Ask most managers and executives what is standing in the way of greater effectiveness in their businesses, and they will include in their answers, “We need better communication.” Sometimes clients tell me that their organization has communication problems, and hope for an instant, off-the-shelf remedy for their troubles.

Poor communication does account for a multitude of workplace woes-- including interpersonal conflict, wasted money and effort, poor productivity, legal exposure, low morale and high turnover-- but the types and causes of communication problems vary as widely as their impact.

Some difficulties will arise because of ineffective relationships and information flow between managers and the employees they supervise. Other problems are endemic to the organization itself, either caused by a breakdown in communications by management to employees, or the lack of the proper systems and infrastructure to enable effective exchange of information.

Communication problems are almost always solvable. Before you can attack the problem, however, you will need to make an informed assessment of the sources of your organization’s difficulties.

In the course of your assessment, you may discover that some of your managers could benefit from honing their communications skills. There is an overused, yet true saying that people do not leave their jobs, they leave their bosses. In employee exit surveys, the most frequent employee complaints about former supervisors involve poor communications skills.

Everyone is not born a great communicator, but most of us can learn. Here are some of the basic things that we can do as executives and managers to refine our skills:

Personal contact. In this age of electronic communication, far too many managers use email as a substitute for personal interaction. Would you try to arrange and close a deal with a large customer via email? Would you hire a key executive without meeting this individual? Of course you wouldn’t.

However, the same managers who know that personal contact is key to interpreting a person’s character and reactions and establishing commonality often choose to “manage by email”-- even when workers are in offices a few steps away. While you should never seek to discuss sensitive or delicate matters electronically, even everyday business is better handled through personal contact when possible. More direct contact will help create better rapport and trust.

Establish Clarity. When you give instructions or discuss a business situation, do not assume that everyone understands you. Ask whether you have been clear or if further information or explanation is necessary.

Often, different people make different deductions from the same information, and proceed in good faith to do the opposite of what the manager expected. Clear communication results from a two-way process of asking the right questions, gaining clarity, and confirming what we have heard to achieve a common understanding of a business issue or course of action. Managers need to be aware of, and facilitate this process.

Give Meaningful feedback. While a well-considered annual formal performance evaluation is a valuable communications tool, do not limit feedback to a once-a-year event. People do not like surprises, and they want an opportunity to develop and improve throughout the year. Provide continuing, constructive, on-the-job evaluations focusing on situations as they arise, while they are still fresh in everyone’s memory. Do not forget to highlight the positive as well as the negative.

In addition to giving assessments, solicit feedback from employees. Ask if there is anything that you can do as a manager to make their jobs easier or more satisfying.

Find the time. As managers are busier than ever with their own heavy workloads, it is easy to forget that an important part of a manager’s job is managing. It is critical to carve time out of your schedule for regular one-on-one and group employee meetings. While it is totally appropriate to make employees aware of your time pressures, offer your undivided attention during these meetings. Taking telephone calls or allowing other interruptions will convey to employees that you do not consider their concerns a priority.

Build the right infrastructure

In my consulting work with growing companies, I have found that infrastructure issues usually sneak up on an organization, arising after a period of significant growth or other important change. When a company is small, the logistics of communication are usually not complicated. Employees are often in one facility, with offices in close proximity, so it is easy for marketing to “walk across the hall” to talk to sales. Everyone knows who the decision makers are, and which individuals have authority to approve major business commitments. There is little likelihood of employees taking unauthorized actions that can run against the company’s business interests and strategies.

As the company grows, however, conditions change. There are more employees. They may be located in multiple facilities and may not even know each other. Lines of authority and responsibility are less clear. Seemingly overnight, the organization is facing the challenges of a larger company with the same communications systems and processes as it used before the growth. And these systems are almost always inadequate, resulting in miscommunication and missed communications.

Even larger businesses must be prepared to improve their communications systems at each stage of development. The improvement process is similar for companies of all sizes, involving a careful assessment of the company’s current situation and future goals, and an ongoing effort to align its infrastructure, systems and people with the needs of the business.

Communicate Openly

Most management/employee communication difficulties occur during the tough times. It is easier to be open with employees when the news is good. When business realities get more difficult, executives and managers tend to adopt a bunker mentality, developing strategy behind closed doors as employee anxiety mounts, trust declines and rumors fly.

Employees will better accept bad news if they feel like they are being treated fairly and with honesty. The company that communicates effectively during challenging times demonstrates its commitment to, and respect for, its employees-- and will earn their loyalty.

Here are some things to consider when your organization is faced with bad news: