Elements of Enterneering®/Culture/Communication
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Corporate communication is an independent discipline within economics and encompasses many focal points. Typically, it is divided into external and internal communication, each consisting of various subject areas, target groups and occasions. It is obvious that communication is an essential component in the diverse interactions with the company's stakeholders. In Enterneering®, communication plays a central role. It is a core element of the corporate culture. It is about how individuals interact in and around a company, exchange messages, engage in dialogues, protect, assert interests and occasionally, just socialise.
More than almost any other element, communication represents the direct link between the private or social life of people in the company and the concerns of the company. It conveys planned messages as well as daily moods, successes, setbacks, requirements, opinions and agreements. Communication is thus strength and weakness, opportunity and threat, friend and foe, in the same form. Entrepreneurs or executives who do not take care of communication as a cultural element, hygiene factor and production component expose their companies to unnecessary risks and threats.
IT IS NOT WHAT YOU SAY BUT THE WAY YOU SAY IT
The planning and execution of individual communication tasks, measures and campaigns should not be the focus of only the management's attention. They should be carefully and confidently delegated to the appropriate professionals. Entrepreneurs and executives should concentrate on how to effectively communicate. To optimally align the approach for this, appropriate mindfulness and interpersonal understanding are needed.
Communication is everywhere. Communication takes place constantly and can hardly be forced into rigid patterns. Individuals are continuously engaged in various forms of personal dialogue. Regardless of whether this has an operational cause or not, dialogue is always accompanied by subjective influences and situations. Even 'no communication' usually leads to perceptions and conveys messages within an organisation. Communication is therefore a constant companion within the company.
Latent dominance. It is scientifically proven that a significant portion of people's communicative behaviour is shaped by their subconscious. Entrepreneurs who want to actively shape their corporate culture should be aware of this. The individual manifestations of communication talent are manifold and range from verbal language to body language and emotional skills. The first step in targeted culture development is to communicate consciously.
Align communication. Companies that strive for conscious communication align it with their defined values, norms and attitudes. This requires that the corresponding elements (code of conduct, system of values, tolerance and transparency) are defined and implemented. All the individuals within the company and those associated with it otherwise must be able to identify with these elements and incorporate them into their communication. The goal should be to consciously live these elements within the framework of daily communication. It is the responsibility of the management to integrate these elements permanently and authentically into their own communication and ensure a conscious effort towards this communication behaviour. Verbal or behavioural deficits or lapses should not be ignored or brushed off in a friendly or embarrassed manner as part of conscious communication.
Train communication. To show appropriate communication behaviour in every situation is an art that probably only a few individuals have truly mastered. Therefore, it is an obvious measure to provide at least managers, multipliers or representatives of the company with suitable communication training. The content of this training should include not only how to deal with feedback but also the skills of reflection, moderation and conflict management. Entrepreneurs and executives should focus on self-improvement and ensure that there are enough suitable multipliers for conscious communication within the company.
Eliminate toxic behaviour. If there are signs of toxic communication, responsible and timely action must be taken. Toxic communication often has a core, or main, trigger that is accompanied or influenced by other circumstances in the company. It can emanate from specific individuals or conditions. The aim is to address the root causes of toxic communication and take consistent action. The procrastination, concealment or tolerance of toxic communication usually leads to massive disruptions in the culture and peace of the company's workplace. Toxic communication can be recognised from the way it is used by an individual or a group of people to manipulate or coerce others to their advantage. It is characterised by active lying, blaming and discrediting. It can be associated with recurring immoral or antisocial messages.
Make communication an event. Conscious communication can be turned into an event. In other words, it is about targeted measures or purposeful situations that serve to combine the transmission of messages with an experience. For example, company anniversaries can take place in a staff meeting, with a personal appreciation of the jubilarians and an entertaining programme instead of digital 'thank you' texts. However, conscious communication should not be equated with entertainment to an exaggerated degree. Above all, to achieve a lasting impact, communication must be appropriate and authentic.
❝ Excellent communication doesn’t just happen naturally. It is a product of process, skill, climate, relationship and hard work.
Pat McMillan |
Communication is a key element of successful management, which is directly linked to most of the elements of Enterneering®. Communication thus takes on a particularly comprehensive or extensive role and is a decisive factor in a company's ability to adapt its innovative strength and resilience. In the digital VUCA age, conscious communication is indispensable for companies.