Archive for the ‘Communication’ Category

Deal fairly with feedback

Friday, August 22nd, 2008

Most of us think about communication as a face-to-face process of exchanging information. Communication, however, can occur on different lindalevels, and sometimes it may be anonymous.

This happens when managers undergo 360-degree performance-feedback. Generally, they ask their subordinates to complete a form that assesses leadership abilities and communication styles. Sometimes individuals also have the ability to write in anonymous comments. Anonymity is important in order to encourage openness and honesty. Subordinates will not participate (at least honestly) if they feel their remarks can be traced back to them.

One of the key benefits of this type of appraisal is that the manager can see how others perceive him/her: Is he a good communicator? Does she help subordinates grow? Is he too demanding and overbearing? Does she micro-manage? Does he share his vision of the organization? Is she someone who can be trusted?

Managers can learn a lot from 360-degree appraisals. But these appraisals have drawbacks. The principle one is that if the organization  of subordinates is too small, it is not possible to protect the anonymity of respondents. And that could be bad.

If you think using a 360-degree appraisal would benefit you, first ask yourself:

  • “How delicate is my ego?” Quite frankly, I’ve had many bosses over the years, and I could probably count on two fingers the number who were confident enough to receive feedback from their employees. Most had egos so delicate they could be deflated with a pinprick.

  • “Will I get honest feedback?” If not, don’t waste your time. And you won’t get honest feedback if only a few people are involved in giving you feedback.

  • “Can I ‘take’ what I learn?” Think about the way you react when someone close to you criticizes you. If you get defensive and overreact, maybe you aren’t ready for a 360-degree assessment.

  • “If I guess who said something negative about me — especially something I don’t agree with — can I still work with this person objectively? Or will I hold a grudge?” That’s an important question, and a hard one to answer. But it’s not fair to put employees in a position of giving feedback then retaliating against them for being honest. (And it may also be illegal!)

It’s important for you to give your employees feedback about their performance, and ideally, they should feel comfortable enough with you to give you feedback, too. So, if you aren’t already getting that feedback, maybe the lack of feedback IS feedback! Think about it. Then deal with that reality. Work on developing an environment that rewards genuineness, honesty, and caring — making sure those traits are demonstrated in your office first. Employees will always have an opinion about you and your leadership. If they feel good about the organization you have created, they will share their opinions with you. If they don’t feel good about the organization,  they will still share their opinions — only it won’t be with you.

Until next time,
Linda Segall
Segall Enterprises: Writing and Editing Solutions

Communication: Key to motivating employees

Friday, August 8th, 2008

lindaIf you want to motivate your employees, you don’t have to dig deep into your pocketbook. Certainly, money is important, but as long as you are paying a fair and competitive wage, money is not the  motivator.

What do employees want, then? Interesting work. Appreciation. And communication.

These results come from university studies conducted originally in 1946, redone several times since then. The results have not changed much. People want (and need) to feel they are being paid fairly. But they become committed (motivated) when they know what’s going on.

As you plan your budgets for 2003, don’t neglect your communication budget.

Decide which messages you want to send to your employees during this new fiscal year to help you achieve the financial results you want.

Here are some examples of messages you may want to send:

• “Rising costs and flat sales have dramatically affected our operating budget. We need your help to meet this challenge.”

• “We are growing and we need your help to get and keep the best employees possible!”

• “Management’s door is always open. We want to remain union-free!”

• “We are changing to become a stronger leader in our market!”

• “Keep safe. We don’t want our employees hurt on the job.”

• “Your health is important to us.”

• “We want you to keep learning. Your training and education give us a competitive edge.”

Deciding on the messages you want to send is just the first step in communicating with your employees. Consistently sending them those messages through various media is the key to good employee communication.Budgeting communication isn’t a matter of allocating dollars — it’s a matter of planning what you want to say and then consistently saying it.Until next time,

Linda Segall

Segall Enterprises

Communicate your plans

Monday, August 4th, 2008

lindaSeptember is just around the corner. I don’t know about you, but to me, September is the real start of the year. I think it’s because it’s the traditional start of the school year … and when school starts, everything goes back to “normal.”

In business, September is also when many companies begin their budgeting activities for the next fiscal year. And budgeting means reflecting on the past, planning for the future, and (horrors!) making changes! This year, because of the economy, you may find yourself planning more changes than in the past. You won’t be alone. The country may not be officially in a recession, but it feels like it. So, doing what you have always done to grow (or even merely to sustain) your business may not be enough. You may find it necessary to make changes in the way you do business.

Change is never easy for people to accept. No one wants to tighten their belt, do more, or do things differently. To get your team members to agree to change will require their buying into whatever you have in mind. Experts agree that the best way to deal with change is through communication. In fact, it’s almost impossible to over-communicate.

Some ways in which you can communicate your plans (and change) include:

  • One-on-one meetings,

  • Town hall meetings,

  • Bulletin boards,

  • E-mails,

  • Intranets,

  • Memos, and

  • Newsletters.

The key to communicating change is simple: Say it, say it again, and then say it again. And once you do that, do it all over again.

Also important: Use different approaches. People “hear” in different ways. Some people learn better by listening. Others learn faster by reading. If you use only one method of communication, some of your employees may miss your message.

Here is a communication strategy you might consider:

1. Hold a town hall meeting to announce plans.

2. Communicate the same message in your newsletter (either print or e-mail or both).

3. Post the message on bulletin boards.

4. Talk to individuals one-on-one about their roles in the change.

5. As you near the time to implement the change, regularly remind employees through e-mails and bulletin-board memos.

6. Once you have put the change into place, update everyone via all media — e-mail, memos, bulletin boards, intranets and newsletters.

7. Keep everyone up-to-date on progress — tell them about pitfalls as well as advances.

If you keep to a policy of “no surprises,” your employees will accept change more easily.

Until next time,

Linda Segall
Segall Enterprises: Writing and Editing Solutions

Writer myopia

Thursday, July 31st, 2008

Have you ever been frustrated by technology such as not being able to make your new gadget work as it was advertised?

LindaI suspect the frustration may not arise so much from the technology itself as from the instructions — or lack of them — that accompanied it. Take, as an example, my experience with my new cell phone.

I am a basic cell-phone person. All I really want the phone to do is to enable me to talk to someone when I am on the go. The only feature I truly appreciate is voice mail. All the others, including texting, are things I can easily do without.

However, cell phones today come loaded with all types of features, and since they are available, I want to know what they are how to use them. Once informed, I can then make a decision if I want to use them. So, when my husband and I traded in our two-year-old phones (which had no camera) for a newer model (with a camera), we pulled out the instruction book and began to learn what these phones could do to complicate (or simplify) our lives.

We might as well have left the instruction book in the box. It was worthless. The book’s grammar was correct, but the technical writer made all sorts of assumptions when he or she wrote it.

Here are two examples:

  • The back ‘button.’ When you turn on the display to show the various options (such as log, voice notes, settings, etc.), in the lower right corner is the word “exit.” Hitting the red “key” on the lower right side activates exit. However, once you go to an option, such as “settings,” “exit” becomes “back.” “Back” — to me — means going back one screen.But no, that is not what it means. “Back” means exit. It took (literally) several hours before I discovered where the “back” button was (upper right). It was not specified in the instruction book.  
  • Meaning of each display item. The writer obviously assumed the user would understand the meaning of each item shown on the display, such as “profiles.” Since I have used a cell phone for years, I knew what a profile was. But, every manufacturer defines its various profiles in different ways, and nowhere in the instruction book did Nokia, the manufacturer of my new phone, explain normal, silent, meeting, outdoor, my profile 1, my profile 2, and flight.In addition to profiles, the phone’s settings listed themes, tones, main display, mini-display, time and date, my shortcuts, connectivity, call, phone, enhancements, and security. Few of these were self-explanatory; fewer yet, such as “welcome note” and “flight query” (under phone settings) contained any explanation in the instruction book.

I suspect the primary reason why the instruction book lacked detail was because the writer suffered from writer myopia: He or she was too close to the subject matter and made too many assumptions about what the user would know.

Many years ago I took a graduate-level class in instructional design. The professor stressed we should never make assumptions about our learners. To demonstrate that most people do make assumptions, she had us pick a very simple task describe it step-by-step.

Try doing this. Pick a task, such as using your e-mail.

Did you remember to start by stating, “Turn on the computer”?

The lesson from my cell-phone experience is this: Don’t make assumptions about your audience. Stand back from what you are writing and think like your reader. Ask yourself how much knowledge this person has about your subject matter. It’s better to “dummy down” than to “talk over” the reader’s head.

And when you are done writing, ask someone who knows nothing about the subject to proof it for you — not only for spelling and punctuation, but for meaning. Does your piece make sense? If the person has questions, use the criticism to clarify what you are trying to say.

We have enough misunderstandings in the world. Don’t make your writing like a cell-phone instruction book.

Until next time,

Linda Segall
Writing and Editing Solutions

How to hire a writer or editor

Wednesday, July 23rd, 2008

LindaI subscribe to a number of e-newsletters. One of them is put out by a company called Marketprofs ( The other day, the e-newsletter had an article on how to select a copywriter.

The article gave me pause: It occurred to me that unless you are in publishing, you will not have a lot of experience hiring someone to help you with your writing or editing projects. So, I’d like to offer a few suggestions on how to select someone to help you with your projects:

Know what you want the person to do. Refine your vague ideas before you start looking. It’s like hiring an employee: Write a job description before you start recruiting.

  • Start your search.Some suggestions: Post your job on a number of Web sites dedicated to freelancers; place an ad on; Google the type of freelancer you want to hire; or network among friends.
  • Narrow the selection.Look at samples ofthe individual’s work; read them carefully. Does the person have expertise in the area you require? Does he or she write in the style you prefer? Is the sample “clean”? Do you understand what the individual is saying? If you aren’t happy with the samples, then move on.
  • Be specific in your assignment. Because you already defined what you want the person to do, this should not be a problem. But, put everything in writing, including terms of the contract (amount of pay, due date, manner in which the copy should be delivered, etc.). If it is an extensive project, be specific about when you should connect to review progress and how corrections and clarifications should be made.
  • Pay a fair price. Writers and editors are skilled individuals. Value what they do. Pay a fair, competitive rate for their work.

A writer can take ideas and put them into words. An editor can take your words and give them a polish that will make you shine. Whether you have a short press or product release, a white paper, Web content, a business report, or a book, you can make a great impression and be perceived for the expert you are — provided you hire the right writer or editor.

Until next time,

Linda Segall
Segall Enterprises: Writing and Editing Solutions

More than commas

Tuesday, July 15th, 2008

LindaBelieve it or not, everyone is a writer.  You aren’t, you say? I disagree. You talk; you communicate. If you can present your ideas with a semblance of logic, then you are a writer. The only thing missing is putting those words on paper.

People believe they cannot write because they get caught up on the rules of grammar, organization, and spelling. Don’t misunderstand me: Grammar, organization, and spelling are all important — very important. But they are not “writing.”

Writing is conveying your thoughts. It is persuading. It is exposing ideas. It is expressing your feelings. You do those things every day; you just don’t do it on paper.

When I first began to write, I did it with pen in hand. Having ink-stained and callused fingers felt like writing to me. Sitting at a typewriter (no computers back then!) and hammering out mechanical words did notseem like writing, regardless of the ideas I was enscribing. However, I soon discovered that I could type faster (about 90 words per minute) and more legibly than I could pen by hand. So, I adapted. I learned to compose at the typewriter.

I bought my first computer for the sole purpose of writing. I learned the hard way that editors often want changes made to submitted work.  I had sent a series of five articles on job-seeking skills to the editor of the National Business Employment Weekly, a newspaper (now defunct) published by The Wall Street Journal. The editor liked my submisions and agreed to buy them, but he wanted a few enhancements.

I had sent him typed pages. To make the necessary changes I had to retype entire pages. Depending upon the extent of corrections and the point in the manuscript they were needed, that meant retyping almost entire articles. 

So, I bought my first computer and learned how to use a word processor. Not only was it easier to make corrections, but now I had a permanent record of everything I wrote. ‘Ain’t’ science and technology grand!

(For the record, today I find it very difficult to compose with a pen and paper. My best thoughts come out on the computer.)

To get back to my original premise: You can write. Put down your ideas. Dictate into a digital recorder; use a legal pad; or sit down at a computer. The method of writing doesn’t matter; recording your thoughts for posterity does.

If you decide to submit your written work for publication, you can hire a professional to help you polish it.

Don’t confuse commas with writing. It’s your ideas that count.

Until next time,

Linda Segall
Segall Enterprises: Writing & Editing Services