Communication Habits Highlight Company Culture

Rebecca Sangster-Kelly:

Congrats – you’ve landed a new role! Escaped what some may say was a toxic work environment.

However, when we leave a challenging workplace culture, we are liable to bring some of it with us: in the way we communicate and engage.

I’ve worked and observed my leaders in very challenging situations, where I was glad I was a consultant or contractor because I could be more productive.

I knew my career would not be held back by doing things that were unpopular or seen to be shedding light on other people’s inadequacies. In contrast, when I stepped into work in an open culture, a positive environment, a place where there was very little politics, I realised there was no need to get nervous sending an e-mail without checking with everybody first, because I didn’t have to worry about stepping on toes and wasn’t opening myself up to criticism.

The problem is, when we go from a challenging and toxic environment to a healthy open one, we can hold ourselves back and fail to ease into the new culture.

Undesirable company cultures incubate poor communication habits and the longer we’ve survived internal politics, reorgs and constant reactive chaos, the more important it is to review how we communicate, why we communicate, and improve our engagement. This reflection prepares us to adapt to a new way of engaging in meetings, with a new team, and key stakeholders.

Though, you might be asking “Why do you believe poor company cultures result in terrible comms habits? That’s a BIG generalisation!” I understand the link seems tenuous, however, the way we communicate reflects our previous experiences and poor habits are driven by:

• Power and authority at all costs
• Reactive activity
• Lack of transparency
• Blame shifting/scapegoating
• Paternalism and condescension towards employees

These negative cultural characteristics drive communications and engagement that is either focused on self-preservation and/or self-aggrandisement. The fact that you were able to professionally survive your last environment means you adapted to engagement practices that helped you flourish there, but are unacceptable in a healthier work environment.

(Aside: Keep in mind  you may have unintentionally joined another company with a less-than-desirable culture, and if that’s the case, this might be a sign to:

• appreciate and acknowledge the skills you’ve developed and that it might be where you thrive;
• or, that you need undergo serious career coaching or therapy to break these patterns and consider this role a rebound.

This isn’t throwing shade, but a nudge to be honest with yourself and what works for you to get the best out of your work life and make the most money to compensate for the challenges you’re overcoming.)

Communicating effectively means engaging with employees and peers as rational human beings that you’re bringing along on a journey. Focus on influencing, hearing, and meeting your target audience where they’re at to achieve your goals.

When you’re not focused on self-preservation and firefighting you have the energy to listen and enrich those around you. The true benefit of a healthy culture is people have time to add value to the company.

The more challenging the environment you have survived (and I genuinely say survived because it takes a certain kind of stamina, motivation and perseverance to rise as a leader in a place where others cannot) leave us more concerned with how people see us than what we’re producing.

Here’s a few recommendations for transitioning your communication habits in a new environment, a new communication ecosystem.

• Observe how leaders and peers communicate
  • What kind of language do they use?
  • How do they ask questions? Are they direct or indirect?
  • What is and isn’t being communicated?
  • If they have an internal comms function or person: ask about recommended channels and cascading practices
• Who’s active and engaging
  • Ask people what…
    • they appreciate about leadership and team communications
    • they expect to learn
    • they want to be informed about
  • Observe the type of content and messaging people react to in meetings and internal channels (i.e. company news, new vision launches, training information, change initiatives, etc)
• Compare and contrast engagement practices
  • What kind of communication methods did you appreciate about your previous company?
  • What irritated you?
  • What do you like about how they communicate here?

Use this audit to pinpoint differences and opportunities. By focusing on the ‘what’ and ‘how’ you’ll pinpoint the ‘why’ they do it.

Improving how you engage demonstrates leadership, and a willingness to integrate into your new working environment takes reflection and recognition of what you do now and how you can evolve your communication skills.

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Rebecca Sangster-Kelly is Principal Consultant, Communication and Stakeholder Management Coach with Studium Consulting.