Quiet quitting. Quiet cutting. Talent shortages. These catchphrases and others like them are everywhere — as are articles about what is causing these practices and changes. The truth is that many factors affect how successfully a workplace runs, and one of the underlying factors of workplace dysfunction may be something few leaders think about in a concrete way: the relationship between thought and deed. In other words, there is a connection between what a company says (e.g., “We have a team culture”) and how it acts (e.g., with disregard for what employees think).
Two terms are commonly used to describe the difference between what is said and what is done. The first, relational antipathy, refers to organizations that do not prioritize relationship-building among employees. The second, relational indifference, describes a type of behavior in which caring words are used while actions convey something else.
In both instances, the result is parties who are indifferent to each other. Over time, both employers and employees stop hearing each other’s words, leading to a breakdown in communication. Many of us have experienced this; examples include when the boss we are making a suggestion to does not seem to care what we think or the employee we are trying to coach ignores our guidance.
Sometimes the miscommunication is due to cultural differences or another factor we are not paying attention to; other times it is due to poor company culture. Whatever the reason, the continuing antipathy or indifference will inevitably have a negative effect on the company’s success. A recent Gallup poll found that nearly half of American workers are “psychologically detached” from their jobs.
Building better communications
Let’s look at some communication tips that can help alleviate the disconnect.
- Actively listen to what is being said. Do not multitask. Maintain eye contact. Let your body language show you are paying attention. Comment appropriately and ask questions.
- Ask for feedback on your communication style. Although it can be hard to ask, taking this step will make you a better communicator.
- Incorporate the suggestions you receive thoughtfully. For example, if your employees want more frequent communication, consider how best to do that. Will it involve quarterly meetings with direct reports, monthly team meetings or quarterly town halls?
- Be authentic. Be sure the changes you make are the right ones for you. Here’s an example: A medical practice promised to create a path for employees to become nurses. But the practice never followed through. This sent a clear message of antipathy or indifference, whereas the truth was that the practice couldn’t create that professional track. It would have been much better if someone had said, “Great idea, but we do not have the bandwidth for a program like that right now.”
- Be clear and provide context. Know what you want to communicate, say it clearly and simply, and be sure to include how it will affect your employees. This is true for everything from implementing a new CRM to changing employee benefits.
Feelings of indifference and disconnect will continue to produce dissatisfaction, low productivity and employee churn. Businesses that want to be sustainable and profitable over time need to pay close attention to how they communicate.