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The Power of Trust in Effective Communication
Communication and trust are complementary components of a relationship that need equal attention. Consequently, the two elements play a crucial role in achieving organizational goals and objectives. For instance, managers and leaders cannot inspire change among followers without proper communication skills or motivate them towards specific company targets in the absence of trust. Unfortunately, institutions place more emphasis on having meaningful interactions at the workplace rather than using a trust to build professional relationships.
Human resource development (HRD) practitioners suggest that there is a need for a balance between the two because effective communication is a core leadership competency that lays the foundation for trust and other workplace values. According to Glaser (2013), organizations need conversations that enhance connectivity among workers to attain better executive functions crucial in building common goals. Most companies rely on partnerships and teams to carry out their operations but the sustainability of these professional relationships needs trust. Dishonest and unclear conversations between top-level managers and subordinates lead to distrust which deters the accomplishment of a companys purpose.
There are organizational behaviors that can only be managed through effective communication. First, coordination among workers relies on the structure and channels of communication. Secondly, information is crucial in achieving company goals and the sharing of the same requires objective conversations among subordinates (Glaser, 2013). Finally, employees need to express their opinions and emotions in different circumstances and this is only possible with appropriate communication strategies. However, to control the three elements, managers must promote a culture of trust within the organization.
Consequently, all companies should educate their employees on the best communication techniques. Considering the technological trends, organizations should use modern training methodologies as opposed to traditional and time-consuming approaches. The period for the learning program should be dependent on the number of departments. Additionally, the learning sessions should be computer-based to avoid much interference with daily employee activities. The trainers can record videos and audio and then distribute them via the companys network. The same online platform will be used to get feedback from workers and assess their understanding of the lessons taught.
Reference
Glaser, J. (2013). Conversational Intelligence: How great leaders build trust & get extraordinary results. Bibliomotion.
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