Internal Communication

Ask a person if he likes criticism, and he’ll probably say no. Most of us would prefer constant praise. But most of us also want to know that people take our work seriously. We crave feedback that is thoughtful and thought-provoking. The trick is learning how to give and receive meaningful feedback. Here’s how:
Just because you don’t feel confident doesn’t mean you can’t play the part. It pays off: Confident people get the plum assignments, the raises, the recognition, Trent Hamm says on the blog The Simple Dollar. Follow Hamm’s tricks for appearing confident:
How well can you capture the attention of someone receiving your memo? Your memo will capture readers if it includes one of the three R’s in its opening line: It should recommend something, reveal information or request that someone act. Test your skill by picking the best opening sentence in this example:
A co-worker comes to you to complain about her boss. How should you respond? It depends on the outcome you want. Before reacting, pause, focus on the outcome and then choose your reaction.
Question: My department recently moved to a new building … I was given an office that was originally designated for “Judy.” Judy seems offended by this change. I think she blames me for the decision, even though I had nothing to do with it. Now I’m starting to feel guilty. How can I fix this?
Blogs are spreading faster than kudzu in the business world, and for a reason: They help build relationships with customers, something every business and boss want to see. Here’s how to write blog posts for your company, without spending too much time, according to Stephanie Lloyd, founder and CEO of Radiant Veracity.

The power of 3’s

September 2, 2009 Categorized in: Internal Communication

Three blind mice, the three little pigs, three wishes—there’s a reason childhood stories revolve around the magic number “3.” Our brains tend to think in threes. How can you take advantage of this simple truth?
Whether you call your boss’s work style “creative” or “chaotic,” when your higher-up is full of ideas, it seems impossible to follow through on everything. You can help an idea person by putting structure into your conversations with him, says Alaina Love of Purpose Linked Consulting.
A manager who asks only closed questions—those requiring specific answers—isn’t going to receive the most creative, resourceful answers. He might even stifle creativity and honest discussion. Generally, open questions that begin with a “why” or a “how” will bring more value to your work relationships.
Though work mates care about you, they pay more attention to messages that show there’s something in it for them, says Susan Mason, a principal of Vital Visions Consultants. So, for example, if you want something from your boss—whether it’s approval on a new printer purchase or a more flexible schedule—figure out what benefit she will realize. Figure out “What’s In It For Me?” from her perspective.
You may be using already. If not, it’s worth taking a second look. Why? Because savvy businesses are using the tool to do some of what you do already—smooth out the information flow between leadership and everyone else. Here’s how Twitter can help you on the job:
Reduce the odds that a conversation will bog down when people take things too personally by avoiding statements that begin with “you.” … Learn how you can add more value at the office by conducting your own “listening tour.”… Stay current on technology by signing up for free e-newsletters. …
With the diminishing time you have to communicate, it’s a good idea to tighten your writing and say everything that needs to be said in half the words. With thought and discipline, you can do great things in small spaces. Here are six tips from Brady Dennis, who as a reporter at the St. Petersburg Times wrote a series of profiles in just 300 words apiece.