Why communication is important
From a business standpoint, communication is important to keep operations running smoothly. Whether it is via an email, an in-person conversation or a phone call, the clear and swift relay of information between employees helps them to be productive during their day or to take quick action if a crisis emerges.
If employees fail to communicate with each other, problems may arise and delays can occur. For example, if a piece of machinery breaks down while an employee is using it, and they fail to alert the maintenance team, the problem may not be discovered until another employee goes to use the equipment.
This can cause delays to the machinery being repaired and in the other employee being able to complete their workload. Or, an employee may have a concern about a project task. If they fail to raise the concern, it may come to pass at a later date and may need to be rectified at a cost of significantly more time and money than if it had originally been addressed.
From an employee standpoint, being able to communicate enables them to better engage with their colleagues, which can improve workplace morale. It helps them to more easily do their own work, which can improve job satisfaction and motivation.
Communication issues can be caused by a range of factors. A junior employee may be nervous to talk to a senior employee because of their professional standing in the business. Or, a worker may have poor public-speaking skills so they prefer to communicate with others in writing, which may not be timely.
Whatever the cause, taking the first step to resolve communication issues will have long-lasting benefits for any business.
Icebreakers to improve communication
Communication is a skill that is strengthened over time, but sometimes it may take just one small act or method to break the ice between employees.
There are many methods of communication in the workplace that business leaders can use to break the ice, but these three suggestions are easy to implement for any business.
Personal introductions
Getting to know colleagues on a more personal or social level than a professional level can provide employees with the confidence to openly talk to each other, facilitating better communication in the workplace.
If they wish, workers can also use the information to make a soft opening to a conversation, enabling them to ask their colleague about their interest when they first approach them before they turn the conversation towards work. This can boost effective communication in the workplace by giving people the chance to start what may be a tough conversation off in a low-key way, especially if they are shy or nervous about what they want to address.
For example, at the start of a meeting, the host can ask each attendee to introduce themselves and share a personal fact with the group, such as a hobby that they enjoy or the sporting team they follow. This type of activity works well when a new employee joins the team or when a new team is formed to start a significant project. However, this type of personal introduction can also help provide greater insight for employees who have worked with each other for a long time or lost regular contact while working remotely.
Team-building games
Games that improve communication do not need to only be played during team-building workshops or professional retreats – they can be introduced into daily or weekly meetings. Managers or supervisors can stage a game at the start or the end of a work-in-progress (WIP) or toolbox meeting. This means communication can be regularly worked on. It can also occur in short bursts, such as five minutes a day, which is easy to work into any business schedule.
For example, the manager can appoint a different employee at each meeting to tell a brief story. Colleagues can ask the employee questions to determine if the story is fact or fiction. Or, employees can be divided into small groups based on a common interest, such as those who watch a particular television show or the same sport, and can quiz each other on their favourite moments.
Business leaders may like to outline to staff that the quick game is being played as a way to improve communication so that employees know they are building active-listening, problem-solving and public-speaking skills. Some workers are private and do not want colleagues to know too much about them, so ensure that topics do not intrude too much on employees’ personal lives.
Ask for feedback
Asking for feedback is a simple way to promote two-way conversations in the workplace. Managers and leaders can encourage their employees to ask for feedback, too, either from them or from their colleagues, to help ensure conversations flow freely between all workers.
For example, a supervisor may outline the day’s tasks to their employee, then at the end of their briefing, they can ask if the worker has any feedback or questions. This can provide an immediate opportunity for the employee to raise questions and concerns, or even just clarify their duties with their supervisor. It also helps to break the ice so that if a question arises during the course of the day, the employee feels comfortable about taking up the offer to raise it with them.
Meanwhile, a business leader who asks for feedback at the end of a staff meeting may find that some workers are too shy to make their point in front of their colleagues. Outlining that employees can still provide feedback directly to them later encourages those workers to communicate individually.
This type of icebreaker is beneficial as it does not need to be verbal. Employees may be more inclined to provide written feedback through a text or an email if they find that is more timely or comfortable for them.
Other methods of communication in the workplace for breaking the ice
Employers and managers may want to consider their own approachability and implement some icebreakers of their own so that employees can better communicate with them. Even if their employees have worked for the company for a long time, they may have formed habits when communicating with business leaders that need not occur.
For example, managers who work behind a closed office door may just be trying to concentrate or keeping outside noise to a minimum while on a phone call. However, employees may perceive that they should not interrupt their manager while the door is closed. The simple act of remembering to open the door encourages employees to come in if they need to. Or, when an employee approaches a manager, immediately using the phrase ‘How can I help you?’ instead of saying ‘Yes?’ can put an employee at ease, particularly if they need to raise an urgent problem.
Leaders may also want to consider if there are any perceived or real barriers to communication in the workplace, either with the company culture or workplace equipment. For example, if a culture has emerged that certain employees are only informed when major problems strike, leaving a subordinate to address all minor problems, issues may be caused if the latter is on sick leave. Or, if mobile phone numbers are not shared with other staff, they may not be easily uncontactable if they decide to take an unscheduled work-from-home day.
Introducing icebreakers may not solve all communication issues that occur in the workplace, but they are a great start to solving problems and building the workforce’s skills. They do not take much time or effort to implement, but businesses can experience immediate gains.
