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George Bernard Shaw’s quote rings even more true today, considering the problems many organisations and businesses are faced with as a result of poor communication. Depending on the format, whether it’s delivered through visuals, speech or writing, and depending on the receiver, be it an individual or a group – your communication needs to resonate with your target audience to be effective. The availability of skills and knowledge are crucial for every business, but what good are they, if they are not applied as needed because of poor communication?
Using simple, straightforward statements, avoiding wordy expressions, longwinded sentences and repetitions is a given. In meetings or at presentations, a well-put-together, informative, engaging message will get you the attention and focus you need to make an impression. As Peter Drucker said “The most important thing in communication is hearing what isn’t said”. Our mission is to assist in developing individuals and transforming organisations by encouraging and challenging people to reach their highest potential, lead inspired lives and embrace opportunities to make a positive difference.
Athena is the goddess of wisdom, courage, inspiration, civilisation, law and justice, just warfare, mathematics, strength, strategy, the arts, crafts, and skill. Follow Athena CoachingAthena Coaching 1 day ago Absolutely THRILLED to be have my article Decisions, Decisions, Decisions featured in the #CBA Women in Focus newsletter yesterday! Good coaches don’t fear loss of control as they know that the people they coach will have formulated their plans and ideas in their presence.
It seems that Tell is dominant here and perhaps this is because most of us were conditioned to learn in this way at school. The modern world of work is changing so fast that we can no longer be certain that the ways and methods we used to become successful will be valid for the next generation. Furthermore, people don’t retain a great deal of learning when they have only ever been told what to do. Coaching presents a way of dealing with these problems as it is concerned with drawing our rather than putting in and thus enables people to learn in their own way and at their own speed. Managers who use this style prefer to manage by command and control and they are sometimes referred to as autocrats.
However, people who work for managers like this often complain of feeling put upon and unappreciated. Also, from the manager’s point of view, this style does not really give access to the creativity and experience within the team and assumes that the manager has experienced all the problems and knows all the answers.
Here the manager is still the one devising the plans and making the decisions, but does consider the needs of the team buy trying to sell the benefits of his or her suggestions.
When we consult, we may prefer to avoid making decisions until after the team has had a chance to discuss matters. Managers that favour this style like to position themselves as just one of the group whose opinions and ideas are no more valid than anyone else’s.
This quite clearly emphasizes trust and faith in others but must not be done without some thought.
In a future post I’ll examine how we can use a coaching approach to work with these different communication styles. Most managers I train as coaches are clear (or have been convinced by their bosses) that they need to take on the role of coach as part of their people management responsibilities. A useful starting point is to consider coaching as one type of communication and see how it fits with typical management communication that most of us will recognize.

Here we’ll consider six communication styles that differ in terms of the level of control exercised by manager and team member respectively.
Here we loosen our control just slightly and involve team members to the extent that we realism that they must be convinced of the merits of an idea before they’ll feel inclined to act upon it with any enthusiasm. A further loosening of our control and a greater involvement for team members because we literally test out an idea or decision and accept the risk that the team will not agree. A common mistake in considering management communication in this way is to think that one style is necessarily correct. In a future post I’ll expand on the relative advantages and disadvantages of each style and examine where coaching fits. Despite the ever-increasing technical tools that are thrown on the market to aid the exchange of information; despite making it easier and faster to communicate, messages do not always achieve what they were sent out to accomplish. There are a few key principles that, once utilised, can contribute considerably in making the exchange of information truly efficient. It helps you tailor your message for maximum impact and also provides you with an insight of how others perceive you.  Communication styles can vary depending on individuals and their backgrounds, and on organisational cultures. Be specific, take the values and feelings of your audience into consideration and practice active listening. In fact, as women we are natural collaborators who work together to pool resources and come up with the best solutions.
You’ll be supported by Linda Murray, a successful businesswoman who has extensive practical business experience and academic qualifications in Business Coaching and Psychology.
Having Linda by my side over the past 2 years has enabled me to take on challenges head first with confidence. If you're looking to make more empowered and confident decisions try these tips and let me know how you go. Thus the coach has the ability to warn against a certain course of action if it is against the rules or likely to cause problems.
We would sit in rows of desks while the teacher would tell us what we needed to do and how to do it and lessons would consist of being told what we needed to know. In this way we get learning and development that sticks in the same way as learning to swim or to ride a bicycle. This style means that the manager can exercise great control as he or she can be sure that work is being carried out in accordance with their detailed instructions.
They can feel frustrated at not being given a chance to have their say and can end up following instructions to the letter and exercising little if any initiative. Notice though that it is still his or her suggestions, without much scope for team contributions.
If the initial suggestion is received with enthusiasm, this style of manager is likely to relinquish control to a fair degree and allow the team to undertake the work under his or her guidance. This can be a problem in that decisions might be delayed until everyone in the team has had a chance to have their say, and it’s far from certain that decisions made in this way will be any better than if the manager made them on their own. This can create a dynamic team atmosphere and leave people feeling highly valued.  It is likely that groups managed in this way will produce a range of creative ideas and relieve the manager of much of the burden of control.
This means that the manager explains the requirements of a task and sets the rules and deadlines, but then leaves the team or the individual to achieve the desired results as they see fit.
Managers need to know their team well enough to be able to decide who should do what, and they must never seek to delegate accountability.

The team’s input is sought and their ideas considered but it is still the manager that makes a final decision and thus retains a high level of control. Each has its advantages and disadvantages and the most effective managers adapt their style to reflect the needs of the situation and of the person with whom they are communicating. Their abilities and skills to read a person or a group, to understand their issues and values, and to sense the moods, dynamics and attitudes present in their environment, enable them to reach out to their audience and get the message across. You might find a “tell it like it is” approach in some companies, while others highly value the preservation of a harmonious environment.
It might be the easiest and fastest way, but is an email really the best way to get your point across? However, we can also see that perhaps coaching doesn’t belong to this range of alternatives at all as it almost represents a philosophy of communication rather than a style.
Also, we’ve seen that coaching is an effective way for managers to build trust in their teams and so they can resort to Tell when the situation demands it without worrying about the team being uncooperative or becoming disillusioned. This style also has the benefit of ensuring a consistent approach and is likely to absorb far less time. Furthermore if the team do not initially buy the suggestion it is likely that the manager will resort to Tell and insist that the team do as they are asked whether they like it or not. Alternatively, if the initial suggestion is resisted it may be that the manager decides to revisit certain decisions and to see if a more positive way forward can be formulated.
It has been said that a camel is only a horse designed by a committee where everyone insisted on having their bit included! However, as with Consults, this style soaks up a lot of time and may not be appropriate when a speedy, emphatic decision is needed. In other words, if it goes wrong the manager carries the can – its part of being a manager! There are obvious difficulties in defining coaching with any precision and of incorporating coaching into a general management role. For example if, as you are reading this, a fire alarm sounded it would clearly be absurd to arrange a meeting to discuss options for evacuating the building.
Understanding gender differences in business communication is another crucial skill male and female professionals will benefit from in achieving their goals.
A more complex problem, or a sensitive issue probably has a higher chance of success if addressed during a phone conversation or in a short meeting.  The written word simply cannot relate the fine nuances of tone and body language in a way a personal conversation can. In many ways coaching is a means of adopting the advantages of each of the other styles whilst minimizing the disadvantages.
What would be needed is for someone to take the lead and to ensure that people were moved to safety quickly and in accordance with the laid down procedures.
Having spent the past few months making some very big decisions of my own, I reflected on just how uncomfortable the decision-making process can be at times!
To do so requires us firstly to understand exactly the process that needs to be done and then to find the language to convey that process to another person in a way they can understand. Similarly, a new person on the team will need a period of close monitoring and some instruction before they have built up the knowledge and experience required for delegated tasks.

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