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Communication Skills for Managers

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Title: Communication Skills for Managers


1
Communication Skillsfor Managers
  • Management Development Program
  • Presented By

2
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

3
(No Transcript)
4
Communication and the Managers Role
  • What I need to communicate
  • What I need to know

5
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 th
e opinions of others. 3. You have the respons
ibility to acknowledge and address the needs of
others. 4. You have the responsibility to res
pect the limits and boundaries of others.

6
Communication Styles
Assertive Communication Direct, Honest, Respectf
ul
7
Interpersonal Communication Options
8
Performance Cycle
Feedback
Performance
Self-Talk
Self-Esteem
You can notice, control, and choose the messages
you give to others and influence their
performance accordingly.
9
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 persons 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!

10
Methods of Communication
80 of working day involves communication
  • Used Taught/Addressed
  • Listening 45
  • Least
  • Speaking 30
  • Reading 16
  • Most
  • Writing 9
  • Listening
  • 45 of Communication
  • 25 Efficiency

11
Listening Speaking
  • Listening takes. . .
  • concentration and energy
  • curiosity and open-mindedness
  • analysis and understanding
  • Speaking requires. . .
  • sharp focus
  • logical thinking
  • clear phrasing
  • crisp delivery

12
Harry always was a poor listener.
13
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

14
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

15
Exercise - Listening
  • 1. Who are the people its 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?

16
Obstacles to Effective Communication
  • Assumptions
  • Fears
  • Reluctance to confront
  • Ridicule, rejection, fear of being wrong
  • Authority relationships
  • Unmanaged stress
  • Corporate culture

17
Payoffs to Effective Communication
  • A more professional image
  • Improved self-confidence
  • Improved relationships
  • Less stress
  • Greater acceptance of yourself and others

18
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

19
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 persons
    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 è Benefit Example è 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!

20
Training Evaluation for Communication Skills--M
gr
Trainers Name ________________________
Date/Time ________________ Company __________
___________________ Location
_________________ Please circle your responses
and make comments or suggestions below.
Very Little Excellent Good Good Value Po
or 1. What is your OVERALL opinion of this cou
rse? 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 instructors PRESENTATIONof the informa
tion was 5 4 3 2 1 5. The instructors KNOWLEDG
E of the the subject was 5 4 3 2 1
6. Would you recommend this training to
co-workers? YES NO
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
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