Five rules for communicating with employees
The article was published in Economic Pravda. Author: Julia Kosenko, CEO of Ribas Hotels Management
Nowadays, communication is not just a transfer of information, it is the core of effective interaction within a team. The way a manager communicates with the team directly affects the overall result of the company’s work. However, effective communication is an art that requires constant improvement.
I have identified five main principles that I have come to over 20 years of working in the hospitality industry and that I use every day in communicating with my team.
- Leadership is about love.
For me, leadership is first and foremost about loving the business and the team. It means not just ‘managing’ but being inclusive, valuing everyone’s contribution and creating an atmosphere where people want to work and grow.
When there is genuine interest and support within a team, engagement is formed. People don’t just fulfil their job descriptions, but feel part of something bigger. This approach leads to another level of engagement.
- Communication through goals.
For me, it’s important not just to delegate tasks, but to communicate from a shared vision of goals. After all, when a team understands not only ‘what’ needs to be done, but also ‘why’, motivation grows naturally.
I don’t support an approach where people only work according to clear short-term instructions. If a person only wants tasks in a ‘do this’ format, we are likely to have misaligned expectations. I always try to inspire the team with a global goal so that everyone feels they have a role in the overall success.
- Agree rather than dictate.
The new generation values freedom. However, freedom without responsibility is chaos, so I structure communication as a process of shared decision-making. We have a common goal, but everyone can choose how they will go about it. I give maximum autonomy and at the same time help them to feel responsible for their decisions.
- Communication through strengths.
One of the key principles is to focus on people’s strengths. We are all different and everyone has natural talents. I support the idea from the book Atomic Habits, ‘Work hard at what comes easy to you.’
That is, if a person is good at something, it is worth developing that particular skill. The task of a manager is to understand what the strengths of each team member are and properly distribute tasks accordingly.
Read the continuation in the Economic Pravda at the link.
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