チームを急速チャージ: チーム コミュニケーションの成功ガイド

Deborah Sweeney, CEO ofMyCorporation.com, says to adapt your style with what works best for the individuals on your team. “Identify the communication styles of the team members first, rather than assume everyone communicates the same way. One size doesn't fit all,” she says. “Some members may be more comfortable meeting up in person, sending an email, or even chatting through a messenger app like Slack. Once you've determined the best communication method to reach each team member, you'll be able to better check in with the team and their needs.”

Tracy Julien, a Vice President at retirement planning companyGuidedChoice, recommends holding a short, weekly team meeting beyond your project agenda. “Avoid a one-way conversation, and be sure that everyone is encouraged to contribute to the discussion. While it’s important to maintain a professional environment, leave the discussion open to more general topics and allow employees to discuss personal achievements, in addition to professional ones. This will provide your team with an opportunity to get to know each other on a more personal level and improve office rapport,” Julien says. If you feel your team may be uncomfortable being honest, anonymous surveys are a good tool.

As Michael Murphy, CEO of medical solutions companyHealthChannelsbelieves, “[a] team mission statement elevates goals from priority to passion. The mission is clear and the individual communication is streamlined to mission-critical topics.”

Jacob Dayan, CEO of accounting consultantsCommunityTax, explains, “Anything other than an open door policy creates an environment where people wait until the scheduled time in order to ask questions or bring up concerns, but with an open door policy, issues can be communicated in real time and get addressed much more quickly.”

Michael Wilkinson, a certified master facilitator atLeadership Strategies, says that differences in values or experiences are one of the top causes of disagreements among team members. He recommends identifying the most important values for each person, and then coming up with solutions that combine these values.

Leadership consultantDivya Parekhsuggests practicing mindfulness. “[It] prevents miscommunication and misunderstandings amongst group members due to biases, judgment, and ego play. Mindfulness works because it sets the stage for non-judgment, self-awareness, and compassion,” she notes. “Non-judgment develops active listening and builds trust — the foundation of honest communication amongst team members. As a result, it empowers you to have a clear, complete, and concise message.” There are also formal communications models andtrainings that help. A2013 studyby researchers at the University of Washington found a model called TeamSTEPPS improved communication among medical staff and improved patient safety.

“It's OK to have individual conversations on the side — just be sure to take the decisions and outcomes back to the team,” says consultantLisa Sansom. “This is even true for interpersonal difficulties. If Sandy has a problem with Kim, they can talk about it on the side, out of the glare of the team environment, and come to a resolution — then bring that resolution back to the team.”

Jennifer Oleniczak Brown ofThe Engaging Educator, which works with companies such as Viacom, AirBnB, and Wells Fargo to train people to improve their communication skills, says that a single word (like “but”) can derail communication, because it “discounts what just got said and elevates one opinion above another.” She suggests replacing “but” with “yes, and...” “The ‘and’ opens up possibilities, while the ‘but’ shuts them down,” she explains.