The False Belief and Misplaced Confidence in Organizations
The two assumptions of professionalism that don't always show themselves in practice
Organizational leaders hire and employ people for varying degrees of technical skills and competence and yet, there are employees who feel that getting quality work done collaboratively and respectfully is extremely difficult and stressful.
The assumption that all individuals and teams will work well together often isn’t proven with the facts and evidence from day-to-day work.
One expert addresses the difficulty.
“One of the biggest mistakes organizations make in talent development is focusing exclusively on technical skills while ignoring communication intelligence and behavioral dynamics,” says Lillian Glass, PhD, an interpersonal communication and body language professional, media commentator and multiple-time author.
“Employees who cannot effectively communicate, collaborate, regulate emotions or interpret interpersonal cues, often create productivity and morale issues, regardless of technical competence.”
This leadership trust can be misplaced and the acceptance of gaps and problems comes with expenses: to co-workers, teams, culture, the work, mental health, job satisfaction, outputs and the organization.
“Ignoring communication intelligence can cost the company a great deal of money in the long run,” Glass says. “If ignored, there will be miscommunication between team members and co-workers, which can result in costly mistakes.
“There can also be tension and conflict, which can cost people peace of mind, create emotional upset and even a loss of a position or a job.”
She speaks to what she believes are the most glaring productivity and morale issues and the reliable steps for prevention catching developing issues early to correct them.
“Morale is the key to happiness in a job and, consequently, productivity,” Glass asserts.
“One bad apple, so to speak, can spoil the attitude of others, so you have to make sure that everyone is on the same page. That means, if there is something bothering someone, they need an open channel to express themselves and to take care of the issue that is bothering them,” she adds. “There needs to be open communication with those who have the authority to solve the problem.”
Ethical receptiveness is also Glass’ recommendation.
“There needs to be an open-door policy where a person can communicate their dissatisfaction immediately, without consequence,” she argues. “Their concern also needs to be handled immediately so that nothing escalates and gets out of hand. This prevents any issue from festering into a full-blown problem that cannot be remedied.”
Leaders can learn to frame their thinking to value professional communication competence and responsible behavioral dynamics to inspire them to want to take positive, respected action, the kind that earns increased trust, respect and employee harmony and ideally, stronger performance.
“Leaders need to have it ingrained in them that without communication awareness and behavioral awareness of those they lead, there will be problems, no matter what else they do,” Glass asserts.
“Otherwise, they will encounter financial, emotional and psychological issues within those they lead that will stymie anything they attempt to do within the organization.”
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