What are the most common nonverbal communication problems between executives and their subordinates?

1 Lack of congruence

One of the most common nonverbal communication problems is the lack of congruence between what an executive says and how they say it. For example, an executive may try to express confidence, enthusiasm, or empathy, but their body language, facial expressions, tone of voice, and eye contact may contradict or undermine their words. This can create confusion, doubt, or suspicion among their subordinates, who may question their credibility, sincerity, or competence. To avoid this problem, executives should strive to align their verbal and nonverbal cues, and to be aware of any inconsistencies or mixed signals they may be sending.

2 Lack of rapport

Another common nonverbal communication problem is the lack of rapport between an executive and their subordinates. Rapport is the sense of connection, trust, and mutual understanding that is established through nonverbal cues such as mirroring, matching, nodding, smiling, and leaning in. Rapport can enhance communication, collaboration, and influence, as well as reduce conflict and resistance. However, many executives fail to build rapport with their subordinates, either because they are too busy, distracted, or formal, or because they are too dominant, aloof, or rigid. This can make their subordinates feel ignored, unappreciated, or intimidated. To avoid this problem, executives should pay attention to their subordinates' nonverbal cues, and try to adapt or adjust their own accordingly.

3 Lack of feedback

A third common nonverbal communication problem is the lack of feedback between an executive and their subordinates. Feedback is the information that is exchanged through nonverbal cues such as eye contact, facial expressions, gestures, and vocalizations, that indicate the level of interest, agreement, understanding, or satisfaction of the communication partners. Feedback can facilitate communication, learning, and improvement, as well as prevent or resolve misunderstandings and conflicts. However, many executives fail to provide or receive feedback from their subordinates, either because they are too busy, impatient, or defensive, or because they are too reserved, passive, or indifferent. This can make their subordinates feel frustrated, confused, or discouraged. To avoid this problem, executives should seek and offer feedback regularly, and be open and responsive to their subordinates' nonverbal cues.

4 Lack of respect

A fourth common nonverbal communication problem is the lack of respect between an executive and their subordinates. Respect is the recognition and appreciation of the value, dignity, and rights of the communication partners, that is demonstrated through nonverbal cues such as eye contact, posture, distance, touch, and tone of voice. Respect can foster communication, cooperation, and loyalty, as well as reduce hostility and resentment. However, many executives fail to show respect to their subordinates, either because they are too arrogant, rude, or aggressive, or because they are too dismissive, indifferent, or insensitive. This can make their subordinates feel offended, humiliated, or alienated. To avoid this problem, executives should treat their subordinates with courtesy, fairness, and kindness, and avoid any nonverbal cues that may imply contempt, superiority, or disregard.

6 Lack of authenticity

A sixth common nonverbal communication problem is the lack of authenticity between an executive and their subordinates. Authenticity is the degree of honesty, integrity, and congruence of the communication, that is reflected by nonverbal cues such as facial expressions, eye contact, tone of voice, and gestures. Authenticity can enhance communication, trust, and credibility, as well as reduce suspicion and cynicism. However, many executives fail to communicate authentically to their subordinates, either because they are too deceptive, manipulative, or inconsistent, or because they are too guarded, reserved, or incongruent. This can make their subordinates feel betrayed, manipulated, or disillusioned. To avoid this problem, executives should communicate with transparency, consistency, and sincerity, and avoid any nonverbal cues that may indicate dishonesty, hidden agendas, or incongruence.