Communication Skills For Manager M Pw

Communication Skills for Managers

Management Development Program

Presented By

Communication Skills for Managers Outline I.

INTRODUCTION A. Presenter/United Behavioral Health B. Topic

II.

WHAT DO MANAGERS NEED TO COMMUNICATE A. Information B. Non-verbal communication C. Exercise: Giving Directions

III. THE CLIMATE FOR EFFECTIVE COMMUNICATION A. Who creates it B. Communication rights and responsibilities IV. EMPOWERING EMPLOYEES A. Encouraging assertiveness B. Enhancing self esteem C. Creating opportunities D. Enhancing problem solving V.

LISTENING TO BE HEARD A. Active listening B. Exercise: Listening

VI. OBSTACLES TO EFFECTIVE COMMUNICATION VII. PAYOFFS TO EFFECTIVE COMMUNICATION VIII. CLOSING A. Exercise: Communication B. Remaining handout C. Questions D. Evaluations

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

Communication and the Manager’s Role ■

What I need to communicate:

■

What I need to know:

Com_m_h.ppt: p. 4 Rev. 1/1/01

Communication Rights and Responsibilities RIGHTS

RESPONSIBILITIES

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

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

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

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

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

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

4. You have the right to set reasonable limits.

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

Com_m_h.ppt: p. 5 Rev. 1/1/01

Communication Styles Passive

Assertive

Aggressive

Extends but does not feel entitled to “rights;” accepts responsibilities

Both exercises and extends “rights” and responsibilities

Demands but does not extend “rights;” does not accept responsibilities

Assertive Communication: Direct, Honest, Respectful

Com_m_h.ppt: p. 6 Rev. 1/1/01

Interpersonal Communication Options PASSIVE

AGGRESSIVE

PASSIVEAGGRESSIVE

ASSERTIVE

Self Esteem

Low

Self-centered

Low

High

Impact

Cares more about others

Cares only for self

Doesn’t care about anybody

Cares about self and others

Consequences &Approval

Predicts disaproval and will not risk it

Not concerned with approval or consequences

Predicts approval and positive outcomes; risks disapproval

Meetneeds

Own needs not met

Own needs met at cost of others

Avoids consequences; wants approval through minimal effort Needs of neither met

Mistakes

Blames self

Blames others

Blames external forces; defends self

Owns themnondefensively

Goal Accomplishment Self Awareness

Martyr, selfdenying

Uses others

Depreciates self/others; phony efforts

Self-enhancing; supportive of others

Sees only weaknesses

Sees only strengths

Sees fate as responsible; no need to change

Accepts strengths and weakness

Trust/Control

Lets others control; distrusts self

Controls others; distrusts others

Distrusts everyone

Trusts

Feelings

Depressed and unexpressed

Explosive and hostile

Expressed indirectly and slyly

Expressed authentically and calmly

Reactions of Others

Pity, irritation or disgust

Anger or fear

Confuses others; generates frustration, anger, distrust

Respect or annoyance

ISSUE

Own needs met but not at cost to others

Com_m_h.ppt: p. 7 Rev. 1/1/01

Performance Cycle

Self-Talk

Performance

Feedback

Self-Esteem

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

Com_m_h.ppt: p. 8 Rev. 1/1/01

Communication Techniques for Problem Solving 1.

2.

To the person involved in the problem: ➤

Relate the facts

➤

Give your interpretation of them

➤

Explain how you feel about it

Listen to their response: ➤

3.

How does the other person feel, see, interpret?

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!

Com_m_h.ppt: p. 9 Rev. 1/1/01

Methods of Communication 80% of working day involves communication Used Listening

Taught/Addressed

45% Least

Speaking

30%

Reading

16% Most

Writing

9%

Listening: 45% of Communication 25% Efficiency

Com_m_h.ppt: p. 10 Rev. 1/1/01

Listening & Speaking ■

■

Listening takes. . . ➤

concentration and energy

➤

curiosity and open-mindedness

➤

analysis and understanding

Speaking requires. . . ➤

sharp focus

➤

logical thinking

➤

clear phrasing

➤

crisp delivery

Com_m_h.ppt: p. 11 Rev. 1/1/01

“Harry always was a poor listener.”

Com_m_h.ppt: p. 12 Rev. 1/1/01

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

Com_m_h.ppt: p. 13 Rev. 1/1/01

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

Com_m_h.ppt: p. 14 Rev. 1/1/01

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?

Com_m_h.ppt: p. 15 Rev. 1/1/01

Obstacles to Effective Communication ■

Assumptions

■

Fears ➤

Reluctance to confront

➤

Ridicule, rejection, fear of being wrong

■

Authority relationships

■

Unmanaged stress

■

Corporate culture

Com_m_h.ppt: p. 16 Rev. 1/1/01

Payoffs to Effective Communication ✔

A more professional image

✔

Improved self-confidence

✔

Improved relationships

✔

Less stress

✔

Greater acceptance of yourself and others

Com_m_h.ppt: p. 17 Rev. 1/1/01

Communication Worksheet 1.

Identify a communication problem you have experienced with an employee:

2.

Identify your contribution to the problem:

3.

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

Com_m_h.ppt: p. 18 Rev. 1/1/01

Writing Skills 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. 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: ConceptBenefitExampleData 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!

Com_m_h.ppt: p. 19 Rev. 1/1/01

Training Evaluation for:

Communication Skills--Mgr Trainer’s Name: ________________________ Date/Time: ________________ Company: _____________________________ Location: _________________

Please circle your responses and make comments or suggestions below. Excellent

Very Good

Good

Little Value

Poor

What is your OVERALL opinion of this course?

5

4

3

2

1

2.

The course MATERIALS were:

5

4

3

2

1

3.

The course ACTIVITIES were:

5

4

3

2

1

4.

The instructor’s PRESENTATION of the information was:

5

4

3

2

1

The instructor’s KNOWLEDGE of the the subject was:

5

4

3

2

1

YES

NO

1.

5. 6.

Would you recommend this training to co-workers?

What did you feel was the most useful?

What did you feel was the least useful?

What other training programs would you like to attend?

Comments, questions and concerns:

Program..PPT: p. 1 Rev. 05/10/00 Com_m_h.ppt: p. 20 Rev. 1/1/01