This article is part of our exclusive career advice series in partnership with the IEEE Technology and Engineering Management Society.
Poor communication causes problems, delays, and failures in teams and organizations. As engineers who want to communicate what we are working on and why it matters, we need to work on getting better at it.
That might seem obvious, but how we communicate often depends on whom we communicate with. The method of communication, as well as the content, differ if you’re talking with an executive, a peer, or someone you lead.
As a career expert, I can help you better communicate at different levels of your organization, whether by email, in person, on the phone, or virtually.
This is not a “one size fits all” model. Individuals at all levels have varying preferences for style, cadence, length, and mode. It’s a good practice to be sensitive to such differences.
Communicating “up” to leaders
Let’s start with communicating with leaders and more senior managers within an organization.
First, consider the purpose of communicating with them, such as:
Making them aware of your work for strategic decisions.
The impact of your project on teams.
Reporting progress on a strategic initiative.
Such leaders don’t want all the details. They often don’t have the time, or they might not understand the specifics, especially if the topic is deeply technical.
Context and impact, however, are important to them. How does what you’re sharing fit into the company as a whole? Will it affect other developments? What does it mean for your team and others moving forward?
Give the leaders what they need. Be brief and cogent.
For example, I had a coaching client who was working on a large initiative to shift technology platforms used for the storing and distribution of their digital products. It was a big deal for the company, as everything else they delivered went back to the platform. When speaking to upper management, they mostly had to focus on the timeline, budget, and reliability/performance expectations as they went through the project so that the leadership team could make decisions based on that information.
Your role is to help the client make informed decisions. You can be proactive in communicating with senior leaders when appropriate, and you should ensure you respond to questions and requests as soon and clearly as possible.
What and how you communicate will shape the leaders’ perception of you, with potential implications on your performance reviews and future opportunities.
Communicating across levels
At this level, you frequently communicate with peers, stakeholders, clients, or other collaborators.
Beware of the curse of knowledge. If you believe you know more than they do, it can be difficult to look at things from their perspective and help them understand because you already have things mapped out in your head. Communicating with peers isn’t just about sharing information. You can, and should, seek information and respond to requests and perspectives that others have shared. The process of give and take is important in a collegial environment.
Consider what you need to communicate:
What does the client need to know to make good decisions?
What input do you need to effectively collaborate?
Is there a background or context the client needs to understand?
Do you have the right people involved?
Going back to the example of my client above, when he was working with his peers he mostly focused on communicating and solving around interactions/dependencies. It allows the group members to make sure they all could deliver together and remove critical roadblocks to the progress of other teams.
Working collaboratively allows you to get the best out of everyone, rather than making unilateral decisions and moving forward on your own. Engaging team members in a constructive and supportive way will help you be a better colleague and partner, with tangible and intangible benefits.
Communicating with those you lead
Communicating “down” does not mean talking down to anyone. It’s just a way of communicating with those you lead, formally or informally. They don’t want to be left in the dark. They need to have context and understanding of not just what they are doing but also why.
When communicating with your staff:
Help them see the big picture and understand how their actions contribute to larger goals and initiatives.
Share context and the reasoning behind decisions. Transparency is important to avoid false stories and incorrect assumptions. That said, there will be occasions when you won’t be able to give the staff the full picture.
Get their input frequently; don’t just give orders. Your staff members are crucial parts of the organization, and they will have useful input and ideas. Listen to them and help them feel heard and valued.
When my client was interfacing with his team, he helped his colleagues see why they were engaged in the technology transition project, what each person needed to do, and when the job needed to be completed. It helped everyone feel connected to the purpose of their work, and it created a team commitment around deliverables.
Effective communication at this level is one of the most important ways to boost morale, cultivate respect, and influence organizational culture.
Take intentional action
Look at each of your conversations at work and think about what communication level and style is needed for each situation. Perhaps it’s giving a presentation to leaders or taking on a project that will have you collaborating with new team members. As you move through the experience, spend some time reflecting on what is working. Are you growing your relationships with others? What could be improved?
Do something outside your comfort zone to help you practice your communication skills.
Whatever it is, make sure it stretches your skills.
