Communication Breakdown? Strengthen These Five Relationship Pillars

Speaking with Tim Clarke, from Carlton Football Club, it was no surprise that his role relied heavily upon the relationships he built with his team and the open communication style he has with the players in particular. In a business sense, leaders and team members alike face the challenge of maintaining effective collaboration amidst different personalities, communication styles, and evolving demands. Drawing from insights from the interview with Tim, here are key takeaways for enhancing team dynamics, building trust, and implementing collaborative decision-making processes within any business setting.

The Power of Relationships in Communication

At the heart of effective communication is the strength of the relationships within the team. A manager in the interview highlighted this, stating, “The stronger the relationship that you have with the people you work with, the more open and trust-filled the communication becomes.” Building trust and rapport doesn’t happen overnight—it’s a product of intentional time, mutual respect, and open conversations.

In a business context, this means creating opportunities for team members to engage on a more personal level. Team-building activities, one-on-one meetings, and casual conversations can all help build that foundational trust. When relationships are strong, communication is less “clunky,” and there’s a natural flow in how information is exchanged. Clearer communication means team members are more likely to understand each other’s intent, resulting in fewer misunderstandings.

Adapting Communication Styles for Diverse Teams

One of the biggest challenges for leaders today is adapting their communication style to accommodate a diverse team. In the interview, Tim shared that communication differs significantly between younger team members and more experienced employees, noting that “the conversation with an 18 to 19-year-old is different from one with a 30-year-old.”

This approach underscores the importance of flexibility. Younger team members may need more direct guidance and context to understand how their role fits into the bigger picture. Conversely, more experienced members might prefer autonomy and less frequent, more strategic check-ins. To bridge these generational gaps, a leader must be both observant and adaptable, making sure that every team member feels understood and valued.

Intent: The Foundation of Trust

Intent is critical when it comes to delivering feedback or making tough decisions within a team. As Tim put it, “If the intent is to improve the outcome for the individual and the team, then there’s room for some emotion with feedback.” This sentiment can be applied directly to business settings, where difficult conversations are often required. Whether it’s addressing a performance issue, giving constructive feedback, or reassigning tasks, intent must be rooted in a genuine desire to benefit the individual and the team.

When team members trust that their manager’s feedback is intended to help them grow rather than criticise them, they’re more likely to be receptive and motivated to improve. Leaders can reinforce this trust by providing feedback in a way that highlights growth opportunities rather than solely focusing on shortcomings. In the end, this approach not only boosts morale but also strengthens the team’s cohesion.

Collective Ownership in Decision-Making

An essential part of creating a unified team is ensuring that all members feel ownership over decisions. In the interview, Tim emphasised that “when you walk out of the room, it’s our decision—not just the senior leader’s.” This concept of collective ownership is crucial in a business environment where employees must feel that their voices are heard and that their input matters.

Creating psychological safety within a team and a safe space for open discussion during decision-making meetings is one way to promote collective ownership. When team members know that their perspectives are considered, they’re more likely to stand by the final decision, even if it doesn’t align with their personal preferences. This commitment builds a unified front and reduces the likelihood of division or dissent after the meeting.

Encouraging a “one-message” approach—where everyone upholds the agreed-upon direction—is essential.  This practice avoids fractions or misunderstandings that can arise when team members convey mixed messages to others. It reinforces unity, making it clear to external stakeholders that the team is aligned and committed to the chosen course of action.

Navigating Difficult Conversations with Empathy

In high-stakes environments, emotions can run high, and difficult conversations are inevitable. One of the most effective ways to manage these situations is through “calculated intent,” where feedback is delivered with empathy and a focus on improvement. Leaders who can balance honest feedback with compassion are better positioned to maintain trust and morale, even when delivering tough messages.

For instance, if an employee’s performance doesn’t meet expectations, the conversation should be approached with the goal of understanding underlying issues and offering support for improvement. This method of engaging empathetically can soften the impact of criticism and make employees more receptive to feedback. Additionally, following up on these conversations shows employees that their leader is invested in their development.

The Importance of Continuous Adaptation

The final takeaway is that communication and decision-making processes must evolve to keep up with changing team dynamics and external factors. “What people were willing to accept 30 years ago is very different from today.” This statement resonates deeply with the reality that each generation brings different expectations and values to the workplace.

In today’s environment, where teams are more diverse and work across various geographical locations and cultures, leaders need to remain agile in their approach. Regularly seeking feedback from team members and being open to adjusting one’s leadership style can help create a more inclusive and adaptable culture.

Effective team communication and decision-making are building blocks of a successful business. As a relationships-based business, trust is foundational to Ontime’s success with both clients and our owner drivers. Ontime maintains an open dialogue with its contract drivers and places emphasis on team values. By prioritising relationships, being intentional in feedback, continuously seeking feedback from our team members, remaining adaptable, and creating an inclusive and adaptive environment where team our members feel empowered, aligned, and motivated to contribute to shared goals.

These practices are not only essential for operational success but also for building our resilient, engaged Ontime workforce that thrives on collaboration and mutual respect. 

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