ine with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of the

The ability to effectively communicate with employees is key to the success of the manager and the organization. Clear, concise communication, delivered with understanding, honesty and often empathy, can make the difference between whether the manager’s message is received or not. When dealing with a difficult situation with an employee, whether it is a coaching session or a performance appraisal interview, the words the manager chooses and the manner in which the message is delivered make a tremendous difference.

Beyond the delivery of the message, it is equally important that the manager listen carefully to the employee’s response. The manager must understand exactly what the employee means, looking beyond the mere words. The true meaning of the messages is not always found in the spoken words. It is often found in the intonation of the message, the body language or the tone.

As an example, in the two conversations outlined below, the manager, Tom, made very inappropriate responses to the situation presented. He “heard” the words that the employees were saying but never “listened” for their meaning.

In the first situation, Tom had to address a missed deadline with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of thes

h a difficult situation with an employee, whether it is a coaching session or a performance appraisal interview, the words the manager chooses and the manner in which the message is delivered make a tremendous difference.

Beyond the delivery of the message, it is equally important that the manager listen carefully to the employee’s response. The manager must understand exactly what the employee means, looking beyond the mere words. The true meaning of the messages is not always found in the spoken words. It is often found in the intonation of the message, the body language or the tone.

As an example, in the two conversations outlined below, the manager, Tom, made very inappropriate responses to the situation presented. He “heard” the words that the employees were saying but never “listened” for their meaning.

In the first situation, Tom had to address a missed deadline with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of the

nager listen carefully to the employee’s response. The manager must understand exactly what the employee means, looking beyond the mere words. The true meaning of the messages is not always found in the spoken words. It is often found in the intonation of the message, the body language or the tone.

As an example, in the two conversations outlined below, the manager, Tom, made very inappropriate responses to the situation presented. He “heard” the words that the employees were saying but never “listened” for their meaning.

In the first situation, Tom had to address a missed deadline with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of the

.

As an example, in the two conversations outlined below, the manager, Tom, made very inappropriate responses to the situation presented. He “heard” the words that the employees were saying but never “listened” for their meaning.

In the first situation, Tom had to address a missed deadline with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of the

ine with Mary, a good employee who was generally prompt about meeting all customer demands. Mary’s response to Tom’s inquiry about the problem went as follows:

Mary: “Well, you know, Tom, things are always hectic around here. We keep getting changes all the time.”

Tom: “But some of these changes are predictable. You just don’t plan well.”

In the second situation, Tom had to follow-up with another employee, Larry, who was supposed to take care of a customer complaint about a quality issue. Tom was upset because he thought the issue had been resolved earlier.

Tom: “Didn’t we talk about this before?”

Larry: “Yes, but this is a little different.”

Tom: “Frankly, I’m surprised that I had to call you in again. I assumed you took care of this problem months ago.”

After both exchanges, the employees walked away very upset and angry. Tom felt that he had properly addressed the problems, but wondered why the conversations were so one sided, abrupt, and lacked real, open dialogue.

In Tom’s exchange with Mary, Tom quickly made her very defensive. His statement that she did not plan very well was judgmental and failed to determine the real problem. It would have been better if Tom reflected upon the content of Mary’s statement and was more empathetic to her feelings. He might have said “It’s all the changes, then, that you feel are causing the missed deadlines.” By stating this, Mary would not have been so defensive and a discussion ab