No one chooses to be a bad communicator. However, many HR professionals can become dull due to stress and accumulated responsibilities: then they adopt clichés and ineffective phrases instead of conscious and intentional communication.

"We decided to go a different way."
"I sent you an e-mail about this."
"I hope you're well."

Some messages may be relatively harmless as long as they are accurate. Others may confuse the recipient or hint at your lack of interest in a common topic. Do something about this.

• Be authentic. Let authenticity form the core of every conversation or meeting. Connect on a human level. Be approachable, empathetic and transparent.
• Listen carefully to what others are telling you. Accept not only facts, but also feelings or shared intentions.
• Verify assumptions. Ask people questions about what you've said to make sure they're leaving with the conclusion you want.
• Conduct discussions with strategic, open-ended questions rather than declarative statements implying you have all the answers.
• Answer questions directly. Don't play with vague answers that will only confuse other people.
• Mediate any conflict before it paralyses your team. Unresolved conflict can divert attention, drain emotional energy and reduce everyone's productivity. It is better to face it directly than to expect something to change.
• Respond promptly to questions and requests - even if the answer is to inform the candidate, for example, that you do not yet have the information or cannot take action immediately, tell them when they can expect a full answer.
• Become known as a coach, not as a critic. Offer insight, mentoring, feedback, resources, support and accountability.
• Prepare thoroughly for presentations so that you can deliver information or recommendations with confidence and credibility.
• Do not write or speak in hints. Be direct in conversation and communicate important information first.
• Consider the interest of the reader. What do they want, what do they already know and how will they react? Then include and organise the relevant details accordingly.
• Be a productive participant in a meeting. Take responsibility for the results. Never put group harmony above genuine feedback and innovative ideas.
• Take the lead during meetings. Focus your questions sharply on a thorough analysis of the problem or situation, clear decisions and specific follow-up actions.
• Never confuse consensus with efficiency or effectiveness.
• Praise publicly. Rebuke privately.
• Disagree if necessary, but without being unpleasant in tone, attitude or actions.
• Tackle issues you care about. Be convincing, not just informative.
• Take responsibility for your mistakes or bad decisions. Set a standard of responsibility.
• Communicate trust and gain trust - from the boss, co-workers or clients. Providing an explanation and justification even for bad news will let others know you trust their ability to accept change or act honestly.
• Understand how your personal presence affects others' responses to your communication. Personal presence includes how you look, speak, think and act. Your appearance (posture, gestures, walking, movement, clothing, facial expressions, energy) communicates your own image. Your personal presence opens or closes the door to many opportunities.
• Communicate with humility. Accept the assumption that you may be wrong, that your "facts" are just opinions and that others also have valuable input into a discussion or situation.

-bb-