Tips for improving your workplace communication skills

This article is part of an exclusive career advice series in partnership with: IEEE Technology and Engineering Management Society.

Poor communication causes problems, delays, and failures for teams and organizations. As engineers trying to communicate what we’re working on and why it matters, we need to strive to do better.

It may be obvious, but how Here are some reasons why we communicate often: who We communicate. Whether you’re talking to executives, colleagues, or people you lead, how and what you communicate is different.

As a career expert, I can help you communicate better at various levels of your organization – whether by email, in person, over the phone, or virtually.

This is not a “one size fits all” model. Individuals at every level have different preferences for style, cadence, length, and mode. It is best to be sensitive to such differences.

Communicating “as much as possible” to leaders

Let’s start by engaging with leaders and more senior managers within your organization.

First, consider your communication purposes:

• Inform your work for strategic decisions.
• How the project impacts the team.
• Report progress on strategic initiatives.

Such leaders don’t want all the details. Often times we don’t have time or don’t understand the details, especially if the topic is very technical.

But context and impact are important to them. How does what you share apply to the entire company? Will it affect other developments? What does it mean for your team and others moving forward?

Give your leaders what they need. Speak concisely and persuasively.

For example, I had a coaching client who was working on a large-scale plan to transform the technology platform used to store and distribute digital products. This was a big deal for the company because everything else they offered went back to the platform. When communicating with senior management, they should primarily focus on schedule, budget, and reliability/performance expectations as the project progresses so that the leadership team can make decisions based on that information.

Your role is to help your customers make informed decisions. You will be able to actively communicate with senior leaders when appropriate, responding to questions and requests as quickly and clearly as possible.

What and how you communicate will shape your leader’s perception of you and potentially impact your performance reviews and future opportunities.

Communication across levels

At this level, you frequently communicate with colleagues, stakeholders, customers, or other collaborators.

Beware the curse of knowledge. If you believe you know more than they do, it can be difficult to help them see and understand things from their perspective because you have it all planned out in your head already. Communicating with colleagues isn’t just about sharing information. You can and should seek information and respond to requests and perspectives shared by others. The process of giving and receiving is important in a communal environment.

Consider your communication needs.

• What do customers need to know to make the right decision?
• What input do you need to collaborate effectively?
• Is there any background or context that the client needs to understand?
• Are the right people involved?

Going back to my client’s example above, when he worked with his colleagues, he primarily focused on communicating and resolving interactions/dependencies. This allows group members to ensure that everyone can deliver together and remove important obstacles to other teams’ progress.

Working collaboratively allows you to get the best out of everyone rather than making unilateral decisions and moving forward on your own. Engaging your team in a constructive and supportive way will provide tangible and intangible benefits and help you become a better colleague and partner.

Connect with the people you lead

Communicating “downward” doesn’t mean talking down to anyone. It’s just a way to communicate with the people you lead, either formally or informally. They don’t want to be left in the dark. They just need context and understanding of the situation. what They are doing it but also why.

When communicating with employees:

• Help them see the big picture and understand how their actions contribute to larger goals and initiatives.
• Share the context and reasoning behind your decisions. Transparency is important to avoid false narratives and incorrect assumptions. That said, there will be times when you won’t be able to give your employees the full picture.
• Get feedback often. Don’t just give orders. Your employees are an important part of your organization and will have useful opinions and ideas. Listen to them and help them feel heard and valued.

When my client communicated with his team, he helped his colleagues see why.They had worked on a technology transformation project, and each person knew what to do and when to get the work done. This helped everyone feel connected to the purpose of their work and created team commitment to the outcome.