Lesson 3 of 4

Communicating with your team

Most shift problems are communication problems. The instruction was given, but it was not understood. This lesson shows how to give instructions that work, how to listen, and how to pass messages up to your manager.

Giving an instruction people can follow

A clear instruction answers three questions: what must be done, how well, and by when.

"Sort out the returns bay" answers none of them. "Move the returns pallets to bay 3, put the date on each pallet, and finish before the 12:00 truck arrives" answers all three.

An instruction that lands Four boxes in a row joined by arrows. Say it: what, how well, by when. Hear it back: ask them to say it in their own words. Fix gaps: correct any mix-up. Follow up: check on it later. 1. Say it What, how well, by when 2. Hear it back Ask them to say it in their words 3. Fix gaps Correct any mix-up 4. Follow up Check on it later
Giving the instruction is only step one. Hearing it back and following up are what make it work.

Then check that it landed. Do not ask "Do you understand?", because most people say yes. Ask: "Tell me how you will do it." If they get it wrong, fix the instruction, not the person: "I did not explain that well. Let me say it again."

If your team speaks several languages, use short sentences and simple words, and check understanding by asking, not by guessing.

Listening

Listening is half of communication. When someone brings you a problem, stop what you are doing, look at them and let them finish. Then say back what you heard: "So the scanner keeps freezing after lunch. Is that right?"

People who feel heard tell you about problems early. People who feel ignored stop telling you. A team that stops telling you about problems is a team that hides them.

Choose the right way to say it

Match the message to the channel.

  • Face to face or in the huddle: changes to the plan, anything that needs an answer, and anything that might upset someone.
  • A WhatsApp group or notice board: reminders, rosters, and things everyone must see in writing.

Never give bad news about one person through a group chat. Speak to them privately.

Passing messages up

Your manager needs facts, and needs them early. A good message says what happened, what you did about it, and what you need.

Example

"Truck 3 left 40 minutes late because the load list was missing. I printed a new list and the truck is on the road. I need the dispatcher to send tomorrow's lists by 07:30."

That message takes ten seconds to say. It gives your manager a problem, a fix and a request, and nothing is hidden.

Key points
  • A clear instruction says what, how well and by when.
  • Ask people to say the plan back. "Do you understand?" gets a yes whatever the truth.
  • Listen fully, then say back what you heard.
  • Use a conversation for changes and bad news, and a group chat only for reminders.
  • Tell your manager what happened, what you did and what you need.