Communication

Communication is so important as a supervisor.  The way you communicate has a huge impact on the energy and vibe of your team. It's your job to create a team culture of cooperation, enthusiasm, and strong work ethic, so it's essential that you communicate effectively. 

As a supervisor, you are the point of contact between management and techs operating in the field. You are the one channeling information back and forth between the work site and head office.  It's important that you are able to relay the questions, comments and concerns of these two groups of people clearly and assertively. 

People have different patterns of communication.  In this blog, we'll discuss 5 different ways in which people tend to communicate with others.  In addition to knowing your own communication challenges, it's important for you, the supervisor, to be aware of of the challenges others face in their communication.  This will help you to communicate effectively with them. 

5 Communication patterns: 

1. Aggressive: People who fall into this category have a strong need to be right and to win.  They use intimidation and hostility to get others to submit to them.  They will make it seem as though everyone else is wrong, and only their ideas are valuable. They are closed to feedback. People on the receiving end of an aggressive communicator's intimidation will often go into defensive mode. Or some conflict-adverse people will agree with the aggressor, for the purpose of  getting the aggressive communicator to calm down. As you can probably see, aggressive communication isn't an effective way to communicate or to build a healthy team environment. 

2. Submissive: On the opposite end of the aggressor is the submissive.  These people do not like conflict, and they prioritize pleasing others. They are willing compromise extensively in order to maintain the peace. They prioritize the needs of others, and rarely communicate their own.  Their boundaries are very weak. While submissive communicators are easy to work with, the team misses out on valuable thoughts and ideas the submissive team member may have, as they may be too timid to voice their opinions. 

3. Passive-Aggressive: People with the passive-aggressive communication pattern fall in between the submissive and aggressive communication styles. They also avoid conflict by appearing pleasant and agreeable, but they voice their displeasure in more indirect ways such as backstabbing, sarcasm, and appearing disdainful, even if verbally agreeing with others. This pattern contributes to a toxic work environment as it spreads negativity and resentment. 

4. Manipulative: Some people use manipulation to get what they want.  These types are experts at using others to control situations to their own advantage. Everything they say and do comes with an underlying self-centered motive. While their deceptiveness may not be immediately obvious, eventually they prove themselves to be untrustworthy. Team cohesion is broken when trust is compromised. 

5. Assertive: It can be argued that only those with assertive communication skills belong in management. Assertive communicators have strong boundaries, while being open and receptive to feedback from others. They express what they want and need, while also being mindful of the experiences and emotions of others.  They know what is important to them and communicate it directly, but listen and respond to the concerns of others without getting defensive. 

Strong leaders are assertive.  They give directions to others, but listen with care and concern to complaints.  They are flexible to accommodate the requests of others where feasible, but if accommodation isn't practical to the group or its goals, they do not compromise.  Strong leaders also guide others towards being assertive communicators.  The greater the number of assertive communicators on a team, the better the team spirit will be. Assertive communication is a skill that can be learned. As a leader, you have the opportunity to guide others towards developing their assertiveness. 

In order to be an effective supervisor, you need to practice awareness of the communication challenges of others.  You can then adjust your own communication techniques. For example, with submissive team members, you may need to be very gentle, and ask many questions to draw out their thoughts and opinions. With aggressive, passive aggressive, and manipulative types, you will need to stand your ground and be firm.  

Some communication tips that are helpful, no matter who you are working with, are as follows: 

1. Practice empathy.  Everyone likes to know they are being heard and that their perspectives matter.  If someone comes to you upset or angry, you can echo that emotion out loud for them. "I can see you're very frustrated because..." or "Yeah, I can see how that's upsetting." This doesn't mean you will back down from your plans or directives, but it shows you care about what their experience is and want to find a win-win situation if possible. 

2. Stick to the facts. It's difficult to keep level headed when others are dumping their emotions all over you, and you may be tempted to say whatever you need to say to get them into a better emotional space, even if it means backing down from your position.  However, as a leader, its important to remain as objective as possible.  Simply acknowledge their emotion, as outlined above, and then state the facts of the situation. For Example: "Kevin, I know its frustrating that its 1:00 and we haven't had a break yet. You must be tired and hungry. The problem is that if we stop now, we will be wasting time setting up again later. We need to complete this task, and we will be finished within the hour. I'm willing to give you guys some extra time for your break." As you can see, the supervisor in this situation stood their ground, but showed they understood the feelings of the team member and was willing to try create a win-win situation. 

3. Say what you mean; mean what you say.  It can be difficult to say things that may upset other people, especially if you tend to fall on the people-pleasing side of the spectrum.  It's a good idea to slow down and make sure you are communicating your message clearly and concisely, without excessive words that exist only to pacify others' feelings, or to defend yourself against possible criticism.  

4. Sandwich negative feedback in between positive statements. It's hard for anyone to receive criticism.  You can lesson the blow by beginning with some affirmation before delivering the "room-for-improvement statement." Follow up with some more affirmation. 

5. Be thorough. Never assume people know what you are talking about, especially when you are giving instructions.  Many people are embarrassed to ask questions, out of a fear of appearing foolish. Give a complete, but concise overview of what needs to happen, and check for knowledge. Make your instructions interactive, by getting team members to go over jobs verbally, while you fill in the gaps. 

6. Give opportunity for feedback. Debriefing at the end of a shift or job is an important time for team members to raise their questions and concerns. This is a proactive way to address issues before they become too large. Make sure you are in a mindset where you are open to feedback and possible criticism.  Remain humble and be open to new ideas.  Other's may have valuable insights and it makes them feel respected when you seriously consider their ideas. Ask questions such as "What went well today?" and  "Where can we improve?"  Be generous in pointing out what your team members have excelled at. 

7. Be honest when you are unsure about something or when you know you've made a mistake. Whether you are communicating with management or your team, it's a good practice to be honest about your own gaps in knowledge.  Relay your intention to find the missing information and be sure to follow up when you have the information.  Also, be up front when you've made a mistake.  Apologize and demonstrate your commitment to improving. This sets a great example for your team.

Remember that as a supervisor, you are setting the tone for the group.  If your team members see you as passive, indecisive, or overly accommodating, they will walk all over you.  If you are aggressive, unempathetic and demanding, resentment will grow, and your team won't be interested in taking instructions from you.  If you are firm, kind, and reasonable, your team will trust you, want to perform well, and follow your lead.