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Communications

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“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw

At VBG, I coach, train, and consult with individuals, teams, and organizations to ensure they have the communication skills needed to navigate even the most challenging organizational dynamics.

Helping clients overcome 21st century communication and emotional intelligence challenges is what I do best.

Most leaders have relied on their core functional competencies to propel them to the top of the corporate ladder. Coaches and consultants are called in when executives struggle with the more subtle, inter-relational and intangible skills that they were never really taught how to manage. Perhaps not surprisingly, most of these struggles have some form of communication as their most fundamental core. Sound too simple? Read on…

According to a 2003 Towers Watson report, internal communication practices also affect the balance sheet, with the top communicating companies experiencing around 30% higher market valuation compared with their poorer communicating counterparts.
A 2011 study by SIS International Research commissioned by Siemens Communications found that in small to medium businesses, roughly 17.5 hours of productivity are lost per week, per employee, due to ineffective communication, translating into an annual cost of more than $525,000.
According to a 2009/2010 Towers Watson study, companies that have leaders who are highly effective communicators had 47% higher total returns to shareholders over five years compared with firms that have leaders who are the least effective communicators.

The Many Faces of Leadership Communications

Many organizational leaders avoid dealing with negative communication dynamics because they view them as “soft issues” without a real impact on their work or the organization’s bottom line. They’re wrong, and it is costing many of them career growth and professional satisfaction, not to mention the associated loss in corporate revenue.

Communication challenges in the workplace are observable in many forms, and are often the outward manifestation of more intrinsic traits that the individual may be struggling with (such as confidence, assertiveness, emotional intelligence, and more). These include:

  • Interpersonal conflicts with peers, superiors or direct reports
  • Ineffective listening skills
  • Not knowing how or when to delegate
  • Being so indirect and non-confrontational that information is not getting across
  • Being overly reactive and defensive
  • Struggling to be assertive when appropriate
  • Not being able to say no to requests or demands
  • Challenges being able to relate to others
  • Being overly aggressive or “rough around the edges”

If those are some of the issues you contend with, we can partner together to focus on improving your performance around those or other related topics. They are valid concerns that are often true roadblocks to promotions and professional success.

Communication skills are not developed in a vacuum. Of the many factors that influence one’s ability to become a better communicator, emotional intelligence is probably the most significant. I invite you to reach out to schedule a time for us to discuss how I can help you and your team improve in these two critical areas.

A 2011 study by SIS International Research found that human resource professionals estimate that more than 80% of their employees who fail at their jobs do so for only one reason: they can’t listen and communicate effectively.
According to a 2008 IDC Research study, the total estimated cost of employee misunderstandings in companies with 100,000 employees or more, among 400 surveyed corporations in the U.S. and U.K.: $37 billion.
A 2003 Watson Wyatt study found that companies with employees that communicate most effectively are more than 50% more likely to report turnover employee levels below the industry average compared with only 33% for the least effective communicators.