4. Make your priorities for the next year clear, and communicate them well. Is the company (or division) trying to launch a new product? Or to boost sales of existing products? Or to control costs? If you are not sure, then those who work for you will have no idea. That can lead to a lot of wasted effort.
5. To that end, cut out the jargon. The use of pretentious phrases and complex acronyms is generally designed to obfuscate rather than elucidate. In Bartleby’s experience, the reason people use unclear language is that they have nothing clear to say. If you are sending a general memo to all the staff, look carefully through it and ask whether you would have understood it on your first day of work. If not, make it simpler. Remember George Orwell’s maxim: “Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent.” It applies to other tongues, too.
6. Listen to your staff. They are the people who are dealing with customers and suppliers, and grappling with the bureaucracy of the organisation. Their feedback is essential, beyond annual engagement surveys. You hired them for their skill and expertise: learn to rely on it. If you don’t trust their judgment, you have hired the wrong people. If you don’t like listening to employees, go and set up as a sole trader.