DALE CARNEGIE TRAINING

Building RelationshipsThrough

Effective Communications

Jeff ShimerJeff Shimer

DALE CARNEGIE TRAINING

Dr. Death?Dr. Death?

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Janet the Janet the ““Nice Auditor”Nice Auditor”

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Hierarchy of Needs

Survival

Security

Belonging

Importance

Self-actualization

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Which Do You Want To Be?Which Do You Want To Be?

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Linear Communications

Linear communication typically includes: Reports E-mails Letters

Voice mail

Sender Receiver

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Interactive Communication

Interactive communication typically includes:Phone callsGroup meetings1 on 1 meetingsTeleconferencesVideo conferencing

Message

Feedback

ReceiverSender

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The Communication Cycle of an Effective Leader

MessageMessage

FeedbackFeedback

Relationship

Filter

Filter

Filter

Filter

ReceiverSender

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Strength-Centered Compliments

ThingsAccomplishments or ActionsPersonal Traits

What To Compliment:

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Credible Praise

For the highest credibility, combine the noting of specific accomplishments

with recognition of the person’s personal qualities, strengths and

traits that made those accomplishments possible

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Strength-Centered Compliments

Accomplishment or ActionPersonal TraitEvidenceAsk a Question

How To Compliment:

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Showing Appreciation

“One strength or quality I see in you is… The reason I say that is…”

Or “You did ___ very well because…. The strength you have shown here is…”

Ask a question to get them talking

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Cushions

Build RapportSoften Resistance Show Respect

Avoid “But”& “However”

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The 5 R’s

Rapport

Relate Findings

Recommend

Review Purpose

Reassure

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Selling Your Ideas

A Quick Quiz

Ask Questions

Talk in Terms of Their Interests

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Levels of Listening

Ignore

Pretend

Selectively

Attentively

Empathetic

Listen

ing

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LADDER to Listening

Look at the Other PersonAsk QuestionsDon’t InterruptDon’t Change the SubjectExpress Emotion w/ ControlRespond Appropriately

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The Difference...

Listening to Learn

Listening to RespondVS.

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Thank You

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People Support a World They Help Create

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Strengthen Relationships

Don’t criticize, condemn or complain Give honest, sincere appreciation Arouse in the other person an

eager want Become genuinely interested in

others Smile

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Strengthen Relationships

Remember names Be a good listener Talk in terms of the other person’s

interests Make the other person feel important

and do it sincerely.

Maintaining Accountability

TheProcess

Usersof the

Process

Ownersof the

Process

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Holding People Accountable

Put it limboNo decisions are made

Establish accountabilityAccountability is assigned to

another person

Buy it backDelegation is negated

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Empowerment Analysis

“Should B

e”

Perform

ance

Standard

sControl Limits Control Limits

Subtle Deviations

Obvious Deviations

Cycle of Accelerated Learning

Habit Skill

Attitude Knowledge

Need toWant toCan do

Will doShow me how

Right with strong coaching

The knowledge trap

Fundamentals Concepts Principles

Practice

More coachingFeedbackFollow-upAccountabilityMeasurementRecognition

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Today’s Business Reality

Time

QualityCost

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Tyranny of the Urgent

Urgent Not Urgent

Important

Not Important

ICrisis

DeadlinesMeetingsRepairs

II PlanningClarifying Values

RelationshipsVision

Process- Improvement

IIIPhone calls

InterruptionsMail

ReportsDrop-ins

IVTrivia

“Escapes”Junk Mail

Busy Work