Stever Robbins recently wrote a useful blog over at HBR - 7 Communication Mistakes Managers Make
There's a Knowledge Gene on this too if you prefer - click here to see it
In summary, the mistakes are:
1. Announcing controversial things without first doing the groundwork
Prep people one on one, learn who will object and why.
2. Lying
Certain things must remain confidential while they're under discussion, but be careful how you keep secrets. If people know you've lied, you will lose their trust forever. Rather than lie, train yourself to respond, "I'm not free to comment" or "I can't answer that fully right now," when asked about confidential or sensitive topics.
3. Ignoring the realities of power
The more power you have, the less you'll hear about problems. Problems are filtered and softened as they ascend the corporate hierarchy. If you want an honest assessment of a problem, seek out bad news. Welcome it. And when it comes, show your appreciation.
4. Underestimating your audience's intelligence
Many managers like to gloss over problems when motivating their teams. But if things aren't going well, those teams are probably well aware of the problems. In fact, they've probably known about them longer than you have. Rather than avoiding the situation, enlist their skills in finding solutions
5. Using inappropriate form of communication
E-mail is great for conveying information, but don't use it for emotional issues and phone calls and face-to-face meetings are inefficient ways to disseminate information, but great for discussing nuanced issues.
Furthermore, some people are listeners, while others are readers. Listeners won't focus on written memos but are great in conversation. Readers write great memos and are also glad to read them, but conversation sometimes fails to fully engage them.
6. Ignoring acts of omission
What you don't say may be sending as loud a message as what you do say. If you don't give praise, people get the message they're unappreciated. If you don't explain the rationale behind decisions, the message is that you don't trust them. And if you don't tell people where the company wants to go, they don't know how to help it get there.
Mark Ridgwell