Clients often tell us that they have communication problems.
What is the problem? we ask.
"It's just that we don't know what's going on in the company. We don't communicate," they reply.
When we begin to dig deeper, it often turns out that the demand for more and better communication is actually more a demand for not being aware of what's happening "down there" than a genuine desire for two-way communication.
This explains why demand often comes down to wanting to learn some almost magical trick that resolves the famous "lack of communication."
In reality, the problem lies elsewhere, and it's not technology that will solve the problem. The solution lies in changing our understanding of communication. Technology will later become a tool for improving certain skills and changing certain habits. But the underlying problem lies in considering what we want to communicate, who we want to communicate to, and, above all, why we want to communicate.
And here's the first secret: Don't try to start by communicating with your employees. Start by letting your employees communicate with you. Start by trying to listen.
Human communication is more than a technique or method of transmitting information. It's fundamentally about acquiring the habit of listening to what others have to say. Once we're able to understand and comprehend what others (especially those closest to us) have to say, people relax and are more willing to engage in dialogue.
If we're looking to convey values or ways of working, or if we want to encourage people to acquire new habits or change certain work practices, the first thing we must do is create an environment where they can express themselves without fear, where there are no taboo subjects. A friendly space where understanding, not judgment, comes first.
To the extent that we are able to create a space where people can express their ideas, fears, and points of view, people will feel valuable to the organization and will begin to express their countless suggestions for improvement. We will move from the archaic concept of "labor" to the more human and modern concept of "the brain and heart of labor."
Companies grew by developing communication policies that placed people as the recipients (objects) of what they wanted to communicate. However, for programs and techniques that improve communication to be successful, we must abandon this old paradigm and adopt a healthier one that also views the recipient as the protagonist and architect (subject) of a communicative space.
Every day we witness the paralysis that occurs in organizations of all kinds when people are afraid to speak their truth. However, there is no more powerful weapon for generating change and continuous improvement than honesty. Therefore, before considering which communication technique is the best or the latest trend, what we need to do is start by giving ourselves the space and time to listen.
