Why conversations in workplaces really matter

Conversations are one of the most essential elements in a workplace. They foster diverse thought, support wellbeing and encourage idea generation.

Yet with the average worker spending a third of their lives at work, why do we sometimes find it difficult to initiate meaningful conversations? 

AIM WA CEO and social affairs and workplace expert, Professor Gary Martin FAIM shares why conversations in workplaces really matter and offers insights on bridging communication gaps. 

How do meaningful conversations inspire better workplaces?

Moving beyond the typical office small talk, meaningful conversations are often characterised by topics such as recognition, collaboration, goals and priorities. 

These conversations help individuals feel connected to their organisation and clarify expectations, leading to enhanced engagement, team dynamics and wellbeing.

For Professor Martin, an employee's stress levels will rise over time if they cannot discuss their frustrations or concerns constructively.

“If leaders cannot have a conversation with their team, they'll never know if employees are doing too much work or not enough,” he said, referring to the terms ‘burn out’ or ‘boreout’.

To enhance a workplace, Professor Martin believes leaders must frequently discuss career progression and provide individualised feedback to their team, as this empowers employees to grow and feel challenged.

Recent findings reveal that 60 per cent of employees aged 18-34 years old place high importance on career progression, compared to 45 per cent of those aged 50 and above.

Unfortunately, Gallup found that Millennials and Gen Z workers have experienced the greatest decline in professional development conversations with their managers. 

With the number of younger generations entering the workforce only increasing, leaders must prioritise upskilling employees and promote continuous learning.

“There's no leadership if leaders can't have regular conversations with employees about their plans for the future,” Professor Martin said. 

How do conversations foster diversity of thought and drive innovation within an organisation?

In organisations that encourage creative thinking, employees are more likely to be productive as they are given more autonomy and trust towards achieving their work goals. 

This environment also provides a platform for diverse thoughts and opinions to be recognised, which is critical for generating new, innovative ideas. 

“When we have conversations without involving a wider group of people, we miss out on cross-team perspectives,” Professor Martin said. He recommends brainstorming and feedback mechanisms to encourage innovative ideas. 

AIM WA Chief Executive Officer, Professor Gary Martin FAIM

Listening to different opinions doesn’t always mean you will agree with new ideas, however. 

To ensure conversations are constructive, Professor Martin said creating an empathetic space where conflicts are viewed as opportunities for growth and improvement is essential.

“If we don't have conversations that embrace different thoughts and ideas, even though we may not agree with them, we experience groupthink,” he said.

Leaders must also understand that they don’t always have to have the answers. 

According to Professor Martin, the phrase ‘great minds think alike’ can hinder effective decision-making. Instead, leaders should embrace the idea that ‘great minds don't think alike’ to challenge conventional solutions.

“While we have to choose an idea to progress, we should recognise that great minds don't think alike to encourage diverse opinions,” he said.

How does promoting open discussions and active listening create a psychologically safe workplace environment?

Ensuring physical safety alone is not enough for a positive and productive workplace. As outlined by Maslow’s Hierarchy of Needs, belonging and inclusion are also key factors that all humans require.

And with psychologically safe employees demonstrating lower absenteeism and higher retention rates across the board, promoting open discussions and demonstrating care for others' wellbeing is vital.

To encourage this, Professor Martin underlines the importance of providing opportunities where all team members can have their voices heard. 

“Quite often in a meeting, people don't feel they can say anything because one or two people are dominating the conversation,” he said. 

Leaders can also fall into the trap of talking too much without enough listening, Professor Martin added. To encourage open discussions, he recommends going around the room to ask individuals for their thoughts.

“People don't want to contribute if they feel that they’re not going to be listened to."

According to Forbes, employees who feel heard at work are 4.6 times more likely to excel in their roles. Professor Martin emphasises that leaders must create a culture that doesn’t involve repercussions if someone dissents. 

“If someone disagrees and is victimised or excluded from future discussions, that's not a psychologically safe environment and people won’t contribute in the future,” he said. 

“If you want these conversations to be psychologically safe, then there's got to be more listening and no repercussions.” 

Why are difficult conversations important and how can leaders and employees approach these discussions more effectively?

Difficult conversations can be daunting, as the outcome can be unpredictable and potentially lead to conflict. 

This is equally challenging for both leaders and employees, who often need to discuss confrontational topics such as salary negotiations, cultural or ethical issues, performance reviews and terminations. 

Despite their discomfort, Professor Martin believes these conversations are necessary if organisations wish to see any change or improvement.

“If you can't have these discussions, you can't change anything, improve communication or prevent problems from escalating,” he said.

Yet whatever the conversation may be, preparation and positive intent are key. Professor Martin recommends creating a non-blame environment that encourages accountability.

“These discussions aren’t about blaming,” he explained. “They're about trying to get people to think about how to do something different next time ... there's a big difference between the two.”

What advice would you give to leaders and employees looking to improve their communication skills to enhance workplace culture?

To reduce communication barriers, Professor Martin suggests avoiding overly complex language, which can hinder understanding.

“Individuals often use this type of language to sound superior, even if unintentionally,” he said, adding that jargon should also be avoided.

Recognising how different generations, personalities, communication styles and lifestyles can influence message reception is also essential. 

Professor Martin advises remaining empathetic and adjusting communication to meet individual needs when necessary.

“Depending on the audience and the conversation context, it’s best to avoid formality as much as possible,” he said. 

“... Even if you've spoken with someone, they may need to see it in writing or they might see it again because people are bombarded with communication.”

Providing regular feedback also helps employees feel valued in their roles and comfortable raising any concerns. Professor Martin said leaders must use multiple touchpoints that foster open communication, with an individualised approach.

“What you want and what your colleagues want at work can be completely different,” he said. “It's not about trying to make decisions for everyone, but rather providing different options.”

As we step into an era with five generations in the workforce for the first time in history, providing personalised ways of working is critical for fostering a positive, innovative and psychologically safe environment. 

Yet to avoid disengagement and potential conflict, both leaders and employees need to ensure they are communicating effectively with each other and within their teams. 

Organisations must also ensure their leaders are equipped with skills to manage meaningful dialogue, tough conversations and everything in between.

"Communication skills are going to become increasingly important as we work with individuals on a more personal level,” Professor Martin said. 

“The writings on the wall - the future of working with anyone will get very personal. 

"So, if you don't communicate with people and talk to them about their needs, work preferences and concerns, then you won’t get anywhere."