or transmit information.

Functions of communication in an organization

Informational

Providing information necessary for decision-making and coordinating tasks

Instructional

Giving instructions and explaining who, when and what actions must be taken to achieve the set goals

Controlling

Exercising control and evaluating the work performed, as well as providing feedback on the results of the evaluation

Motivational

Strengthening commitment to organizational tasks, achieving goals, involves management taking motivational measures

Integrative

Combining individual units into one organizational whole, it is a process of socialization and professional assimilation

Emotional

(expressive)

Expressing opinions and feelings, such as dissatisfaction, fears, frustrations, “safety valve” in interpersonal relations

Communication in the organization is divided into vertical (upward and downward) o once horizontal. The purpose of vertical downward communication is to: give instructions, tasks, assign responsibilities, inform, give evaluations on task performance, direct and instruct, provide career advice, motivate. The path of vertical downward communication starts from the highest levels of management through the lower levels to the contractors. Vertical upward communication takes place from the lowest level of the hierarchy to superiors, through the same channels by which information was transmitted downward. The purpose of vertical upward communication is to give feedback on, for example, difficulties in completing tasks, to make ideas and suggestions, personal matters, or to discuss the development of an employee's individual career path. Horizontal communication takes place between employees with equivalent functions in the organization, it is most often informal and direct, this type of communication often makes it difficult to manage, because the flow of information bypasses higher levels and problems with work organization, technical deficiencies or shortages in human resources. Companies establish internal communication systems that define:

- the direction of communication - that is, who should communicate with whom

- the purpose - that is, on what issue the communication should take place

- the type of channel - that is, what route the communication should take

In enterprises, various networks and forms of ways of communication are created, they can be: telephone network, bulletin boards, e-mail, meetings, briefings, deliberations, “face-to-face” talks, Internet network, instant messaging. [7]

However, in the communication process, the primary tool is speech, the understanding and reception of which depends on a number of factors-for example, how loudly or how quietly the message is spoken, the pitch, timbre and tone of the speaker's voice from his diction and the duration of the message. What can affect the effectiveness of message reception are, for example, differences in points of view and subjective view of the issue, linguistic differences, noise associated with the transmission of unnecessary content or the noise of machines working in the background, emotions, incompatibility of verbal and non-verbal messages, distrust of the speaker or information overload (table number 2).

Barriers to effective communication.

Semantic barriers

Overload of information, too fast transmission of information, incomprehensible subject matter, distortion, incomprehensible language, inappropriate terminology

Physical and environmental barriers

Noise, temperature, location, time of day, breakdowns, time pressure, bad room

Psychological barriers

Negative attitudes, generation difference, lack of tolerance, shyness, lack of interest, too much emotional involvement, fatigue, poor factual preparation, monotony of the message

Thus, speaking and understanding do not always have the same effectiveness however, it is the leading way of verbal communication.

Non-verbal communication skills are key to building interpersonal relationships and authority. How a boss, manager, manager communicates information, for example, about overtime, promotions or especially objections to the work performed affects the reception of this message by employees, the same message can arouse dislike or opposition, but also acceptance and approval. Non-verbal communication, which is itself a carrier of information, can also complement and valorize verbal communication, or disrupt it. When the verbal message is inconsistent with the speaker's body posture, gesture or facial expression, for example, a boss handing over an award to an employee for his successes who at the same time has a disdainful expression on his face or who doesn't even get up from his chair to shake the employee's hand doesn't inspire trust and at the same time doesn't give an expression of respect and appreciation for the employee's achievements, or a boss who assures that he is open to providing help and guarantees an opportunity to talk to an employee constantly glancing at his watch, suggesting that he doesn't have time to listen to the employee's problems. Therefore, in order to build credibility and respect in the communication process, it is necessary to ensure that verbal and non-verbal messages are consistent.

Non-verbal communication is the way in which we convey information, and can take various forms, for example: facial expressions, i.e. facial expressions that can express anger, surprise or embarrassment, gaze, i.e. eye contact or even avoidance of eye contact, body movements and gestures, posture, gesticulation, physical appearance such as clothing or physical appearance. Each of these elements should be taken care of during interpersonal communication, i.e. such “face-to-face” communication because it is on its way that not only official content, but also personal views or emotions are conveyed, sympathy and antipathy are built during these conversations, while the relationship between the manager and team members is one of the measures that determine the effectiveness of leadership.

So in order to build a favorable, sympathy-inducing and trusting image of the boss in interpersonal communication, one should be aware of the above principles.

Wanting to win over employees, it should be borne in mind that excessive criticism and constant lecturing negatively affects relationship building, moreover, it does not contribute to improving the quality of work. Criticism should be constructive, it should motivate to correct actions or behavior, remember not to criticize employees in the forum, such action is humiliating and degrading, so it is best to hold employees accountable for their work during individual conversations and as far as possible on an ongoing basis so that any mistakes and problems do not accumulate, you should also maintain a balance between negative evaluation and positive reinforcement and appreciation of successes, and this is another point to take care of. Recognizing the contribution and commitment of employees makes them feel noticed and important, have a sense of significance in the company. Praise and recognition of achievements should be communicated in the forum it gives a sense of satisfaction and motivates. It is worth emphasizing that praise should be adequate to the effort put in, so that it fairly relates to the commitment of colleagues. Thus, it is imperative to guard against favoritism or depreciation of employees. When dealing with the managed, care should be taken to provide an honest, fair and objective evaluation, the same tone of speech and attitude, so as not to give a sense of superiority of some employees over others, which is why it is so important to evaluate successes and failures in relation to the contribution to the work of all employed.

During the conversation, one should be able to put oneself in the situation of the interviewee and take into account different points of view, and although it is worth striving to make the goals and values of the company consistent for the manager and the managed one should respect subjective views and observations. The content of communications should never insult or ridicule the opinions of the interlocutor. Differences of opinion or assessment of reality should never become a source of open conflict. An elevated tone and argument with an employee is unacceptable. Employees differ in their views, personal culture, motivations, attitude or attitude to work, so we always encounter differences of opinion in interpersonal contacts, these differences are natural and should be respected. The interlocutor should always be heard to the end and with sincere attention. The boss, the manager must not close his views and insist on his reasons just for the sake of principle. Respect and favor can be gained by being open to people and taking into account their opinion, as it can find rational justification. That is why it is so important to give subordinates the opportunity to speak out. Employees want to have a sense of being heard and want to be able to make their rationale and suggestions, what is important to them at the moment, this satisfies their need for meaning and strengthens their sense of subjectivity. The role of the boss, on the other hand, is to skillfully, actively listen and express their interest. During the conversation, employees should be given the feeling that all attention is focused on him and the importance of the message is the same for both parties. It's worth ending the conversation with specific agreements to give a sense of taking the topic seriously. Opening up to employees' problems, talking and giving advice comes from kindness, which should be one of the attributes of a manager. Giving signals that help can be counted on builds trust in employees, and a friendly attitude and interest in employees, their work, problems and successes should be part of the essence of being a manager. The sense of trust and friendly attitude of employees can be strengthened, through non-verbal messages, so care should be taken to have a cheerful smiling face, an appropriate posture, a firm handshake. Facial expressions can immediately betray the attitude towards the employee or his statements. An important element in communication is the ability to present the task so that the employee has a sense of being a co-creator of implemented decisions additionally it affects the motivation of the employee gives a sense of subjectivity in the company.

Factors influencing the perception of the boss:

- Knowledge and competence

- Ability to lead a team

- Commitment and ability to motivate

- Professional ethics

- Good communication with employees

“Problems with managing people are due, among other things, to the fact that managers often fail to understand that they should be guided by similar principles as a good parent or teacher. That is: (...) - clearly define the limits of acceptable behavior,

- impose discipline and, if necessary, punish inappropriate behavior;

- clearly define minimum requirements for individual performance; help improve the performance of employees who do not meet these requirements; if an employee has no chance of improving performance within the team, consider removing him or her from the team and, in extreme cases, even from the organization;

- give clear feedback on performance and demonstrated behavior on an ongoing basis; praise good and substantively criticize poor performance;

- demonstrate by your own example what behavior and results are expected of subordinates;

- behave in a manner that commands the respect of the entire team."[1]

Interpersonal relations with the team

“Dr. Hersey says that the kind of leaders we are depends on two basic factors: The importance we place on completing each task. (...)The weight we give to the relationships we have with people, and the support we give them. The more we emphasize this dimension, the more supportive our leadership will be. This is how we encourage and appreciate good work, and develop close and good working relationships with colleagues and team members.” [3]

A boss who is liked and respected should have a good relationship with his team, often even a collegial one. On the other hand, he must not cross a certain barrier, because after all, he is the leader of the team and he is the one who sets tasks and goals. The main rule is not to mix professional and private relations. There is to be a sense of common purpose and respect in the team.

In order to establish positive camaraderie, it is of course possible to organize, for example, team-building meetings, so that employees can feel more connected to each other and the organization for which they work. But this is another situation in which the boundary (boss-employee) can be allowed to fade. At work, business contact should be maintained, which is the right foundation for high commitment and achievement of goals.

As for the manner of issuing messages itself, the tone should be firm but not commanding, as this can give the impression of a sense of superiority over subordinates.

Other conversations should be conducted politely, in accordance with the common rules of savoir-vivre in business relations.

Mistakes in communication with employees

“The biggest mistake traditional managers make is that they think communication runs only one way - from them. They did not understand that communication is about sharing one's own thoughts and listening to what others have to say."[4]

Unacceptable for a boss who passes himself off as well-liked and respected is autocratic behavior, and thus hard messages. An autocratic boss even prescribes the tasks that an employee is to perform, as well as the manner in which it is to be done. He does not give a voice to the other party, is not open to suggestions and thus destroys the subordinate's creativity, and lowers the sense of being a needed individual for the organization. Also wrong are rare and short messages in which the manager gives the impression of not wanting to interfere in the life of his team, giving too much freedom to do the work. In this case, his employees will have the impression that this one is not sufficiently strongly interested in the projects entrusted to them, and thus they will lose the sense that they are doing important work and playing a significant role in the company.

Summary

A respected and well-liked boss must clearly define goals for the team and individuals. His messages must be understandable and unchanging. If he makes a mistake while planning the work, he must fairly admit his error before the group. In the same way, he should openly and fairly recognize the good work of subordinates, the progress made, reward for it, as well as constructively criticize work done less well.

“The team leader should at all times establish and maintain good contact with the other team members. It is also important to communicate effectively with the team's external environment, such as the company's management."[5]

Despite the so-called “hard hand,” he should respect the employee, understand the needs (such as “on-demand” leave, in case of an emergency), and skillfully coordinate the team.

He must also be able to listen, and thus facilitate and streamline conditions for the execution of future projects. The respect one has for a boss is also influenced by his practical knowledge of the work, his ability to use it and to pass it on to his employees.

Above all, of course, is valued his personal culture.

A well-liked boss builds respect, trust and friendliness in employees, strengthens ties with the team, improves willingness to cooperate and commitment to work thereby improving efficiency and productivity which realistically translates into the success of the entire organization.

Bibliography

M. Kowalska, Ewolucja teorii zarzadzania, „Wiedza Obronna”, Wydanie podwójne tom 266-267, 2019, str. 179

W. Bańka, Zarządzanie personelem. Teoria i praktyka, Wydawnictwo Adam Marszałek, Toruń, 2000, str. 25

M. Młokosiewicz, Humanizacja relacji przełożony – podwładny w klasycznej i behawioralnej szkole organizacji i zarządzania a koncepcja kapitału społecznego, Edukacja Humanistyczna Nr 1 (34), Szczecin, 2016, str. 13

M. Kowalska, Ewolucja teorii zarzadzania, „Wiedza Obronna”, Wydanie podwójne tom 266-267, 2019, str. 181

W. Bańka, Zarządzanie personelem. Teoria i praktyka, Wydawnictwo Adam Marszałek, Toruń, 2000, str. 112

W. Bańka, Zarządzanie personelem. Teoria i praktyka, Wydawnictwo Adam Marszałek, Toruń, 2000, str. 123

Nic Peeling, ”Błyskotliwy menedżer. Co dobry menedżer wie, robi i mówi”, Polskie Wydawnictwo Ekonomiczne, Warszawa 2010 , str.18

Shirley Payne, „Jak być dobrym menedżerem.” , Wolters Kluwer Polska, Kraków 2009, str.123

Mark Thomas, ”Mistrzowskie zarządzanie ludźmi.”, Oficyna a Wolters Kluwer business, Warszawa 2010, str.35-36

Dale Carnegie ”I ty możesz być liderem”, Wydawnictwo Studio EMKA, Warszawa 1995, str. 41

Piotr Wachowiak „Kierowanie zespołem projektowym”, Difin, Warszawa 2004, str.84

Take a look at our customized top-notch negotiation workshops, negotiation consulting and negotiation coaching services!

If you like learning online have a look at our Advanced online negotiation course and don’t forget to visit our leadership blog