As a Watch Commander for the USS Dwight D. Eisenhower's Security Division I oversee approximately 45 individuals from different shops and rates. Most of us, including myself, have been sent from our parent divisions and jobs we have been groomed to do to serve a year as patrolmen. Because most of us have little to no prior security experiences our challenges are considerable. One lesson I have learned that has helped effectively manage my people is that open and honest communication is the key to success.
Our text describes this concept as supportive communication. This blog will take a close and personal look at my self-appraised skills in supportive communication, what I feel I do well, and areas of improvement.
Page 265 of our book Developing Management Skills outlines several behavioral guidelines to improve supportive communication. Using these guidelines I can gain a good idea of my skill set. First, I can start with Coaching versus Counseling.
It is a fine line between knowing when someone needs coaching or counseling. My personality type leads me towards finding solutions to problems, so when I see one I typically try to find a way to fix it. Now, especially with managing my team's personal conflicts and issues, this can be tricky for me. Most of the time issues and complaints just need to be spoken and unloaded to someone who will listen. This requires counseling and understanding a problem, not just finding a solution. Although, when I counsel people I may offer options to help out, but usually I tend to just hear them out. When I see deficiencies in work performance, appearance, or attitude I may need to put on my coaching cap and redirect the behavior in a more positive direction. Overall, I need to listen more and react less. Most of the time people can figure out their own solutions when they feel free and safe sharing their issues with someone they trust.
Communicating congruently is an area I feel I excel in. I have always been a person who says what they mean and means what they say. Rarely do I stray from this philosophy. I believe a person's words should reflect their feelings. I haven't had many instances where my words and actions are not congruent.
Being descriptive for me is something I learned in sales (pre-Navy). I found that by restating what other people say helps clarify the meaning. By describing an event, problem, or issue and then isolating it it is easier to offer viable solutions or alternatives. This is almost second nature for me.
Using problem-oriented statements is what I consider the PC approach to resolving discrepancies. Singling out the problem areas and not personal traits softens the approach and helps to alleviate someone feeling as though they are being attacked. "These are the issues I have a problem with" is better than "I don't like it when you do this...". This approach shifts focus to the problems, not the people.
Using validating statements is also a skill I learned as a salesman. Genuinely being open to others' thoughts and ideas builds value in them. My grandfather once told me I have two eyes, two ears, and one mouth for a reason. It is important to listen and observe more than it is to dominate a conversation with words. I feel I am a fairly good active listener.
Being specific versus global when making statements has helped me define what we have control over and what we do not. I love using this as a means to offer possible solutions to problems. Often, we focus to much attention on what we have absolutely no control over. This is a waste of time and energy and never really solves anything. Being specific in communication narrows down our focus and keeps us on track.
Own your statements. I have been told before to share all of the credit with my team and accept all of the blame for their failures. This is a global concept of leadership. When explaining to my higher-ups I always give the team credit for something good, but I always accept responsibility for our shortcomings.
Finally, an area which I can see plenty of room to improve is in regularly interviewing my people. I need to make a better effort to keep tabs on their goals, wants, and needs. The best way to do this is ask them on a one-on-one basis. I feel if I make more of an effort to connect with my guys, if even once a month or so, I can foster a better working relationship and understanding of them. After all, this is the ultimate purpose of supportive communication.
In the end, I do have some areas where I can improve on supportive communication with my team. I do feel I consistently exhibit most of these behavioral guidelines, and there is always room to grow. I believe that the better communicator I am with my guys the better they will be when it is their time to lead a team of their own.
JP
Our text describes this concept as supportive communication. This blog will take a close and personal look at my self-appraised skills in supportive communication, what I feel I do well, and areas of improvement.
Page 265 of our book Developing Management Skills outlines several behavioral guidelines to improve supportive communication. Using these guidelines I can gain a good idea of my skill set. First, I can start with Coaching versus Counseling.
It is a fine line between knowing when someone needs coaching or counseling. My personality type leads me towards finding solutions to problems, so when I see one I typically try to find a way to fix it. Now, especially with managing my team's personal conflicts and issues, this can be tricky for me. Most of the time issues and complaints just need to be spoken and unloaded to someone who will listen. This requires counseling and understanding a problem, not just finding a solution. Although, when I counsel people I may offer options to help out, but usually I tend to just hear them out. When I see deficiencies in work performance, appearance, or attitude I may need to put on my coaching cap and redirect the behavior in a more positive direction. Overall, I need to listen more and react less. Most of the time people can figure out their own solutions when they feel free and safe sharing their issues with someone they trust.
Communicating congruently is an area I feel I excel in. I have always been a person who says what they mean and means what they say. Rarely do I stray from this philosophy. I believe a person's words should reflect their feelings. I haven't had many instances where my words and actions are not congruent.
Being descriptive for me is something I learned in sales (pre-Navy). I found that by restating what other people say helps clarify the meaning. By describing an event, problem, or issue and then isolating it it is easier to offer viable solutions or alternatives. This is almost second nature for me.
Using problem-oriented statements is what I consider the PC approach to resolving discrepancies. Singling out the problem areas and not personal traits softens the approach and helps to alleviate someone feeling as though they are being attacked. "These are the issues I have a problem with" is better than "I don't like it when you do this...". This approach shifts focus to the problems, not the people.
Using validating statements is also a skill I learned as a salesman. Genuinely being open to others' thoughts and ideas builds value in them. My grandfather once told me I have two eyes, two ears, and one mouth for a reason. It is important to listen and observe more than it is to dominate a conversation with words. I feel I am a fairly good active listener.
Being specific versus global when making statements has helped me define what we have control over and what we do not. I love using this as a means to offer possible solutions to problems. Often, we focus to much attention on what we have absolutely no control over. This is a waste of time and energy and never really solves anything. Being specific in communication narrows down our focus and keeps us on track.
Own your statements. I have been told before to share all of the credit with my team and accept all of the blame for their failures. This is a global concept of leadership. When explaining to my higher-ups I always give the team credit for something good, but I always accept responsibility for our shortcomings.
Finally, an area which I can see plenty of room to improve is in regularly interviewing my people. I need to make a better effort to keep tabs on their goals, wants, and needs. The best way to do this is ask them on a one-on-one basis. I feel if I make more of an effort to connect with my guys, if even once a month or so, I can foster a better working relationship and understanding of them. After all, this is the ultimate purpose of supportive communication.
In the end, I do have some areas where I can improve on supportive communication with my team. I do feel I consistently exhibit most of these behavioral guidelines, and there is always room to grow. I believe that the better communicator I am with my guys the better they will be when it is their time to lead a team of their own.
JP
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