Scenario
This is Harry’s story regarding his workplace environment.
Bob is the Chief Operating Officer. Despite that fact, Bob acted as a “Director” when we were together. I would go into his office (a spacious room with a large desk, bookcases, wood file cabinets and a meeting table surrounded by six chairs) informally dressed (khakis/shirt/no tie). I would directly explain a problem, identify my objective, and we would come to an understanding of the solution. He would give me the “To Do” list and I would carry out the instructions. I would follow up with him on the phone, listing the positive/negative outcomes. This worked well for both of us. My instructions and tasks were always clear, and our communications always seemed efficient. It was also easy to clarify misunderstandings because when I have a list, there seemed to be a finite number of ways it can misinterpreted.
After two years, Bob’s areas of responsibility expanded. The company president decided that my department would be under the VP of Marketing and Business. Mike became my direct boss. Because Mike was a marketing professional, he had a different communication style than Bob in Operations. He was significantly more indirect. There was a much more personal feel to his communications, and he showed less objectivity to situations. He was not as interested in how a decision works, but more concerned with how it looks and how others perceive such a decision. He actually was emotionally involved in certain business issues. He did not just perceive his job as just a job, for him there was a sense of ownership and personal reputation involved with his role in the company.
I found that because I had been expected to keep my communications short, direct and to the point, Mike found himself uneasy with our communications. He would ask my “feelings” towards things, and I would respond directly to him with my “thoughts”. In a lot of instances it was objective criticism. He would take these criticisms as attacks on his work or reputation, and he would start to show signs of defensiveness. He also thought that my informal dress was not appropriate. He wasn’t as concerned that I could effectively do the job, but that I have a professional and formal appearance while doing it. He also felt uncomfortable coming to my office to talk, and was a little uneasy around my staff because he was not completely sure of what we did and how we did it. I think he did not want to appear as being misinformed around my staff.
I was beginning to feel a little uneasy about Mike as well. I asked Bob about the situation. He told me that he had the ability to adjust his communication style for me. He also could adjust it to accommodate Mike and any other employee for the company if they required it for effective communication. He pointed out that I had to learn to adapt myself to other “leadership styles” if I was to develop as an effective manager. He stated that Mike is my boss, and he would not expect Mike to dramatically change in the relationship. He said I would have to learn to adjust to Mike’s style of leadership if I ever wanted to effectively communicate with him, or any other level of management.
1. Comment on Harry’s communication style and skills.
2. Identify for Harry some of the key issues that relate to communication basics, identity management and perception in this scenario.
3. Offer to Harry suggestions for behaviours that might be more effective in this situation and explain your reasoning. Your suggestions must take into account what you believe Harry would be comfortable with