Building work relationships and building your communication style inventory is about managing objections. Often, as a manager, we receive inbound objections regularly. If we take them personally, it can become overwhelming for many. Think of it this way: an objection is a form of engagement. You have a starting point!
Welcome to the true signal, engagement! What?
Internal and External Objections
- Your price is way too high………….
- This really isn't a good time for this right now…..
- We really need some time to think this over…..
- We straight up have no budget for this……..
- Your competition has a better offer on this………
Does anything here sound remotely familiar? I bet it does in any given moment, right? So, what are you doing about it? Like most managers, you have or are currently developing direct answers to these common objections in any industry. Honestly, I do not think it matters what or who you are managing. After all, as the manager, you are supposed to have the answer, right? These statements are universal in rejection, so do not feel it is YOU because it is NOT. It is their knee-jerk safety valve reaction. It's in your court now, and what you do next matters the most!
But, if you keep on doing what you are doing, expecting different results, well, then YOU are potentially the issue! You must adjust your thinking and communication style to build better work relationships and effectively strengthen your communication style inventory. Growth.
"Assumption is the root of all communication evil!"
Jeffrey A. Rogers, CPMBC
Yes, you must have answers to these questions; of course, you must; you are the manager. They require your guidance. But the trick is asking probing questions to build clarity and control the communication engagement, building strong work relationships and trust. Please do not simply answer the question; learn and expose more. Let them know you care by better understanding their point of view.
Further, your new mission is to probe, gently push, and prevent annoying questions in the first place. Are you up for the challenge? Ironically, most managers are not. They want better results but are not willing to hit the uncomfortable zone.
Building Work Relationships and Your Communication Style Inventory
Self-Awareness and Communication Methodology
Your appropriate communication method for engagement is critical for success. Convenience is not your friend here; certain messages require specific engagement methods. Like many, I am confident you have had that specific text message go south. Or that email correspondence that went sideways, requiring unnecessary damage control.
Clarity in Delivery for Trust
Best communication requires clear, plain, and simple delivery. The choice of words to eliminate ambiguity matters. Remember, tone and body language matter more; be careful. Many gloss over difficult conversations to avoid conflict, hurt feelings, or offending others, this detracts from strong relationships. In the end, this makes matters worse. Engaging all communications with respect and candor, with intended clarity for all, develops better trust.
Ultimately, your intended audience must trust you to communicate effectively and honestly. The art is in your delivery, tone, and body language. Knowing your audience and meeting them where they are yet still clearly delivering the appropriate message are the marks of an effective communicator. Avoidance is not your friend.
Manage Difficult Communications
As an extension of the above, not addressing difficult conversations would be an error in building work relationships as a strong manager. Most often, we pretty much know when a communication engagement will get sticky. Weak communicators avoid the interaction, only allowing it to magnify and worsen.
Here, emotion and tone are to be aware of. Your ability to identify resistance, emotion, and objection in advance separates the effective communicator from the rest. Make no mistake. This is a skill. More importantly, addressing this requires courage. The courage many lack.
Many factual, cultural, and organizational assumptions could be made at the root of the pushback; your job as a manager is to remove assumptions. Allow yourself to get centered and communicate effectively. Disagree neutrally and find the common ground. Maintain composure and remain committed to the desired outcome. To reframe is your friend.
Expectations and Deliverables
Everyone must know the score. Establishing clearly defined expectations and deliverables complemented by timelines and expected outcomes distinguishes the managerial relationship-building communicator. Many like to fluff their way through the process to be everyone's friend. Not only is this a dangerous practice, but it is equally foolish. It is much better to earn trust and respect than to be a friend to everyone. In the end, you will learn that you most likely are not a friend anyway.
"Establishing clearly defined expectations and deliverables complemented by timelines and expected outcomes distinguishes the managerial relationship-building communicator."
Jeff Rogers, CPMBC
Do NOT assume that YOU know what is in your counterpart's head and why/what will drive the result. I have learned: I do not know what I do not know, and I do not even know I do not know it! Until I ask the correct questions to drive the answers I need, the clarity I need to understand the accurate picture best and provide the proper solution to the problem is impossible. Otherwise, I am forced to assume, just like everyone else! NO, not us.
By preventing these universal, top-of-mind, here comes the manager again; you will build stronger work relationships. You will drive solutions. Be different, be memorable, be unique, and show you care. Earn trust. Ask the tough questions; others will not dare to be excellent at your work!
Try these probing questions as answers to objections:
- What do you think the value of continuing NOT to solve this problem is costing you anyway?
- What is a reasonable cost to fix and solve the problem in your eyes?
- How can I help?
Action Steps for Building Work Relationships
It would help if you were gently challenging driving; the actual expense is not solving the problem. Refer back to the problem's cost regularly and keep the pain right there top of mind. Make them feel it!
A general rule is the cost of the problem should be about 10x greater than your solution, and you really must peel back the onion on the cost side.
Bring emotion into the equation as well to expose the pain. Tie it back to WIIFM radio. What's in it for me! They need to feel your solution personally and feel good about it! Close your deal! Win/Win/Win!
Setting the score upfront means treating everyone fairly, respectfully, and with candor. Holding everyone accountable is where the rubber meets the road in communication regarding leadership.
Building work relationships and building your communication style inventory is about managing objections. Often, as a manager, we receive inbound objections regularly. For effective communication to be our friend, we must definitely exit our comfort zone. The best communication is a moving target. We never arrive. I say this because there will always be new methods to communicate, and the needs of others are constantly changing.
Therefore, continually building communication muscles is the only way to adapt and pivot to never-ending communication challenges. There will be challenges. Building work relationships is all about mentally, emotionally, and physically preparing yourself for the daily best communications.
As an action step, write out on another sheet of paper what you will do differently to enhance your very best communication.
