How having good dialogue helps with your Recruitment

Recruiters tend to be leaders that have key characteristics of leadership, and visionary for the way they see their business or company running. We are not talking merely about words and messages. Rather, we’re talking about a leader’s ability to achieve dialogue under pressure to be calm, collected, direct, and willing to listen in crucial moments of impact. Recruiters need to have great communication in order to have effective dialogue in case there are task that need to get done and results need to be made. Without the leader’s inability to communicate under pressure can directly impact the companies performance.

Below are a few tips that managers can use to improve there ways of communicating with employees and see better results in the workplace:

  1. Speak up If you are best at dialogue than you have no reason to not speak up and don’t consider the risk of doing so. Those who are best at dialogue don’t think first about the risks of speaking up. They realize if they don’t speak up early and often, they are choosing to perpetuate and often make the situation worse. When you speak up early, it makes things easier later on.
  2. Challenge yourself When we feel threatened or stressed, we amplify our negative emotions by telling negative stories that absolve us of responsibility. We try to exaggerate the perceived negative stories so that we can make ourselves feel like we are the real victims and be perceived innocent in the stories. Instead, take control of your emotions by challenging your story.
  3. Facts first when we feel under pressure our brains begin to serve us poorly and we get this feeling of being rushed and out of control. Think through the basic information that helped you think or feel as you do and use that information to realign your feelings and help others understand the intensity of your reaction.
  4. Create safety When communicating while under pressure, your emotions likely hijack your positive intent. People don’t get defensive because of the content of your message, but because of the intent, they perceive behind it. So, when stressed, first share your positive intent. If others feel safe with you, they are far more open to working with you.

Team members are more likely to consider leaving their job than teams that are managed by someone who can stay in dialogue when stressed. They are also more likely to shut down and stop participating, less likely to go above and beyond in their responsibilities, more likely to be frustrated and angry, and more likely to complain. If they stay in dialogue than they will see better results from their teams. A manager’s ability to deal with high-stakes, stressful situations has nothing to do with age or gender. Neither factor correlated with the skills and behaviors of dialogue under pressure. And this is a key finding because our ability to stay in dialogue when stakes are high is not dependent on genetic or inherent factors. Rather, these are skills anyone can learn and adapt to not only be more personally effective and influential but to better lead a team to success.