IT Management Reference Guide

In most any survey that inquires as to what skills managers believe are the most important to their success, communication usually tops the list. Some may argue that other notions such as the ability to lead, motivate or even measure may be essential to one's success. An old adage comes to mind that 'if you can't measure it, you can't manage it'. But I contend that if you can't first communicate it, you won't be able to direct who should measure it, let alone describe what and how something should be measured.

Over the years I have observed and used a number of different methods to communicate various types of management information. In this three part series on management communication I take us back to the basics to identify the methods I have used and explain the situations in which I believe each is most effective. In Part One I present the five common methods of communication that I used throughout my management career. I also explain under what circumstances it is appropriate, or not so suitable, to use each of these techniques. In Part Two I look at the first two of these types in more detail, and in Part Three I delve into the final three communication methods with numerous examples of what works and what does not.

Details of the Five General Methods

Figure 1 below lists five generic methods of communication. Obviously, managers may use one or two of them much more frequently than the others. But I will explain situations in which I believe each one of them is the most appropriate choice. I also include some of the reasons I have found as to why many mangers avoid some of these techniques, or may use them inappropriately.

Figure 1 Generic Methods of Communication

1. Face-to-face – The most direct form of communication between two individuals is face-to-face. I find this method to be the most personable, intimate and often the most revealing. The physical aspects of face-to-face communication such as eye contact, body language, gestures, inflections and timing can all add to the effectiveness of this method. The voice itself, with its variations of tone, timber and volume, when combined with the other aspects of your physical presence can make this technique one of the most effectives means of communicating.

   Surprisingly, some managers avoid using this form for difficult or stressful situations such as reprimands, demotions, or even layoffs. They may argue that the telephone may be quicker, or that email can be faster still and documents the transaction. Yet these are exactly the types of circumstances that most warrant the personal involvement of face-to-face communication.

2. Telephone – If there are any of you out there who have been in management for over 20 years, you may recall the era prior to the development of email. The most common means of communicating during this period was via the telephone. But the characteristics that made telephone usage effective back then still apply today, namely, proper telephone etiquette.

   Answering a call with a pleasant, professional voice, returning calls promptly, and actively listening to what the calling is saying are just a few common-sense tips for good telephone etiquette.

3. Online mail – Email by far is the most common form of business communication today. It is quick and efficient. It documents your transactions. And it allows for wide or selected distribution of information. It obviously is not as personal as face-to-face or telephone communication, but its speed and ease-of-use make this form of communication extremely effective.

   The problems that stem from emails are usually due to the employment of poor practices. These include sending notes out to wider than needed distribution lists, the inappropriate use of boldface, capitals and exclamation points to try to inject emotion into a note, and attempting to dress up an email with outlandish fonts, backgrounds and icons. A update from last month's Management Reference Guide details more of these questionable uses of emails.

4. Informal writing – Jack Welch, former CEO of General Electric, was known for writing short, personal words of praise, inquiry or even reprimand directly on a subordinate's report. Welch would then make a copy of the marked up page, send the original to the subordinate and then discuss it with him later.

   I have worked for several executives who employed a similar practice with me, and I in turn have used this method of quick feedback with a number of my staff members. It stimulates communication, clarifies issues and helps to build relationships.

5. Formal postage mail – This form of mail is probably the least common of the five methods, but is still very appropriate in selected instances. Letters of acceptance, packets verifying employee benefits, legal matters and bid proposals and responses are some examples of when to use this manner of communication.

Overnight delivery is another example of how formal postage mail communicates information.

Expanding into the 12 Specific Methods of Communication

Each of the five generic means of business communication can expand into two or three more specific methods. These 12 techniques are the subject of Parts Two and Three of this series, and are listed below in Figure 2.

Figure 2 Specific Methods of Communication

Summary

This article was the first of a three part series on the basic methods of business communication. In this initial segment I introduced the five common methods of communication that I used throughout my management career, and explained under what circumstances it is appropriate, or not so suitable, to use each of these techniques. I also expanded these five generic methods into 12 more specific techniques. In Part Two I look at the first six of these 12 types in more detail, and in Part Three I delve into the final six specific communication methods with numerous examples of what works and what does not.