Frequently, we overlook a fundamental objective in the business realm—building connections with clients, customers, prospects, colleagues, shareholders, and most importantly, employees.
Lou Solomon, who established Interact, a consultancy focused on leadership communication, emphasizes that for employees to flourish and unleash the next groundbreaking concept—one that will please everyone—they need to foster connections with those around them, beginning with their managers:
In a recent example, we assisted a leader, whom we’ll refer to as Dawn, in directing her team through constructive discussions concerning challenging topics that were hindering their progress. By the end of this session, we conducted a segment of “recognition and gratitude,” where each participant received detailed and constructive feedback regarding their roles within the team.
I observed the once serious and weary expressions of these team members shift to relief as they received sincere recognition from each other. When Dawn addressed the group, they were visibly touched to learn that she fully valued their abilities. Later, she shared that they departed feeling lighter, revitalized, and eager to return to the work they are passionate about.
Every individual, irrespective of their position, deserves acknowledgment and impactful feedback regarding their contributions. If you believe this is a standard and routinely implemented aspect of leadership, reconsider. A recent study by Harris Interactive for Interact revealed that over half of American employees (63%) believe that leaders are hindered in their effectiveness due to their failure to express appreciation for their team members.
A staggering 91% of employed adults in the U.S. feel that there are communication barriers that impede business leaders from achieving effective leadership. This is quite alarming, particularly when we invest substantial resources in surveys, reorganizations, consultants, and various change initiatives.
The survey sampled 2,033 U.S. adults aged 18 and over, out of which 999 were employed, and their feedback contributes to the reported findings.
The primary communication challenges identified as factors that impair leadership effectiveness were as follows:
- Failure to acknowledge employee accomplishments (63%)
- Insufficient clarity in instructions (57%)
- Lack of time to meet with team members (52%)
- Reluctance to engage with subordinates (51%)
- Claiming credit for others’ ideas (47%)
- Inability to provide constructive feedback (39%)
- Unfamiliarity with employees’ names (36%)
- Avoidance of direct communication (34%)
- Not expressing interest in employees’ lives beyond work (23%)
Effective communication forms the backbone of any organization, with leaders setting the tone. Constructive communication hinges on trust, inclusiveness, recognition, clarity, meaningful interactions, and feedback at the organization’s core.
The most adept leaders recognize that transparent communication positively influences a company’s financial performance and can enhance productivity. They prioritize fostering a sense of connection with their teams and showing appreciation for their employees by expressing and inquiring:
1. “I value what you bring to the table and specifically appreciate your contributions.”
A simplistic “good job” doesn’t fulfill the emotional needs of those who invest their heart into their work. Instead, offer specific praise, such as, “I admire how you involve team members from different departments to achieve your goals—you’re a bridge-builder.” Leaders must acknowledge the distinctive and specific efforts of their team members.
2. “Thank you.” (both personally and publicly)
From brief exchanges in hallways to deeper conversations in the parking lot, everyday interactions present opportunities for leaders to engage meaningfully and express appreciations for their employees’ hard work. Public acknowledgment during an all-staff meeting, or a sincere “thank you” in a newsletter, carry great weight.
3.“What are your thoughts?”
Employees frequently hold back their best ideas when they are led by those who always seem to have the “correct” answer or who take credit for others’ contributions. Pose questions like, “What have you observed?” “How could we enhance our process?” “What obstacles are we facing?” and “What excites you about this?” Create a safe environment where individuals can freely share their ideas and receive recognition, leading to them taking ownership of outcomes.
4. “Here’s the current situation and what you can anticipate.”
In today’s dynamic environment, organizations often face constant change, and information is too frequently withheld until the very last moment. This can distract employees who need straightforward information about their prospects. Leaders often underestimate their team’s capacity to handle difficult truths when communicated transparently. By sharing as much information as possible, leaders cultivate deep respect among their workforce. Transparency is typically more valuable than silence.
5. “I have some observations to share with you.”
Don’t postpone feedback until annual performance reviews. A culture rich in ongoing dialogue is beneficial and agile.
6.“I’ll share a time I made a mistake.
Admirable leaders are respected for their intelligence and competence, but employees appreciate and trust those leaders who, despite their knowledge and skill, can occasionally share their blunders and the lessons learned. An effective leader would say, “Let me share a challenging situation I faced and what it taught me,” rather than simply directing the path forward.
