communication skills for development presented by

Communication Skillsfor Development

Presented By

Com_m_h.ppt: p. 2 Rev. 1/1/01

Communication Skills for All Outline

I. WHAT DO MANAGERS NEED TO COMMUNICATEA. InformationB. Non-verbal communicationC. Exercise: Giving Directions

II. THE CLIMATE FOR EFFECTIVE COMMUNICATIONA. Who creates itB. Communication rights and responsibilities

III. EMPOWERING EMPLOYEESA. Encouraging assertivenessB. Enhancing self esteemC. Creating opportunitiesD. Enhancing problem solving

IV. LISTENING TO BE HEARDA. Active listeningB. Exercise: Listening

V. OBSTACLES TO EFFECTIVE COMMUNICATION

VI. PAYOFFS TO EFFECTIVE COMMUNICATION

VII. CLOSINGA. Exercise: CommunicationB. Remaining handoutC. QuestionsD. Evaluations


Communication and the Person’s Role

What I need to communicate:

What I need to know:


Communication Rights and Responsibilities

RIGHTS

1. You have the right to be treated with respect.

2. You have the right to have and express your own opinions.

3. You have the right to ask for what you need and want in order to be effective.

4. You have the right to set reasonable limits.

RESPONSIBILITIES

1. You have the responsibility to treat others with respect.

2. You have the responsibility to listen to the opinions of others.

3. You have the responsibility to acknowledge and address the needs of others.

4. You have the responsibility to respect the limits and boundaries of others.


Communication Styles

Passive Assertive Aggressive

Extends but doesnot feel entitled

to “rights;”accepts

responsibilities

Both exercisesand

extends “rights”and

responsibilities

Demandsbut does not

extend “rights;”does not acceptresponsibilities

Assertive Communication:

Direct, Honest, Respectful


Interpersonal Communication Options

ISSUEPASSIVE AGGRESSIVE

PASSIVE-AGGRESSIVE ASSERTIVE

Self Esteem Low Self-centered Low High

Impact Cares more aboutothers

Cares only forself

Doesn’t careabout anybody

Cares about selfand others

Consequences& Approval

Predictsdisaproval andwill not risk it

Not concernedwith approval orconsequences

Avoidsconsequences;wants approvalthrough minimal

effort

Predicts approvaland positive

outcomes; risksdisapproval

Meet needs Own needs notmet

Own needs metat cost of others

Needs of neithermet

Own needs metbut not at cost to

others

Mistakes Blames self Blames others Blames externalforces;

defends self

Owns them non-defensively

GoalAccomplish-

ment

Martyr, self-denying

Uses others Depreciatesself/others;

phony efforts

Self-enhancing;supportive of

others

Self Awareness Sees onlyweaknesses

Sees onlystrengths

Sees fate asresponsible; noneed to change

Accepts strengthsand weakness

Trust/Control Lets otherscontrol;

distrusts self

Controls others;distrusts others

Distrustseveryone

Trusts

Feelings Depressed andunexpressed

Explosive andhostile

Expressedindirectly and

slyly

Expressedauthentically and

calmly

Reactions ofOthers

Pity, irritation ordisgust

Anger or fear Confuses others;generates

frustration, anger,distrust

Respect orannoyance


Performance Cycle

Feedback

Per

form

ance

Self-Esteem

Self-T

alk

You can notice, control, and choose the messages you give to others and influence their performance accordingly.


Communication Techniques for Problem Solving

1. To the person involved in the problem: Relate the facts Give your interpretation of them Explain how you feel about it

2. Listen to their response: How does the other person feel, see, interpret?

3. Questions to ask: Is it possible to change the situation or to

compromise? If the situation cannot be changed, can you or the

other person accept it?

4. When a solution is agreed upon by both parties, either through a willingness to change on one person’s part or through a compromise by both parties, put the agreement in writing so that both are aware of the terms of the agreement.

5. Expect improvements to happen in small increments. During the early stages encourage changes with positive feedback, avoid criticism for falling short.

6. When you know the person is capable of keeping their agreement and they continue to break it, state the consequences and most importantly, follow through!


Methods of Communication

Used Taught/Addressed

Listening 45%

Least

Speaking 30%

Reading 16%

Most

Writing 9%

Listening:

45% of Communication

25% Efficiency

80% of working day involves communication


Listening & Speaking

Listening takes. . .

concentration and energy

curiosity and open-mindedness

analysis and understanding

Speaking requires. . .

sharp focus

logical thinking

clear phrasing

crisp delivery


“Harry always was a poor listener.”


Active Listening

1. Setting the stage Choose an appropriate physical environment Remove distractions Be open and accessible Listen with empathy

2. Insuring mutual understanding Reflect feelings Paraphrase main ideas Interrupt to clarify Confirm next steps

3. Understanding body language Observe position and posturing Make eye contact Consider expression and gestures

4. Suspending judgment Concentrate Keep an open mind Hear the person out


Effective Listening

Behaviors that support effective listening Maintaining relaxed body posture Leaning slightly forward if sitting Facing person squarely at eye level Maintaining an open posture Maintaining appropriate distance Offering simple acknowledgments Reflecting meaning (paraphrase) Reflecting emotions Using eye contact Providing non-distracting environment

Behaviors that hinder effective listening Acting distracted Telling your own story without acknowledging theirs first No response Invalidating response, put downs Interrupting Criticizing Judging Diagnosing Giving advice/solutions Changing the subject Reassuring without acknowledgment


Exercise - Listening

1. Who are the people it’s easiest to listen to?

2. What is it about these people that makes it easier to listen to them?

3. Who are the people you listen to least?

4. What is it about them that makes it difficult to listen to them?


Obstacles to Effective Communication

Assumptions

Fears

Reluctance to confront

Ridicule, rejection, fear of being wrong

Authority relationships

Unmanaged stress

Corporate culture


Payoffs to Effective Communication

A more professional image

Improved self-confidence

Improved relationships

Less stress

Greater acceptance of yourself and others


Communication Worksheet

1. Identify a communication problem you have experienced:

2. Identify your contribution to the problem:

3. Identify the steps you could take to effectively resolve the problem:


Writing Skills

1. Proofread aloud everything going out. By reading aloud, your ear will catch mistakes your eye misses.

2. Make no assumptions. The ideas you are presenting must be explained in full to be understood. PEOPLE READ ONLY WHAT IS ON THE PAGE.

3. Do not lecture. Write only what must be understood to make the proper decision or choice.

4. Rough draft all important letters and reports. Check them for content, sequential development of ideas, and conciseness.

5. Always put yourself in the “other person’s shoes” and ask yourself, “Would I want to read this letter or report? Why? Does it say something of value and real importance to me?”

6. Many people are too busy to read carefully. Be sure your ideas are clear and easy to follow. As a general rule, the most effective manner in which to develop an idea is:

ConceptBenefitExampleData

This method leads your reader to the conclusion you want because the conclusion is already clearly stated as the concept (hypothesis). Your examples and data are support for the conclusion.

7. Define all “terms” and eliminate vague pronouns. These two traps cause more problems in writing than any other set of conditions.

8. Grammar, punctuation, and spelling should be perfect. Use a dictionary -- either a good unabridged volume or the “spelling checker” version on your computer.

9. Plan your time to allow for proofreading and correcting. When your success depends upon the quality of your letters and reports, there are no excuses for ineptitude. There is no substitute for EXCELLENCE!

Unlike the oral presentation of ideas, the written presentation of ideas is governed by some very specific rules. Each of us writes in an individual “style” which we have developed over the years. We are not trying to change that style, but merely suggesting the guidelines below. These suggestions will help you edit and criticize your own (and others’) written material.

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