Experience from large companies: how a manager can improve communication with his team

Contents:

• Key aspects of communication for leaders: findings from the study "Building Bridges"
• Strategies for forming a horizontal hierarchy on the example of "Reksoft Consulting"
• Analysis of communication problems in large manufacturing companies on the example of "Rosatom"
• Effective strategies for interacting with creative individuals: the experience of Art. Lebedev Studio
• Effective strategies for communicating with Generation Z: the experience of Inventive Retail Group
• Key aspects of interaction between management and subordinates in three points
• Ways to deepen knowledge in the field of team management

The results of a joint study of companies, "Building Bridges," were presented at a business breakfast entitled "Communication Architecture," organized by SberUniversity and Reksoft Consulting. Participants discussed how managers should build effective communications, and invited experts shared personal cases and experiences in this area.

We have reviewed the recording of the event and are ready to share our impressions:

• It is important for a manager to understand several key aspects of communication. First of all, it is necessary to be able to effectively convey information to the team, using clear and understandable wording. It's also important to emphasize active listening, which not only allows you to perceive employees' ideas and opinions but also creates an atmosphere of trust.

  Furthermore, it's important to consider that nonverbal communication plays a significant role in interaction. Facial expressions, gestures, and tone of voice can convey more than words. Pay attention to these nuances to avoid misunderstandings.

  A manager must also be able to adapt their communication style depending on the situation and the individual characteristics of their subordinates. Each person is unique, and sometimes it is necessary to find different approaches to achieve the best result.

  Equally important is creating an open environment for discussion, where each employee feels comfortable expressing their ideas and concerns. This not only helps boost morale but also improves overall team productivity.

  Finally, successful communication requires ongoing learning and self-improvement. Regular feedback and a willingness to engage in dialogue will help managers develop their communication skills and build more effective relationships with colleagues.

• Effective horizontal communication requires a thoughtful approach and a clear strategy. First and foremost, it's essential to create an open and trusting space for peer-to-peer information sharing. This can be achieved by organizing regular meetings where everyone can express their thoughts and ideas.

  It's also important to use modern communication tools, such as instant messaging and collaboration platforms, to facilitate faster and more convenient exchanges. Furthermore, encouraging employees to actively participate in discussions and delegating responsibility for specific projects or tasks will help strengthen collaboration.

  Fostering a culture of feedback is equally important. Regularly receiving feedback from one another will not only improve work processes but also build trust among team members. It's important to remember that successful horizontal communication is based on mutual support and respect, which helps create a cohesive and productive team.

• Large organizations face a number of serious challenges. Firstly, they often have a complex internal structure, which can lead to a lack of flexibility and slow decision-making. Secondly, there is the risk of bureaucracy, where excessive procedures can slow down processes and hinder innovation.

  Furthermore, such companies may experience communication gaps between different departments, which hinders collaboration and leads to misunderstandings. Retaining talented employees is also an important aspect, as competition in the labor market is fierce, and the best specialists may prefer smaller, more dynamic companies.

  An equally significant challenge is the need to adapt to rapidly changing market conditions and technological advances. Large companies sometimes find themselves in a situation where they fail to keep up with new trends, which can negatively impact their competitiveness.

  Finally, corporate responsibility and sustainability issues are becoming increasingly important, and ignoring these aspects can lead to a loss of reputation and trust from customers and society as a whole.

• Engaging with representatives of Generation Z requires a special approach. This generation, having grown up in the digital age, has unique views and habits. To communicate effectively with them, it is important to consider several key aspects.

  First, it is worth paying attention to the use of various platforms. Generation Z prefers communication via social media and instant messaging, so it is important to be active on these channels. Brevity and clarity of messages also play a significant role, as young people value conciseness and directness.

  Second, it is important to demonstrate sincerity and authenticity. Generation Z knows how to recognize falsehood and values ​​honesty in communication. Be open and willing to share your thoughts and feelings; this will help build trust.

  Also, consider their active stance on social justice and environmental issues. Understanding these values ​​and being willing to discuss them can significantly improve communication.

  Finally, don't forget the power of visual content. Vivid images, videos, and graphics can make your message more engaging and memorable. Using multimedia helps to better convey information and maintain interest.

  So, to successfully communicate with Generation Z, it is necessary to take into account the peculiarities of their perception, be sincere and actively use modern means of communication.

Key Aspects of Communication for Leaders: Findings from the Building Bridges Study

The researchers identified eight key findings. Three of these findings received special attention during the business breakfast.

Managers with moderate self-esteem tend to communicate more effectively with subordinates. Employees who work under people capable of self-criticism are more likely to perceive interactions with them as constructive.

A leader who experiences uncertainty about their abilities and success, even when they have real accomplishments, typically has a tendency toward deep self-assessment and constant self-analysis. This makes them more sensitive to changes in the atmosphere and emotional state of their team. Such a leader typically pays more attention to feedback, strives for learning, and actively implements new knowledge into their practice, which in turn fosters flexibility and the ability to adapt in the management process.

Ivan Shafranov is a project director at the Leadership Academy and SberUniversity.

Feedback from management plays a significant role for employees. Teams that report low effectiveness in interacting with management often cite a lack of comments and feedback. Employees expressed dissatisfaction with the fact that some managers do not provide detailed enough feedback, and some do not devote any time to analyzing the work of their subordinates.

Employees under 34 are most likely to seek feedback from their managers. They are 1.9 times more likely to express interest in receiving feedback and discussing their professional development compared to colleagues over 45. Furthermore, young professionals are 1.4 times more likely to seek face-to-face meetings with management and 1.3 times more likely to desire more detailed information.

Remote work does not hinder the establishment of effective communications. Some organizations are currently inviting their employees back to the office, arguing that this facilitates interaction between employees and their management. However, the study found that teams that rated communication with management positively most often functioned in a hybrid mode. Survey participants noted that they prefer to communicate on development issues and receive feedback in person, but this does not require being in the office on a regular basis.

According to the study, the hybrid work format confidently occupies a leading position among high-performing teams in all aspects of interaction, with the exception of feedback. With the implementation of a hybrid approach, the time a manager spends in face-to-face meetings with the team is reduced, which, in turn, increases the significance of these meetings. As a result, managers need to create a more organized communication system.

It is also worth noting that a team's decision to switch to a remote or hybrid work format indicates a high level of trust between members. Such groups, as a rule, have greater potential to achieve leadership in the area of ​​communication quality.

Margarita Patrusheva holds the position of Director of Organization and Personnel at Reksoft Consulting.

The study used questionnaires including both closed and open-ended questions. A total of 995 respondents from 20 large teams participated in the study. The opinions of business and management experts were also taken into account. The full results are available at the link, and in this overview, we will highlight some of the study's findings and share what was discussed at the business breakfast.

Strategies for Forming a Horizontal Hierarchy: The Case of Reksoft Consulting

Horizontal interaction, devoid of strict hierarchy, helps create an atmosphere in which each team member feels their importance and the value of their ideas. The consulting industry is dominated by a culture of continuous development, where the rule "grow or go" becomes fundamental. Each consultant is viewed as a potential leader or future partner of the company. This approach helps remove unnecessary barriers between ordinary employees and management, allowing growth to become a natural consequence of work rather than an exception. Employee success directly impacts business success: the faster they develop, the more the company benefits.

Head of Reksoft Consulting

Informal connections are more important than formal ones, as they demonstrate that the leader is actively involved in the life of the team and understands the employees. Other aspects are simply the mechanisms of business processes. At our company, we place great importance on personal contacts: we meet in the office 2-3 times a week, and, in my opinion, this significantly impacts our productivity. Ideas that arise during joint discussions are impossible to generate in any other context. People are social creatures, and we need to interact as a team, supporting each other.

Andrey Skorochkin, CEO of Reksoft Consulting, confirmed several points of the study in his speech, drawing on his own experience. He noted that it is important for young professionals to receive inspiration and motivation, as well as feedback for their professional growth. At the same time, more experienced employees need opportunities to demonstrate their knowledge and make decisions independently.

The speaker noted that successful communication within a team is largely determined by the personal authority of the manager. Leaders who have achieved their position through their skills and perseverance inspire the greatest trust among employees.

Skillbox courses are designed for both those already in leadership positions and for people seeking to advance their careers.

• "Team Management" is a course for those who seek to master the skills of forming and developing teams, as well as learn how to motivate members and effectively resolve conflicts.
• "Effective Manager" is designed for those who seek a deep understanding of management. The program will help develop team and process management skills, teach you how to analyze data and formulate a strategy.
• "The Art of Communication" is for people who want to master the skills of interacting with team members, partners, and superiors in any circumstances.

Analysis of Communication Problems in Large Manufacturing Companies: The Example of Rosatom

Large high-tech corporations such as Rosatom experience certain communication difficulties between employees.

Head of Functional and Business Skills at Rosatom Corporation

Rosatom employs 420,000 people representing five different generations—from young professionals to seasoned mentors. There are over a hundred professions in our industry, including engineers, scientists, builders, IT experts, and many other specialists. We understand that success and productivity depend on interaction and team cohesion.

A team often includes leaders with diverse experiences, personalities, and worldviews, which can create challenges in understanding each other. To build strong and cohesive teams, we first analyze their work processes and then facilitate communication and identify key points—work goals and sources of energy. This approach has already proven effective: when participants better understand each other and share common goals and values, they are able to achieve significantly higher results.

Elena Usenko, Head of the Special Projects Center, and Natalia Khodunova, Head of the Functional and Business Competencies Unit, shared their observations about communication challenges.

Corporate cultures can differ significantly. For example, Rosatom uses a vertical structure characterized by clear regulations and a strict hierarchy. When partners with more modern approaches to corporate culture join the company, this often leads to misunderstandings and even irritation on the part of both Rosatom and the new partners.

A similar situation can arise in a team during a leadership change. For example, a team of young professionals with an established flexible collaboration culture is joined by a manager with outdated views. Differences in working methods, approaches, and communication techniques can lead to conflicts.

Conflicts between different functions. Even though specialists may be in the same field, for example, in development, they still often encounter disagreements. A designer needs to develop and deliver a product as quickly as possible, while a technologist strives to implement it within the available technical capabilities. The production manager, in turn, is focused on ensuring a smooth process and optimal capacity utilization. Each has their own priorities, and this leads to tension.

How does Rosatom overcome communication challenges? Rosatom Academy specialists have developed and tested a unique methodology aimed at optimizing interaction both within teams and between different organizations. Elena Usenko notes that this new method has borne fruit: key project indicators have improved significantly.

A key aspect of this technique is the need to convey the essence of the existing problem to the manager. Specialists must illustrate how their management style affects the working atmosphere in the team and business results. For example, a destructive approach to management can negatively affect employee motivation, cause high turnover and, consequently, lead to financial losses for the company. Only by understanding the consequences of their actions, a manager can begin to create an effective system of interaction with the team.

Experts argue that an integrated approach is necessary to effectively resolve communication difficulties. The key is to understand the thinking characteristics of different professionals and their goals. Taking these aspects into account, it is possible to create an effective team.

Effective strategies for interacting with creative individuals: the experience of Art. Lebedev Studio

In creative teams, the main sources of conflict are disagreements between creative workers and management. Each side has its own goals and priorities: the designer is focused on developing an attractive and high-quality product, while the manager is focused on satisfying client needs and meeting deadlines. It is precisely at this intersection of interests that conflicts arise. Oleg Stukalov, Artemy Lebedev Studio's art director, shared his company's approach to organizing interactions between creative specialists and managers. One of the studio's core principles is that managers have no right to evaluate or criticize the designers' work. Only the art director or more experienced designers can offer comments on visual solutions. Oleg Stukalov prefers to do this in private conversations, while he offers praise publicly. In his opinion, this way, designers are more receptive to criticism.

The studio also has other principles that promote more effective communication:

• All team members must be mentioned in announcements, even if some of their contributions amount to only 10% of the total work completed.
• It is important to part with employees whose presence on the team negatively impacts the atmosphere, even if they cost the company little.
• Create a cozy and comfortable environment in the workplace for employees;
• Ensure that each team member has the opportunity to directly communicate with management, including Artemy Lebedev.

From time to time, the studio organizes original events aimed at strengthening team spirit. For example, recently the office hosted a Parents' Day, which was attended by the parents of employees. They had the opportunity to meet with management, learn about the projects their children are working on, and immerse themselves in the atmosphere in which they work every day.

Art Director of the studio founded by Artemy Lebedev

“It was incredibly touching. An employee came to the company with his parents, and at that moment, it was as if he became a child again. Mom and Dad were curious about where their son works, what design is, and whether he has prospects in this field. Every day, they ask him questions about his work, sometimes even expressing the wish that he choose a more traditional profession, for example, go to work in a factory. So we decided to bring them all together, treat them, and organize an entire event. I had the opportunity to talk with each of the parents.”

Ultimately, it feels like we have all truly become one family. I'm not exaggerating, I'm just still under the impression of it all. Now colleagues are perceived differently, from a new perspective.

At the end of his speech, the speaker emphasized that successful interaction is based on respect, trust, and the ability to recognize each person's strengths. The main task of a leader is not to suppress, but to reveal the potential that often remains unnoticed even by the employee himself.

Effective strategies for communicating with Generation Z: the experience of Inventive Retail Group

Maria Reznik, Director of Employer Branding and Corporate Culture at Inventive Retail Group, shared her thoughts on how to establish interaction with young employees belonging to Generation Z. Since 60% of the company's employees are representatives of this generation, establishing effective communication with them is becoming especially relevant.

Director of Employer Branding and Corporate Culture at Inventive Retail Group

“The division into generations is conditional. For example, the company employs Zoomillennials - representatives of the transition period between Millennials and Zoomers. All recommendations are relevant for young professionals who value aspects such as self-realization, sincerity, and attention to their mental well-being."

Maria identified three key principles that contribute to successful interactions with young people in the workplace. Let's take a closer look at them.

Feedback and informal conversations. According to Maria, representatives of Generation Z require regular communication about their activities. However, it should be kept in mind that for young people, such assessments are not limited to just an analysis of their work; they also indicate attention and recognition from their superiors.

Employer Branding and Corporate Culture Manager at Inventive Retail Group

Two members of my team approached me and said, "We don't need your criticism, we need your hugs. Please give us a hug—that way we'll know you still value our work and care about what we do." For me, feedback isn't just about physical warmth; I'm open to new approaches and willing to adapt to their needs. This has now become a regular practice on our team.

It's important for a manager to interact with their subordinates not only in the work environment but also in a more relaxed atmosphere. Maria teaches her colleagues and team the art of casual conversation, whether in the elevator, in the kitchen, or on the way to a meeting. These seemingly small moments contribute to improved communication within the team and help overcome any communication barriers.

The company has a principle that prioritizes results over the methods used to achieve them. Maria shared information that employees have the opportunity to use any services and neural networks without any restrictions.

Small Achievement Strategy. According to Maria, young workers expect to be praised at least once a week. Recognition and constant approval serve as a powerful incentive for representatives of Generation Z. In this regard, the company developed a program that trains managers to recognize even the smallest successes of their subordinates and express gratitude to them more often.

The basis for effective communication with young employees is respect, emotional support, and recognition of their achievements. Representatives of Generation Z highly value sincerity and strive to have their opinion taken into account.

Key aspects of interaction between management and subordinates in three points

• Leaders with self-analysis skills form more trusting and effective relationships with their team members. Their ability to self-critique and openness to learning promote empathy and increase sensitivity to the challenges employees face.
• A lack of feedback from management can create a sense of indifference, which negatively impacts employee motivation. Young workers under 34 years of age, for whom recognition, opportunities for professional growth, and personal interactions with management are important, are especially in need of this.
• Remote work does not interfere with effective communication, but some work-related issues are better discussed face-to-face. In this regard, a hybrid work format proves to be the most suitable for both employees and their managers.

Ways to Deepen Knowledge in Team Management

• The climate within a team is largely determined by the approach chosen by the manager. In one of our articles, we took a detailed look at different management styles and discussed how to determine whether an authoritarian approach is needed in a company.
• For more information on the importance of feedback, see the Skillbox Media article. In this article, experts from various fields share their recommendations on how to properly celebrate employee achievements and point out their mistakes without offending anyone.
• The Skillbox "Team Management" course is an excellent choice for those seeking to master the skills of motivation and teamwork development. As part of the training, participants will gain knowledge on how to effectively resolve conflicts and handle unforeseen situations, set clear goals, and monitor task completion, including the work of remote teams.

Additional resources for managers are provided by the Skillbox Media "Management" editorial team.

• The question of whether foul language contributes to people management and whether its use is acceptable in the work environment is becoming increasingly relevant. Let's look into this issue.

  On the one hand, using swearing can create a certain atmosphere, which, in some people's opinion, helps establish closer ties between colleagues. Swearing can be perceived as a way to express emotions, relieve tension, or demonstrate sincerity. In an informal setting, such language can even help strengthen team spirit.

  However, it's important to remember that the work environment typically requires adherence to certain norms and standards of behavior. Frequent use of swearing can provoke negative reactions, create an atmosphere of disrespect, and lead to conflicts. Furthermore, for many people, swearing is associated with aggression and inappropriate behavior, which can negatively impact the image of both individual employees and the entire company.

  Therefore, before using swearing in a professional environment, it's important to carefully weigh the pros and cons. It's important to consider the cultural background of the team, corporate rules, and the personal boundaries of your colleagues. This approach will help avoid potential misunderstandings and maintain harmony within the team.

• Delegation Principles: A Guide for Managers Seeking to Avoid Being Overwhelmed by Routine Tasks.
• What to Do if Subordinates Don't Meet Deadlines: Recommendations for Managers
• There are several key indicators that can help you determine whether you are an effective manager. First, pay attention to the level of interaction with your team. If employees feel comfortable and can openly express their thoughts and ideas, this indicates that you are creating an atmosphere of trust.

  Second, evaluate how successfully you motivate your subordinates. If your team demonstrates high productivity and a desire to achieve common goals, this speaks to your ability to inspire people.

  Also important is your ability to resolve conflicts and find compromises. An effective manager does not avoid difficult conversations and is able to find common ground even in difficult situations.

  An equally important aspect is your ability to self-analyze. If you're open to criticism and willing to learn from your mistakes, it speaks to your maturity as a leader.

  Finally, consider your team's performance. If your subordinates achieve their goals and demonstrate good results, it's an indicator of your successful leadership. All these aspects together will help you understand whether you are on the right track as a leader.

• When a team is at its limits, it is worth thinking about how to restore its effectiveness.