Managers play a critical role in defining an organisation’s culture and in inspiring and motivating their teams. Communication skills are one of the key aspects of management style. Where there is poor communication, employees can feel demotivated, their work effort and quality can suffer and they may decide to leave the organisation.
The importance of communication in the workplace has never been more important. Since the pandemic and the proliferation of remote and hybrid working, and evermore disparate workplaces, organisations are placing greater emphasis on how they are communicating with their employees.
Effective management communication
Fundamentally, managers do not have the right to say whatever they want. As part of your role as a manager, you should constantly reflect on your communication style and how it is impacting your team’s morale, performance and workplace experience.
It can be tricky to know what to say and when to say it, but keeping a focus on nurturing the team, inspiring them to achieve and to feel valued and giving constructive feedback can help to boost performance and productivity.
Below are some examples of statements and questions which managers should avoid saying to maintain positive employee relations and prevent toxic or negative repercussions.
“I don’t have time.”
If your employee has an issue, be it professional or personal, and they come to you for support, you should make the time to listen to them. If you reply that you don’t have time, the employee is likely to hear it as “I’ve got more important things to do.” You are signalling that they sit low on your priority list and may well feel embarrassed or reluctant to discuss the matter when you do give them the time. You can also expect that they will be reluctant to come to you again in the future with an issue.
This becomes problematic since most workplace issues are best resolved informally at an early stage; if a team member is deterred from raising issues with their manager, problems can quickly escalate, which in turn can result in a bigger problem – and potentially legal risk – for the manager and organisation to deal with.
Likewise if the employee has an idea to put to you, it’s not generally advisable to be dismissive or closed off to suggestions and contributions.
Whether the issue relates to a problem or idea, acknowledge the employee’s approach and either make the time there and then if you can, or agree a later time with the employee so they are assured there will be a discussion.
“Leave it at home.”
Issues with personal lives can impact performance at work. Employers have a duty of care toward employees’ well-being, and this includes being alert and responsive when an employee is having problems at home to provide support. Without feeling supported at work, employees may feel more stress and anxiety, which can escalate into performance issues or sickness absence.
If someone’s work performance is being affected, it is reasonable to have an informal discussion with the employee to ask if there is anything the employer can do to help. While managers should respect their employee’s right to privacy, you should also make them aware of any support provisions that are available to help address their issues and to get back on track with their job.
“We’ve always done it this way.”
This expression can be highly demotivating for workers and give the impression that the manager is being defensive and unwilling to consider new ways of working.
Organisations should promote a culture of improvement and change to enhance performance and efficiencies, and morale. The best ideas and innovations often come from frontline workers and those using the organisation’s processes and methods on a daily basis. By encouraging and welcoming suggestions and improvements – and not seeing these as a criticism of how things are currently done or the person who introduced the current approach – staff can feel a greater sense of buy-in and value, while the organisation can reap the benefits of any changes that are implemented.
If the timescales of the particular project permit: “Let’s do it your way and see how it works out.” And if circumstances do not allow: “Why don’t we improve/alter/change the process next time?”
“The person before you was awful.”
As a manager, it is your responsibility is to accept errors, mistakes and challenges of your team. Work on finding solutions and implementing them. Best practice is to never make derogatory comments about colleagues, including former employees. It can reflect poorly on you as a manager to speak negatively about people in the organisation and criticising the performance of former employees can reflect badly on management if the job was not being done properly.
“You did perfectly.”
Over 70% of employees surveyed for a Harvard Business Review study concluded that they would prefer to receive corrective feedback to enhance their performance than meaningless platitudes. Whilst validation is encouraged, all competent employees recognise that improvement is always possible.
By complementing the work and not the outcome, you demonstrate their effort counts for a lot. This, in turn, inspires the employee to work hard on any future projects because they have received genuine feedback and not cliches.
“You’re lucky to have this job.”
People are hired for their skills, experience, and potential contribution to the organisation. They should not have to feel thankful to you for hiring them. Far from instilling loyalty and dedication, threats have the opposite effect. Employees who hear this often are more likely to look for their next opportunity.
“I’ll take that into consideration.”
Employees hearing this are likely to interpret it as, “Let’s move on, I have no intention whatsoever of considering what you just said.” If you do not intend to consider their suggestion, tell them why so they can learn from it. Share your knowledge.
For example, you could say: “It is a good idea, unfortunately, because of [appropriate task or project] we cannot focus on this right now. If you can think of another way around this problem, I’d be more than happy to hear it.”
“I probably shouldn’t tell you this, but…”
If you start any sentence this way, you probably should not be saying it. Whilst it may be tempting to disclose certain information, it will not make you look very professional. Managers should refrain from spreading gossip or discussing another employee’s personal business. It’s likely to be better to say nothing.
“The customer is always right.”
It is important to remember your employees know you are on their side; you have their back. For example, it is never acceptable for a customer to verbally abuse your staff. There may well be some employees who are excellent at customer service who will just shrug it off, however, it is still important for you to make it clear you are there if they need back-up or support and to know when you need to step in to handle the situation.
“Keep doing what you’re doing”
Employees value feedback, but avoid being vague and non-specific. Give constructive and specific feedback to help your team develop and improve.
Avoiding grievances
Effective management communication today is not about being authoritarian, issuing orders, making derogatory comments or belittling workers. In fact, these styles of management lead to problems in the workplace such as low team morale, poor performance and loss of staff.
Effective communication is key to positive management and avoiding grievances within the workplace. Building and maintaining a culture of open communication should bring any informal issues to light before they become formal grievances.
When informal issues arise, deal with them effectively and in a timely manner, giving feedback to the employee that allows them to move forward.
An employer must ensure everyone has the same message about what is acceptable within their organisation. Talk to your team about business ethics, effective team communication, and your expectations, keeping it fresh, up-to-date, and relevant.
Need Assistance?
DavidsonMorris’ HR specialists work with UK employers on all aspects of workforce management, including supporting managers through training and coaching. Working closely with our specialists in employment law, we offer a comprehensive solution to reduce legal risks while looking after the interests of the business. For advice on a specific issue, speak to our experts today.
FAQs
How can I avoid saying these negative phrases as a manager?
To avoid saying these phrases, it’s essential to be mindful of your communication style and the impact your words have on your team. Practicing empathy, actively listening, and considering how your words will be received can help. It might also be beneficial to rehearse alternative responses or seek feedback from trusted colleagues on your communication.
Why are these phrases particularly harmful in a UK workplace?
In the UK, workplace culture often emphasises respect, inclusivity, and fairness. Using phrases that dismiss, belittle, or undermine employees can damage relationships and create a toxic work environment. Such phrases may also go against the cultural expectations of professionalism and support within UK businesses.
What should I do if I’ve already used one of these phrases?
If you’ve used one of these phrases, it’s important to acknowledge the mistake and make amends. Apologise if necessary, and clarify your intent. Following up with a more constructive conversation can help rebuild trust and demonstrate your commitment to positive communication.
Are there cultural differences in how these phrases are perceived?
Cultural differences can influence how certain phrases are perceived. In the UK, direct or dismissive language may be seen as unprofessional or harsh. Understanding the cultural context of your workplace is crucial for effective communication and avoiding misunderstandings.
Can avoiding these phrases really improve team performance?
Absolutely. Positive and constructive communication fosters a supportive work environment, which can lead to higher morale, increased productivity, and stronger team cohesion. When employees feel respected and valued, they are more likely to be engaged and motivated.
How can I encourage other managers to adopt better communication practices?
Lead by example and share the benefits of positive communication. Offering training sessions, workshops, or even casual discussions on the topic can help raise awareness. Encouraging an open dialogue where managers can share experiences and tips can also be effective.
Glossary
| Term | Definition |
|---|---|
| Communication Style | The way in which a manager conveys messages, including tone, language, and body language. |
| Workplace Culture | The shared values, beliefs, and behaviours that shape the working environment of an organisation. |
| Empathy | The ability to understand and share the feelings of others, essential for effective management and communication. |
| Employee Morale | The overall attitude, satisfaction, and confidence of employees within a workplace. |
| Constructive Communication | A positive and solution-focused approach to communication that encourages dialogue and problem-solving. |
| Toxic Work Environment | A workplace characterised by negative behaviours, such as hostility, poor communication, and lack of support, leading to low employee morale and high turnover. |
| Team Cohesion | The degree to which team members work well together, share common goals, and support one another. |
| Professionalism | Adherence to a set of standards, behaviours, and practices that are considered appropriate in a professional setting. |
| Feedback | Information provided to an individual or group regarding their performance or behaviour, used as a basis for improvement. |
| Management Style | The way in which a manager directs, controls, and motivates employees, influencing the overall work environment and team performance. |
| Inclusivity | The practice of ensuring that all individuals, regardless of background, feel valued and included in the workplace. |
| Active Listening | Fully concentrating, understanding, responding, and remembering what is being said, essential for effective communication. |
| Innovation | The process of implementing new ideas, processes, or products to improve efficiency, effectiveness, or competitive advantage in the workplace. |
| Respect | The regard and consideration shown towards employees, which helps foster a positive and supportive work environment. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
