by Steve Adubato, PhD
How many times have you attended an organizational retreat or workshop and wondered what exactly was accomplished? It happens every day in business. Organizations spend a lot of money as well as valuable people hours on professional development and training efforts, without seeing much return. One of the biggest reasons there is so little payoff is that leaders don’t communicate both before, during and after the event to clarify goals and maximize the benefits.
by Steve Adubato, PhD
There is an ongoing debate as to what type of organizational structure promotes open and healthy communication. Some say a clear hierarchy with a direct chain of command limits confusion by knowing exactly who is in charge. Others say a flat organizational structure with few lines of authority with a CEO having direct communication with virtually all employees promotes a free flow of ideas and information.
by Steve Adubato, PhD
I recently sat down with former Chairman of CIT Al Gamper, who serves as Chairman of the Board at Rutgers University. For the past 30 years, Gamper has been on the forefront of many high-profile leadership and communication challenges. Gamper has managed people at every level at CIT. Having worked his way up through the ranks, he has also reported to a lot of managers and knows how important effective communication is to organizational and individual productivity and morale.
by Steve Adubato, PhD
The Internet can be a powerful sales and communication tool. It can also be a source of great frustration and confusion for those seeking valuable information about you and your organization. For many, a Web site and related E-communication are the primary vehicles that tell potential customers who they are and what they offer. With this in mind, consider some tips that can help you maximize the power of the Internet.
by Steve Adubato, PhD
Here’s the deal. You have an employee who has been with your organization for several years. He has been pretty competent, but recently his performance isn’t up to par. More specifically, Jim has been late in submitting three out of his last four projects. Further, he only got them done because you kept pressing him. You don’t want to get rid of him because it would be too costly to bring a new employee in and start from scratch, but something has to be done.
by Steve Adubato, PhD
I was watching Regis Philbin on television recently. Regis is usually a great communicator who engages his audience with self-deprecating humor and anecdotes about his every day life. Except this particular morning, Regis was telling a story about a dinner reception with Walter Cronkite and other media luminaries. The only problem was, Regis’ story went on forever, and I couldn’t figure out what the point was. Further, he wasn’t getting much reaction from the 200 people in the studio audience, much less those at home. Simply put, Regis’ story fell flat. It didn’t make the connection. This only proves that even the best storytellers sometimes miss the mark.
by Steve Adubato, PhD
It has been said that feedback is a valuable gift, but only if you are prepared and willing to receive it. How do you receive feedback? How do you solicit it? There is more of an art to this vital communication process than you might think.