Introduction
If your “For You Page” (FYP) is anything like mine, you’ve likely seen the videos mocking corporate culture. Whether it’s hyperbolizing the use of jargon or mocking the interactions between a Gen X and a Gen Z employee, this satire often highlights the (mis)communication of the corporate world.
While certainly good for a laugh, this content pokes at an issue that is embedded deep in many companies. From a marketing perspective, it may not seem particularly relevant whether a company overuses the term “synergy” or whether seasoned employee Linda understands what the interns mean when they say “slay”.
However, the communication (or lack thereof) inside the office heavily influences the communication outside of it. If your company isn’t aligned internally, customers aren’t going to receive a clear message about what it is you offer. The work has to start from within.
In today’s increasingly interconnected yet remote workforce, there are several barriers to effective communication. This article will explore three broad barriers and discuss potential solutions. These challenges aren’t going anywhere, so we would all do well to pay attention to how we can tackle them.
#1: Jargon & Info Overload
It’s no secret that a lot of corporate jargon is bullshit. Does anyone really know what it means to “leverage the low-hanging fruit” without “boiling the ocean”?
An article in the Harvard Business Review explains that people use corporate jargon to imply a high level of knowledge or status. Everyone wants to sound smarter–but often this technical language is just a mask used to maintain illusions of competency and productivity.
Corporate jargon isn’t a new phenomenon. In fact, its roots go back to the American military, as this BBC article explains. But in recent years the vernacular has begun to steer away from that of military precision, and towards phrases that make increasingly less sense.
Couple this with the information overload facing most workers today, and what’s important can easily be lost.
“Cutting the crap” seems like the obvious solution, but it’s more easily said than done. It has to come from the top down.
A few years ago, Amazon’s public policy and communication head Jay Carney explained that the company had instructed certain employees to stop saying things such as “platform” and “crushing it” in meetings.
The reason? Amazon didn’t want people to realise just how much power it already held. Sneaky, perhaps, but also strategic. These are the kinds of small changes that can have a ripple effect throughout your company, and influence public perception.
If you don’t hold the power to influence the way your entire company speaks, there are still ways to make a difference to the discourse.
If you have a curated email signature, you don’t need to type:
“Sincerely,
Your Name”
at the end of every email.
That being said, you shouldn’t start writing in run-on sentences or using phrases such as “lmao” in emails either.
Towing the line between professional and superfluous can be tricky, but try to keep the end goal in mind. If you’re sending an email, you are likely providing information or asking for it. In either case, you want to make sure those on the receiving end understand your message and exactly what is expected of them.
Of course, email is itself a flawed system. Which loops in nicely to another major component of the modern workforce that can make it harder to convey meaning effectively:
#2: Non-Verbal Communication
According to psychologist Dr. Albert Mehrabain, only 7% of all communication is verbal. Tonality accounts for 35%, and body language comprises the remaining 55% – a whopping figure.
Since the pandemic incited a shift to an increasingly virtual workforce, researchers are emphasising the added importance of strong non-verbal skills.
While improving non-verbal communication is a good practice for employees (both in work and in life), there are also several steps that companies can take to reduce the technology barriers.
Prioritise Face-to-Face Communication
Meet in-person whenever possible if you have complex objectives and/or relationship-based goals to achieve. Let your intuition guide you! Often you can sense whether a certain conversation should be had face-to-face.
When it is neither convenient nor important to meet in person, utilise a video conferencing software that meets your needs.
If a video call is not possible, try a phone call. This way you can at least hear the other voice(s), even if you cannot see faces.
If all meeting options fail, resort to email or a direct messaging platform. As I mentioned above, being clear and concise can go a long way when communicating via text.
Beyond work meetings, socials are a great way to get to know team members and understand their communication styles in a more casual setting.
Be Selective When it Comes to Internal Communication Channels
Just because a piece of software contains an abundance of features doesn’t mean it has the right features for your company.
Large firms often opt for Microsoft Teams due to its professional look and organisational structure, while smaller start-ups might prefer Google Meet for a more accessible video conferencing platform.
Customer-facing organisations likely require an impeccable phone system, while software developer firms need computers that can easily run the proper coding languages.
So on, so forth. Before purchasing a hefty subscription to a new piece of information tech, ask yourself:
What are we trying to achieve with the use of this tech? Do we already have an internal communication channel that can facilitate these objectives? Will this tech improve our current ways of doing things? If so, how?
It’s also a good idea to have a select group of employees test out the product and vet it before making a purchase.
Provide Adequate Training
Implementing new technology can revolutionise a company’s operations, but only if everyone understands how to use it.
All employees should undergo comprehensive training when starting a new role, and much of that training involves learning how to use the tools at their disposal.
Beyond online training modules, having a small group of “experts” within the organisation who can provide one-on-one assistance is practical.
Anytime a business transformation occurs, it is crucial to make time to ensure all affected employees understand how their roles will shift, and how their current tasks will translate to new technologies.
As this article from the MCX Group states, “we use technology to help humans create a safe, responsible, and effective environment to cooperate”.
In a world where working from home (wfh) is a norm and international correspondence needs to occur (almost) instantaneously, companies must use technology to communicate. But it is important to ensure that it remains a supplement to face-to-face communication, and not a replacement.
#3: The “Generation Gap”
Now that Gen Z has entered the workforce, a company can have up to four generations collaborating under its (increasingly figurative) rooftop.
Earlier this year, Gallup reported that 54% of Gen Z and younger millennials are disengaged at work. Clearly, there’s a gap somewhere. But is it really generational?
“There’s little solid empirical evidence to confirm that the era we were born in determines how we behave”, a Forbes article points out. That being said, it is true that there are similarities in behaviour amongst people who are in the same stage of life.
For example, say Krish goes out most nights after work. What his older colleagues might perceive as the fun-loving, partying nature of Gen Z is really just Krish being in his 20s, and wanting to explore the big city he’s working in.
On the other hand, say Jacqueline–who’s been with the company for 25 years–always gets her morning coffee at 8:45am sharp, leaves at 5:00pm sharp, and eats the same chicken salad for lunch. Krish might stereotype this behaviour by thinking that Boomers are “stuck in their ways”, when Jacqueline has simply cultivated a routine that continues to work well for her. Why not stick to it?
Beyond generational stereotypes, everyone carries a host of other biases with them, based on their backgrounds and experiences. Workplaces are becoming increasingly diverse due to globalisation and EDI efforts, which is a great thing. But it means employees and especially leaders must be hyper-aware of the differing perspectives that each individual brings to the table.
The next step is to remain introspective about the biases you hold and the assumptions you make based on stereotypes. Before questioning someone’s thoughts or actions, ask yourself:
Why do I find this surprising? What may have motivated this person to take this action or come to this conclusion?
Of course, disagreements in the workplace are inevitable. When handled appropriately, they can lead to a more thoughtful, innovative, and efficient company. Asking clarifying questions and not being afraid to explain your opinion is important.
According to the Forbes article mentioned earlier, people want to be seen, respected, and they want to grow. For business leaders, consider having one-on-one conversations with your employees to learn who they are as a person,, where they want to go, and what they need to get there.
Conclusion
Entire songs, stories, and real-life situations revolve around miscommunication. It’s part of what makes us human and it cannot be avoided 100% of the time.
Jargon, technology, and biases are just three of the many barriers to productive communication in today’s working world. But there are also many steps, both big and small, that employers and employees can take to break down these barriers.
If you can reduce the internal friction within your company, you can come to a greater collective understanding of your vision and your values. Ultimately, consumers will pick up on this, leading to better returns and a better work life.
By Heather Stanley