Communication in the work area is a very common challenge. Communication between on-site preparatory staff and the head office on primary management between the superintendent and the on-site staff offers a variety of options for incorrect steps, bad communication, and unrest. However, every success of success, whether large or small, full and complete communication everywhere and everywhere!
Communication breakdowns result in poor performance, bad morality or worse, yet poor overall from work! All of this may have an impact on your personal possessions. So if bad communication between team members is able to negatively affect the profitability of our construction companies, why is it difficult to communicate with the work area?
Communication is difficult, simply because we're human. We have our lives out of work and we separate our lives, our feelings, and people who can not simply be accomplished by our work. This means that in the workplace not only the work we do, the people we work with, and the things that we are accountable for, but also the circumstances and questions we have from our lives in our work. (For example, family, health issues, payment accounts, sustainable homes, thoughts / feelings, and on and on!) Our communication needs to filter out all the "non-working" things in our heads so that communication really passes through.
Now, if we are so grasping things in our heads, how can we break through and become clear, in our solid and honest communication, what we are talking about and what we hear?
Complete and Complete Communication How-To
Step 1: Stop and think who you are. Well, we all know that treating others in the work area as we treat our children is not the most effective way to work. When, however, we say, "Because I told you!" or not, as we say things and how to make sure the words that we use make the same feelings as a parent who reduces the boom irrespective of control.
Instead of all about your own agenda – rush, short answers, and "Because I told you" to slow down and think about how you communicate, what you want to communicate, fully communicate and why something is happening. Keep up the following question: "Do I communicate that what I say is actually audible, or do I use words, voicemail or body language through the message?"
Note: The communicator is responsible for all communications that the recipient (s) actually receives from the communication. So if a rough and short communication style is not going to get to the team, consider what kind of communication style it is and set what it says and say it accordingly!
Step 2: Do nothing, nothing!
Some of the assumptions of how we all communicate – even assumptions are made if we do not assume that it can be assumed! However, as Henry Winkler recalls, he said, "The assumptions are the nature of relationships."
Prerequisites for what team members and staff are and I do not know; or they will not say or what they are doing or will not do are among the most important road blocks that need to be clearly and completely communicated! The assumptions make the opportunity an absolute possibility, and in a second, an incorrect assumption may lead to the wrong direction.
We take too much of our team members. However, we work in the construction industry where the lack of the past 16 to 17 years of training has created an environment where many young people on the ground do not know how to do what you know! So what is it? Not only do leaders have to give up on our assumptions, and we have to be clear about what our team is and do not know how to do it, but we have to teach them what they do not know!
Step 3: Teach Tell
The definition of teaching: you need to know something. The Tell definition is either an order or a direct one.
If we take into account these two definitions, which ones do you think is the most complete and most communicative?
Obviously, when we take the time to teach and explain to our colleagues why we do something as we do, the results are much better than simply telling them what to do. Yet in most cases we do not teach anything around us. Usually, we tell them what to do, and "saying" does not translate into action or lifestyle that can easily be copied. Step 4: Make sure you not only heard but understood.
Make sure people around you know what their work is asking them and when they say; make sure you want to teach your team what they are learning. As leaders, supervisors or members of the general team are in the job, we must not only know what we are saying, but we need to make sure that this is understandable. Fortunately, we can easily check the staff in the workspace to see what we are saying. Talk about the first person and say:
"A few years ago I was in a similar situation when Joe asked me to complete a project and after the meeting ended, I really did not understand exactly what he asks to do not do He wanted me, so please tell me what do you mean by talking to help you do the same mistakes? "]
Now is the question that people said they heard you were returned to you as they heard and understood, but did not do what they said. What are you doing then? Keep them accountable. First, you need to ask permission to talk straight out of the situation and recognize the circumstances from perspective and billing to what's in the situation.
Second, ask what has happened and allow them to share their perspective with you and seek to understand and acknowledge their responsibilities.
Third, explain what impact you have on them, others, and / or the company. Be careful not to confuse them, but want them to understand the consequences of their actions or their absence.
Fourthly, give them the opportunity to tell what they need at this point. What you are looking for indicates that you are responsible and willing to take part in the necessary actions to remedy the situation.
Fifthly, let them know about their future expectations and their possible consequences if this is repeated.
Sixth, give them the promises of future action and behavior.
Finally, say something to complete the problem and go on!
6th Step 19: Generate Errors
It is often tense and less than complete communication that is the result of incited instincts and misunderstandings by employees that provide protection to people. Listening or speaking of a defensive state does not mean full and complete communication. After all, how well do we hear or communicate with others when we keep planning our own defense in our heads? In this case, each party must give up the blame of others and instead of allowing it to overcome the turmoil, it is easy, but it is safe to communicate. For example: "I really felt you were accusing yourself of having bad contact with the merchant and feeling that way."
Immediately in communion with man, he has little room to do wrong and confusion – which means that the hills will not have mountains in the work area.
Step 7: Make sure you do not know Okay
Much communication can not happen simply because we do not want the people around us know we do not know! Therefore, we need to support an environment where we welcome issues where we not only give you the notification, but actually take the time to answer our crew's issues before anything else! You have to do that any member of the crew says "I do not know how to do this". Egypt "I do not understand." Also, when we ask questions, do not ever make someone wrong. This is not just about full and complete communication at the human level, but about building trust as well!
The more you trust the crew you say, the more you grow up as a team and the inside of a well-built team that full and complete communication will actually grow.
Finally, the person responsible for communication quality is the loudspeaker. But do not forget: You can not read the minds of other people and you can not read yours, ie full and complete communication is a two-way street and only one obstacle can be thrown away. Do not be the one who created the bottle neck … Fully and completely communicate everywhere all the time!
Source by SBOBET