With so much of the workforce working remotely during the Covid era, communication has been particularly challenging, and yet so fraught have circumstances been that it has never been more important. Recent research from Baylor University highlights some of the key communication lessons learned during the pandemic.
The study found that the key to successful communication was what the researchers refer to as “ethical listening”. This was defined as listening with an open mind and therefore being able to hear everything that is being told to you, regardless of whether it’s good or bad. This then pairs with “strategic listening” which is knowing how to use this information.
Good communication
The researchers spoke with numerous communication professionals from across the United States, and a common theme was that the confidentiality of employees is crucial so they feel confident speaking up or giving feedback.
The move to remote working had an obvious impact on communication, but the respondents also revealed that the speed of change demanded by the pandemic also resulted in communication being less of a priority.
This made it harder to develop trust and forge new relationships across the workforce, with the respondents saying that things like small talk were often lacking and critical conversations were that bit harder to have.
“We heard that the pandemic posed challenges in internal communication due to the alienation many employees experienced, and it prompted us to reevaluate the moral responsibility communications holds for keeping employees feeling connected to their teams,” the researchers say.
Meeting the challenge
The study also revealed some of the strategies used to overcome the challenges presented by the pandemic. For instance, one manager in a healthcare organization encouraged leaders to have 30-minute “walk-around” sessions, whether in person wearing PPE or via technology.
For all organizations, the importance of ethical listening was all too evident and yet extremely challenging to meet. Indeed, in most organizations, the ratio of messaging to listening was lopsided, with managers far more prone to talk than to listen.
“We cannot promise we are going to fix everything,” one respondent said. “But we have the mantra if you are asking for feedback, it is critical that you close the loop and say that.”
Being responsive
It was also found to be challenging for communications managers to effectively respond to any feedback they did receive, especially in larger organizations where silos are prevalent.
To overcome this challenge, the researchers found that having a communications team member sitting in on departmental meetings helped to act as a liaison.
There was also a common desire for shorter meetings with more focus to help cut down on the stress employees feel. A more visual communication style was also found to be effective, with video conferencing providing various visual cues as to the wellbeing of staff.
“I’m making sure that I have my eyes trained on the screen on the facial expressions,” one respondent said. “Part of active listening is also looking for visual cues of the reactions of your colleagues.”
Overall, the researchers were heartened by the increased level of empathy being shown by respondents and believe this bodes well for the kind of decisions being made by organizations across the land.
“We recommend that senior leadership and communication professionals seek ways to continue to improve moral sensitivity well after the global pandemic has receded, which can lead to more ethical decision-making,” they conclude.
