If You Want To “Work Happy,” Read These Communication Tips and Traps

This is what great bosses know

In the last semester of my senior year of college, I took a class called “Media Management and Policy.” We all had to read one book on leadership, and my professor assigned me “Work Happy: What Great Bosses Know” by Jill Geisler.

In one chapter of Geisler’s book, she writes about communication with employees, including how to do it well and how it can go wrong, specifically over email.

As a public relations graduate and leader in several organizations, I’ve noticed how true her suggestions are. I find effective and thorough communication crucial, whether it’s in-house, with target audiences, or in the real world. In addition, mindful communication and in-person communication are vital to a healthy workplace and an effective campaign strategy.

Below, you can read how to communicate in those ways through the tips and traps Geisler shares in “Work Happy.”

Tips: How Can I Improve My Communication?

1. Assume people want to know more.

Geisler shares that according to the researchers and authors of the book “Strategic Organizational Communication in a Global Economy,” one of their research’s main findings entailed subordinates saying they want to stay informed and feel like their supervisors don’t share enough information, especially the information that’s pertinent to their jobs.

However, Geisler also discusses the importance of not throwing out information without thinking it through first. She reminds readers to ensure their communication is quality and that they’re sharing it after thinking about it. She says:

“That means you know precisely why, how, and to whom you dispense data on both an ongoing and a situational basis.”

2. Don’t use big words just to sound smarter.

Geisler encourages readers to avoid buzzwords, complicated phrases like “paradigm shift,” and romantic language like “embrace change.” Instead, she suggests people share information plainly. She believes that otherwise, employees will view their managers as fake and too technical.

3. Think about how your message will affect people who hear it.

Geisler describes this tip as:

“Do a 360-degree stroll around your messages before delivering them.”

In other words, think about who has a stake in what you’re about to share. Will people feel anxious or offended by what you’re going to say? Will your positive news come across as insensitive to someone who’s struggling? When you’re doing your “360-degree stroll,” Geisler believes smart bosses run their messages by one or two trusted coworkers before sending it out to a large group of people.

4. Be careful with how you use cultural or societal references.

While cultural or societal references can make people feel connected and add entertainment to a message, not everyone will catch or appreciate them. She says:

“They can also backfire, making you sound clubby or downright clumsy.”

Some examples of this include assuming everyone is into sports and will catch your references, using nicknames that will make people feel undervalued, or using loaded gendered language like “man up” to a group with women.

5. Be mindful of when you need to speak generally versus specifically.

Clarity, including all details and context necessary, is often important in communication. However, Geisler says that generalities and keeping your opinions to yourself at first as a manager can be helpful so employees don’t feel censored or limited when brainstorming. When you’re considering ambiguity in your message, Geisler suggests getting a second opinion so you’re not indirectly creating fear, rumors, or inaccuracy through what you share.

Traps: What’s Wrong With Communicating Through Email?

1. Email allows you to communicate in only one way, and can therefore lead people to the wrong conclusions.

When people email each other, the only information the respondent receives is the text; they aren’t able to get clues from the communicator’s tone or body language. As a result, a sentence you intend as friendly or straightforward can come across as annoyed or demanding.

However, if you need to communicate through email, Geisler suggests an opening sentence or two that can portray your tone accurately and positively. An example she provides is:

“Hey Omar. Hope all’s well. Just touching base on one of your many projects: Is the computer fixed yet?”

By adding those details before asking if the employee has fixed the computer, the communicator shows they’re asking out of curiosity, not out of frustration over the time taken to fix it.

2. Email is a way of avoiding in-person social interaction.

While email can be an okay way to communicate and is one potential way to do so, Geisler urges readers to not forget or ignore in-person interaction. She says that employees want opportunities for this face-to-face communication in which they feel heard and can ask further questions. She says:

“Smart bosses don’t equate sending a message with making a high-quality personal connection.”

In addition to sending a congratulatory email out to your employees, for example, Geisler says to partner that with in-person praise and eye contact.

3. Email can make communication more difficult and time-consuming.

People’s inboxes can become inundated with messages. In addition, more mistakes can occur, like forgetting to add why you’re forwarding a message to someone or “CC’ing” people who need to be “BCC’ed.” In these ways, email can be a confusing and inefficient way to communicate. To avoid that and make it more simple and straightforward, consider sharing your message in person or over the phone.

4. Email can create unnecessary urgency in the respondent.

Even if you don’t say this, people may assume you want them to drop what they’re doing and do what your email asks them to do right that second. If you’re going to email someone a request, add a couple of filler words to express the lack of urgency and to communicate a deadline effectively. For example, add “by Friday,” “no rush,” or “the deadline is tomorrow, so can I have this right away?”

5. Email creates lasting messages.

Geisler advises managers to write emails in a way that they’d feel okay if someone published it online with the manager’s name on it. In other words, you probably want to settle conflicts face-to-face and use kind words in your emails.

Marketing entails a lot of communication, and to ensure that it’s the best it can be, keep these communication tips and traps in mind not only in managerial roles, but in general. This information is important to know not only in the workplace with fellow employees, but with your target audience and in life as well. Otherwise, communication can be ineffective and hurtful at worst when easy, preemptive solutions are available.

If you’ve slipped up in any of these areas, remember you’re not alone. Geisler wrote this book because those actions are so common and understandable. But as Maya Angelou once said:

“When you know better, do better.”