Communication is a cornerstone to a great working team. Excellent efficiency and reliability can be easily achieved by great communication. What is meant by excellent communication is not constant communication. Constant communication is bad communication in most cases because independent work is required. Those who excel in this area are proficient in four skills: the ability to listen, a keen eye for interpreting body language, control of one’s emotions in language, and one’s ability to regulate stress.
The first skill, listening, is self-explanatory. A person who listens not only is able to interpret the message effectively but also allows others to get their full message across. A person who listens can ask to follow-up, clarifying questions that both paint a full picture and make the person who is speaking feel valued. A person who feels valued is a person that will be more comfortable sharing ideas and more receptive to feedback.
Seventy percent of communication is non-verbal, meaning most of our communication on a day-to-day basis is told by our actions and body language. Being equipped with the skills to read this unspoken language gives the person an invaluable tool to read co-workers to an extent beyond what is said. No one in the workplace will be vocal about certain negative aspects due to a fear of reprimand. Therefore, if someone is able to pick up on these mannerisms, the problem can be dealt with quickly to avoid long-term strife and inefficiencies in the future.
Along the same vein, a person’s control over emotions is critical for a team’s success. The message here is not to suppress all negative feelings, but the ability to communicate these feelings in a way that does not inhibit others’ effectiveness. For example, if a co-worker is upset, they should not scream at the problem, nor should they stay silent about it and carry this weight. Both are equally as bad, at least by communication standards, and should be addressed with a civil meeting to find a resolution or middle ground.
Lastly, and certainly not least, is one’s ability to regulate stress. Again, the message is not to suppress stress, because contrary to popular belief, stress to a certain extent can be motivation to get something done, or mean that you care about what is happening in the work environment. Those who can channel this stress into productive habits, or have good, constructive ways to mitigate stressors will ultimately be a better person to be around and increase the morale of the people around them. Controlling stress lends itself to each of the other skills, as a healthy amount of stress leads to better listening skills, sharper interpretations of body language, and control of their own life.
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