• Schedule regular meetings. Whether weekly or bimonthly, set aside individual time with each employee, and employees as a group. You might opt for a formal meeting, a casual in-office chat or a discussion over lunch or morning coffee. Regardless of the format you choose, set a consistent timeframe that lets employees know the meetings are important to you. Take hand-written notes for future reference and follow up on agreed-upon actions.

• Allow for question-and-answer opportunities. Q & A opportunities can take many forms, including: One-on-one meetings, staff meetings (with varying participants), suggestion boxes (with appropriate follow-up), employee representative panels, graffiti walls or posters, e-mail communication and bulletin boards. By offering multiple formats, you help ensure that all employees have an opportunity to inquire about subjects of importance to them, in a way that suits their comfort zone.

• Provide speedy and complete information. Timely responses to inquiries can mean a lot to your employees and will help to bolster their trust in you. The second half of the equation is knowing the most effective ways to share the information; always consider the type of information, its relevance to your staff and their preferred mode of receiving information. For more tips on which communication vehicles work best and when, check out the IVC article of the same name that's linked below.

• Be honest to build trust. If you don’t know the answer, say so. If you have a tough question, ask it. If you think employees are mulling a question that they're unsure of how to raise, bring it up yourself. If you say you're going to do something, do it, or provide an update as to why the schedule has changed. Such behavior will encourage your employees to submit questions, ideas, problems and difficulties.

• Help employees make commitments. Provide employees with calendars to help keep track of commitments and plans, and consider sending them to a good time management workshop such as those sponsored by Franklin-Covey. Ask for deadlines for task completion, and clearly identify priorities. If planning is a new area for some employees, talk them through those tasks they think will move their assignment from start to finish (don't give them the answers, help them find the answers). Check with employees on their accomplishments and possible information needs.

• Invite participation. Hold meetings that include employees from different groups and try to encourage everyone to speak. If someone is a bit shy or unsure, simply start with a question such as, "John, we'd love your perspective as well. What do you think of what we've talked about so far?" This will provide the group with different perspectives of the issues discussed, and help ensure that a few individuals don't dominate every discussion. It'll also help the more reserved participants get comfortable sharing their views.

• Create diverse teams. Create teams across levels and divisions to improve the communication flow and to demonstrate your commitment to effective communication. Another benefit of pairing employees who don't usually work together? Increased awareness for the responsibilities and contributions of others in the organization. It's harder to perpetuate the "Us versus Them" gossip mill when you know that "Them" is really Jim, Ann and Ryan.

• Welcome (and ask for) suggestions. Get suggestions from employees on a regular basis, either through widespread communication vehicles or by asking them individually. When you follow up on a suggestion, complaint, idea, or question, be sure to let the person who brought up the issue know that you addressed it. Don’t just let the issue drop, or you'll teach employees that it's not worth participating.

• Keep information flowing. Use multiple avenues of communication to help ensure you’re keeping people informed. Don't assume that everyone knows what's going on, even in a small group. Also, remember that not everyone processes information the same way, so face-to-face, electronic, print and other formats allow more people to really tune in to your message. For example, follow up memos with a check-in voicemail message, open discussions at staff meetings or during one-on-one meetings. Don’t assume that just because a memo has gone out, that it's been understood and accepted—instead, ask questions to confirm results.

Remember, this information is food-for-thought, not customized counsel. The most effective interpersonal and organizational communication program is one that's been tailored to meet the unique needs of your group. If you have questions, connect with a communication advisor or e-mail us for suggestions.