Recently, the LPGA has stirred up a lot of controversy with its edict that all of its members must be able to speak “understandable” English by the end of the second year they’re on the tour. The LPGA claims they are taking this action in order for their members to communicate with the media and with the amateur participants in their pro-am tournaments.
It seems the LPGA has a communication problem itself since a number of the tour’s members who speak English as a first language were caught by surprise with the edict. They expressed their disagreement with this new rule.
Obviously, the LPGA management had not communicated with their members and won their support for such a move.
How does this situation relate to the everyday management of a business?
Many management teams fail to communicate regularly and competently with their employees. They’re disappointed and angry when the employee group does not support a new initiative or goal with enthusiasm.
Some management teams don’t communicate with their employee groups until a crisis arises; then they try to convince employees of the dire straits the company is in. Is it a surprise that employees are unconvinced in such situations?
Communicate clearly and understandably.
Whether an organization should make a full disclosure of its financial situation to employees on a regular basis is open for debate. The same can be said about divulging a company’s business strategy.
But, if an organization sets goals and objectives each year, it is important to communicate these with employees as soon as they have been set. Telling employees what the goals are for the coming year is not sufficient communication though. It is necessary to explain how the goals relate with the employee’s work and what contribution is expected from each person.
When introducing goals, it is essential that they be presented in a manner that is understandable to every employee. Expressing goals in management jargon that may not be understood by the broad employee base detracts from communicating in the first place.
Finally, the mere statement of goals is not as effective as when goals are communicated with an attached purpose. Management may take for granted why a goal has been set and easily understand its purpose. However, employees may not be able to grasp the purpose as easily. Getting the rationale across to the employees is particularly important if the goal is going to affect the current working conditions of the employees.
Don’t keep it a secret!
By now, many organizations have developed their business plans for 2009. Some companies’ plans will only be “more of the same.” The more successful organizations will have planned for new initiatives and better ways of operating their businesses.
As part of the planning exercise, develop a way of communicating effectively with your employees. In your plan, include what the goals are for 2009, why they have been developed, how they will be achieved with the support of employees and what success will mean to both the employees and the organization.
