You need to ask the person to elaborate on the comment and then check out your interpretation with him before taking any action. Another example of misusing open communication is if, after encouraging input, you pay no attention to it, never act on suggestions, or allow employees input to negatively affect their standing in the company. Then you re sabotaging your own efforts. The business has to be run rationally, Kaplan says. There can t be a gap between what you say you want and what you really want.
People figure that out immediately.
If you really want nonfamily employees to open up and communicate with you, but you can t figure out how to do this, Karofsky suggests calling in a third party. That person needs to be a skilled, impartial interviewer who can speak to nonfamily employees to find out why they re not opening up, and someone who can help you set up structures to facilitate communication between family managers and other non-family employees. Try the Boston-based Family Firm Institute, a nonprofit organization of family business advisors. Inc. All rights reserved.