Communicate as a team
Every month for the past seven years, Suder has sent a monthly message out to all his employees.
He instigated it as a way to keep a conversation going as his work force continued to expand — which it did by 500 employees in 2008 alone. Some months, he’ll provide progress updates. But if the company failed to meet plan during another month, he doesn’t shy away from the bad news.
“A lot of it is letting people know what’s going on — the good, the bad, the ugly,” Suder says. “Communication of bad news should be direct, honest and brief. Don’t dwell on the negative, but make sure they know the truth. If not, a lot of time is wasted by employees communicating their respective theories about the situation.”
Regardless of the content, the communication brings everyone onto the same page — which is the first step of creating teamwork. Suder lists the other forums available at KHS&S beyond his monthly correspondence, such as round tables, team meetings and regional meetings. What’s important is not how your communication is set up, just that it is.
“I think the greatest strength of an organization is its ability for people to communicate with one another and walk in lockstep,” he says. “It can also be an Achilles’ heel if you don’t do it.”
Suder’s constant communication isn’t just a way to give employees a warm, fuzzy feeling of inclusion. It also acts as a rudder to point them in the right direction.
“In sports, if the team doesn’t know what play is called, how can they run it?” he asks. “It’s the same in business.”
