Wie können Sie eine effektive Teamkommunikation mit dem oberen Management sicherstellen?

This is two way street . Communication and honest feedback is a key to the healthy environment. Common goal will help you to find a middle ground with upper manager and will lead you to understand their point of view

First of all it should be clear to know whome you are going to communicate. Understand them, their roles, gather feedback about their, various aspects. Based on this inputs and data you can start establishing communication and keep improving on what is expected out of it.

From my own experience as a part of “upper management” my team and I welcome and encourage communication with employees at all levels. In fact, I always include transparency and trust in the company values I create. Effective communication on all levels from top to bottom is the key to building successful and winning teams. Knowing your people's goals and aspirations is what is valued the most. People do not work just for money and the size of a paycheck. Some do but the majority want more than that. Career path, progress and continuous learning through a clear challenge. I use appraisals as a tool. If done properly and on a regular basis, appraisals are really effective. Follow-up on appraisal is as important as appraisal itself.

Getting ready to meet with upper management is all about how you prepare yourself to act as a professional, however being ready it could be done from many perspectives... 1- What is their work history? 2- What is their work style? 3- What is their main focus? 4- What could grab their attention? 5- What is their personality? Figuring out these questions will reflect a great impression from them and get out the best of your meeting with them.

In my role, understanding the preferences and expectations of upper management was crucial for effective communication. I once prepared a presentation for a data-driven executive. By researching their background and focusing on concrete metrics and outcomes, the presentation was well-received. Tailoring the communication style to their interests and needs made the information more impactful and relevant.

The best way to get a leadership buy-in is to support decision pointers with data and facts. This makes the process transparent, leaving a very little to ambiguity. This makes the process faster and beneficial in interest of the organization

Companies without effective communication are open to low morale. I follow the mantra that you are as good as your people. And that includes all people from all levels of management. If they do not feel part of the team, they will not perform. When the startup is small at the beginning, you can manage your people by personality. But once you are on a scaling-up and a growth journey, without motivated teams, you will not achieve much. In my first start-up, we went from 2 to 250 people. For this workforce, we had to build a proper Management structure with a different level of management. And that is when communication is crucial. Opening channels where all employees can contribute ideas makes everyone part of the company's success.

Dealing with upper management often means being extremely concise due to their time constraints. I learned this while drafting a report for a major project. By starting with key outcomes and then succinctly providing supporting details, the report was effective in conveying the necessary information without unnecessary complexity. This approach ensured that the most critical points were immediately clear and actionable.

A pandemia da Covid 19 mostrou que ninguém tem respostas para os impactos em uma empresa. Isso quer dizer que a alta administração também não tem respostas para tudo. Basta ver que as trocas de presidentes nas empresas é cada vez maior. Então é preciso utilizar cada vez mais o pensamento crítico para recomendar ações de forma objetiva e clara, para a alta direção, sem receio das perguntas e respostas que poderão serem ditas em uma reunião. Por isso, um slide(power point); uma página (word) ou uma folha (flip chart) devem ser a medida para apresentação. A ansiedade e a falta de paciência imperam. Não há mais lugar para longas apresentações e que não levam para ações concretas.

Being clear is key. We usually want to add fluff to our presentations and that can hurt the presentation. Try to stick to including important facts, figures and information in your presentation.

Proactive communication has been key in my interactions with upper management. For instance, during a critical project phase, I ensured regular updates highlighting both achievements and challenges. Anticipating potential questions and addressing them in these communications helped in maintaining trust and keeping management well-informed.

Ensuring effective communication with upper management requires a proactive and timely approach. Here are some pointers to help guide this process: - Anticipate Information Needs - Schedule Regular Updates - Address Issues Early - Keep Them Informed on Progress and Milestones - Use Efficient Communication Channels: - Be Responsive - Prepare for Meetings Thoroughly - Follow Up on Actions and Decisions - Stay Ahead of Trends and Changes - Cultivate a Culture of Open Communication in Your Team By being proactive and timely in your communication, you can build a strong relationship with upper management, ensuring that they are always informed and that your team's needs and achievements are well represented.

Delivering results is closely connected with communication. I always encourage my teams to talk to me and each other. Do not wait until it's too late. For effective communication, upper management needs to open easily accessible channels of communication. For complex projects, a Critical Path is essential to avoid unnecessary delays. Make your regular meetings short, concise and effective. Revisiting a masterplan (Critical Path) on a regular basis-weekly if needed. This is how all teams are informed on the progress of each other. Transparent and cooperative sprit is essential. Blame culture will not bring any benefits in am long run.

"Over-communicate" - we know we often experience hardship when we under-communicate, so choose to go in opposite direction. If you are providing TMI at any point, that's always a better problem to have than being told you don't share enough and impact the ecosystem negatively because of your lack of forthcoming communication.

While being polite and courteous is important, I think that enhancing the uniqueness of each employee is also important in order to avoid jargon and shallowness in communications. Encouraging a culture of individuality and expression creates a creative and effective team on all levels. Your people should always feel themselves when communicating with upper management. No question is stupid. Sometimes the most seemingly trivial questions and suggestions are the most effective. One time when I was newly promoted area manager we went to one of these big conferences. When asked what I would suggest for the company to improve, people expect some big words. I simply said “quality of our pizza”. Honest and transparent communication.

Communicating effectively with upper management fosters company collaboration, transparency and alignment among team members. Being professional includes keeping confidentiality and privacy when communicating. Be careful not to share sensitive information without permission. It’s important not to disclose confidential information about upper management to others. When we do so, our working relationship becomes more trusting and respectable.

No question is a stupid question. All employees should be encouraged to ask any questions or suggest whatever they feel will benefit teamwork or the company. How do you encourage this if you are a decision-maker? From my experience, these simple things proved to be very effective: -> Follow up on your company values. Write them on office walls, E-mail signatures, stationary. Do not just decide for example that Transparency or Trust is your brand value and then forget about it in daily life -> Simple things like a suggestion box. Make it anonymous if needs to be. Encourage and follow up on suggestions. -> Do not use jargon. Make your writing simple, short and straight to the point. -> Do employee survey. Find out what they really think.

I built multiple brands in the UK and abroad. As a part of the brand-building exercise, each time we needed to decide what the brand values were. One of my main and most used values is Trust. Trust between team members, upper management, suppliers, contractors, and customers. And do not just write down company values like this and then forget about it. It needs to be implemented and reminded in everything you do. Daily. Once this is embedded into a company culture, it will come naturally to all involved. The most important is that the trust between employees and the upper management is in place. It becomes contagious and will have a ripple effect on your customers.

Creating forums that utilizes game theory and group dynamics to showcase the voice and value additions to upper management is an essential that's often overlooked. Also owning problem statements that upper management needs support in and creating channels that allow access to upper management from the workforce to jointly work on the solutions is a great way to ensure that the visibility is organic and seamless

Upper management should consider doing round table style feed back sessions with ALL employee's regardless of seniority. It is also crucial when making decisions that effect workflow that the people who use those systems everyday be included in the process. I have seen this several time where mid and upper management have the "They know best" mentality. They forget about the lower employee and how this new system or process may effect the current workflow.