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Achieving Success Through Effective Business Communication

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Title: Achieving Success Through Effective Business Communication


1
Achieving Success Through Effective Business
Communication
2
Achieving Success Through Effective Business
Communication. Communicating in Teams. Mastering
Listening and Nonverbal Communication Skills.
Searching for Employment and Preparing
Employment Messages. Interviewing for Employment
and Following Up (PROJECT ONE) Planning,
Writing, and Completing Oral Presentations
(PROJECT TWO) Planning Business Messages.
Writing Business Messages. Completing Business
Messages. Working with Letters, Memos, and E-Mail
Messages. Writing Routine, Good-News, and
Goodwill Messages. Writing Bad-News Messages.
Writing Persuasive Messages. Understanding and
Planning Business Reports and Proposals. Writing
and Completing Business Reports and
Proposals. The Negotiation Process. Influences
on Negotiation. Management of Negotiations.
Multi-party Negotiations Creative Problem
Solving. Dealing With Difficult Behaviours.
Dispute Resolutions and Conflict Management
3
Linda Richardson, THE SALES SUCCESS HANDBOOK, the
employee handbook for enhancing corporate
performance McGraw-Hill, USA   Pete Swanson,
Frank Carr THE NEGOTIATIORS TOOLKITENHANCING
SUCCESS IN BUSINESS TRANSACTIONS Car Swanson
Randolph, llc, USA   Bil Stinett THINK LIKE YOUR
CUSTOMER A WINNING STRATEGY TO MAXIMIZE SALES BY
UNDERSTANDING HOW AND WHY YOUR CUSTOMERS BUY Mc
Graw-Hill, USA (html)   Tim Birdsall SALES
PROCESS OVERVIEW - ADVANCED SALES MANAGEMENG
SKILLS FOR SOLUTION ORIENTED SALES
ENVIRONMENTS BTC - Birdsall Training
Consulting Dave Carter, Marijana
Filipovic ZAPOCNI SVOJU KARIJERU Centar za razvoj
gradjanskog drustva MilenijuM, septembar
2005 (pdf) Roberta Cava DEALING WITH DIFFICULT
PEOPLE
4
WORKING STYLES QUIZ
  • The purpose of this quiz is to get some idea of
    your dominant working style and the working
    styles of others as you prepare for
    communications. Working styles and their
    prevalent characteristics are an important part
    of one-on-one and team communications including
    negotiations.
  • There are no wrong answers in the quiz, and
    several of the choices may appeal to you because
    your working style is a combination of more than
    one style. For the purposes of this quiz please
    read each statement and order your responses 1,
    2, 3, 4, with 1 being the response that
    best describes you and 4 being the response
    that least describes you.

5
Analytics Technique Specialists
  • In general
  • Strong sense of duty and obligation
  • Forceful work ethic
  • Steadfast, reliable and dependable
  • Finds creative solutions
  • Especially at work
  • Set high standards
  • Wants everything done right
  • Schedule oriented
  • Detail conscious
  • Orderly and organized
  • Likes charts, graphs, figures and lists
  • Persistent and thorough
  • Finishes what he or she starts
  • Some Challenges
  • Often takes on too much responsibility
  • Tends to worry
  • Wants to be right and often has no problem saying
    I told you so!

6
  • Key challenge to being an analytic You factor a
    great deal of information and decision-making in
    your mind, and often think you have communicated
    that to others. Frequently, you have not actually
    verbalized your thoughts, so others dont know
    how you got there. While you think you have
    carried others along with you to an obvious end,
    they resent being presented with a fait accompli
    that expects you to simply buy-in.
  • Suggested solution Make every effort to
    verbalize your thoughts as you reason through a
    project or problem. Double-check with others that
    they follow your thinking and are buying in at
    earlier stages of the decision-making process.
    Confirm that you have heard and considered
    others information and ideas, and clearly lay
    out for them how you incorporated their input
    into your final decisions or recommendations.

7
Drivers - Control Specialists
  • In general
  • Strong compulsion to perform
  • Takes pleasure in any kind of work because it
    involves activity
  • Low tolerance for idleness
  • High self-control
  • Controls and masters everything they do
  • Likes new ideas, challenges and competition
  • Speaks with precision and little redundancy
  • Especially at work
  • Goal oriented daring attitude just tell me I
    cant do it!
  • Sees whole picture
  • Seeks practical solutions
  • Makes plans
  • Moves quickly to action
  • Stimulates activity
  • Organizes well
  • Delegates work
  • Insists on production
  • Thrives on opposition

8
  • Key challenge to being a driver You are
    confident that your efforts to lead the group
    will yield good results for the right mission.
    You focus so intently on the outcome, however,
    that you often do not communicate your commitment
    to the groups mission and well being during the
    process. Others perceive you as driving the group
    for your own ambition or interests and they buck
    you, which only leads you to drive harder.
  • Suggested solution Explicitly state your
    understanding of the groups mission and concern
    for the group members as you lay out a plan for
    action. When you meet resistance, take a few
    moments to hear why others buck you and consider
    how to adjust the plan. Ultimately, if the group
    does not choose you as its leader, you might need
    to back up and take on a more specific sphere of
    responsibility in the group instead.

9
Amiables Support Specialists
  • In general
  • Promotes harmony
  • Seeks deep meaning
  • Patient, good listener
  • Works well in groups
  • Emphasizes interaction over action
  • Likes directions
  • Found wrapped in causes
  • Especially at work
  • Steady
  • Not easily upset
  • Good under pressure
  • Takes good with bad
  • Avoids or works around conflict
  • Strong administrative skills
  • Mediates problems
  • Some Challenges
  • Romanticizes relationships and experiences an
    have unrealistic expectations of self and others
  • Overemphasizes process over goals

10
  • Key challenge to being an amiable You respect
    the personal strength required to manage others
    needs and wishes and to suspend oneself to create
    harmony in a group. Others, however, frequently
    underestimate you. They perceive peacemaking and
    compliance as weakness, and might dismiss your
    input, which hurts. Once others cross your line
    to their surprise you become intractable, which
    often leaves them confused, angry and
    uncooperative.
  • Suggested solution While encouraging positive
    interactions, be as explicit as possible about
    where your boundaries are set and any points that
    are non-negotiable in your mind. If you find
    yourself harboring resentment, talk to others
    directly earlier on, explain your objectives, and
    suggest specific ways others can meet them.

11
Expressives Social Specialists
  • In general
  • Friendly, easy going, giving
  • Eager to try new and different things
  • Enjoys wondering
  • Happy spirit
  • Lives for here and now
  • Enjoys being in social organizations
  • Finds it easier to break social tied
  • Sees discomfort or hardship as a new experience
    that will pass
  • Especially at work
  • Has energy and enthusiasm
  • Volunteers for jobs
  • Thinks up new activities and approaches
  • Creative and colorful, starts in an eye catching
    way
  • Inspires others to join
  • Charms others to work
  • Shares big picture-vision
  • Questions why should we be doing this?
  • Easily bored, ready to move on

12
  • Key challenge to being an expressive You
    sometimes feel overwhelmed by so much information
    involved in a task. You want others to understand
    the full scope of your thoughts and plans,
    though, and tend to communicate in a data dump.
    Others can perceive you as verbose and spacey.
  • Suggested solution When focused on a group task,
    use discipline. Give your bottom line up front
    for the listener and then select out the most
    important details to support your ideas and
    suggestions. Remember youll have the chance to
    talk about more general concerns and socialize at
    another time, when the group is more receptive to
    your role.

13
Effective Communication
  • Quicker problem solving
  • Stronger decision making
  • Increased productivity
  • Steadier work flow

14
Effective Communication
  • Stronger business relationships
  • Clearer promotional materials
  • Enhanced professional image
  • Improved stakeholder response

15
Characteristics of Effective Messages
  • Provide factual information
  • Give facts, not impressions
  • Clarify and condense information
  • State precise responsibilities
  • Persuade and make recommendations

16
Basic Communication
  • Nonverbal
  • Less structured, harder to classify
  • More spontaneous, less control
  • Verbal
  • More structured, easier to study
  • Conscious purpose, more control

17
Usage of Business Communication Channels
  • Listening 45
  • Reading 16
  • Speaking 30
  • Writing 9

18
The Listening Process
  • Receiving
  • Interpreting
  • Remembering
  • Evaluating
  • Responding

19
Barriers to Listening
  • Prejudgment
  • Self-centeredness
  • Selective listening

20
Active Listening
  • Find areas of interest
  • Focus on content
  • Hold your fire
  • Listen for ideas
  • Take selective notes

21
Active Listening
  • Work at listening
  • Block competing thoughts
  • Paraphrase the speaker
  • Stay open-minded
  • Stay ahead of the speaker

22
Active Listening Skill Sheet
  • Active listening is a skill that offers
    challenges to everyone.
  • If you are an Expressive, remember
  • ? You are not listening if you are talking
  • ? Silence is often needed for others to formulate
    a messageso push yourself to sit quietly in
    moments of quiet reflection
  • ? You tend to speak to thinksome may hear
    conclusion and hold you to what you say when that
    may not be your intention
  • ? You tend to be more physically and facially
    expressive, so you may be communicating more than
    you know
  • If you are an Analytic, remember
  • ? People cant listen to the conversations you
    are having in your head
  • ? Listening requires you to engage is what is
    being communicatednot mentally prepare for what
    you would like next to say
  • ? You tend to think to speakfiltering much of
    your mental activity out before you share it in
    the world
  • ? You tend to be less physically and facially
    expressive, so you may be communicating less than
    you knowand less than is helpful

23
Active Listening Skill Sheet
  • If you are a Driver, remember
  • ? Your speech tends to sound directive, closed,
    opinionated and finaleven when you are not
  • ? Discussions with you often take on a goal
    driven, work now-play later tonein both the
    verbal and non-verbal cues you give off
  • ? You will tend to struggle with asking open
    ended, facilitative questions
  • If you are a Amiable, remember
  • ? Your speech tends to sound facilitative,
    open-ended and questioningeven when you are not
  • ? Discussions with you often take on a flexible,
    casual, play now-work later tonein both the
    verbal and non-verbal cues you give off
  • ? You will tend to struggle with asking
    closed-ended, directive questions

24
Preparing for Meetings
  • Decide on the purpose
  • Select participants
  • Choose the location
  • Set and follow an agenda

25
Effective Meetings
  • Focus
  • Procedures
  • Participation
  • Closing
  • Follow-up

26
Receiving Telephone Calls
  • Answer promptly
  • Identify yourself
  • Establish rapport
  • Be positive
  • Take messages
  • Explain your actions

27
Making Telephone Calls
  • Get ready
  • Schedule the call
  • Minimize distractions
  • Introduce yourself
  • Maximize your time
  • Maintain focus
  • Use a positive close

28
Using Voice Mail
  • Minimize time zones
  • Reduce paperwork

29
Effective Voice Mail Greetings
  • Be brief and accurate
  • Sound professional
  • Keep callers in mind
  • Make options helpful
  • Update your greetings
  • Respond to calls promptly

30
Effective Voice Mail Messages
  • Keep the message simple
  • Sound professional
  • Avoid personal messages
  • Replay the message
  • Avoid multiple messages
  • Dont hide behind voice mail

31
Communication Challenges in Todays Workplace
  • Advances in technology
  • Globalization
  • Workforce diversity
  • Team-based organizations

32
Internal Communication
  • Official structure
  • Formal chain of command
  • Up, down, across formal power lines
  • The grapevine
  • Informal networking
  • Unofficial lines of power

33
External Communication
  • Formal contacts
  • Marketing
  • Public relations
  • Informal contacts
  • Employees
  • Managers

34
The Communication Process
  • Sender has an idea
  • Sender encodes the idea
  • Sender transmits the message
  • Receiver gets the message
  • Receiver decodes the message
  • Receiver sends feedback

35
Communication Barriers
  • Perception and language
  • Restrictive environments
  • Distractions
  • Deceptive tactics
  • Information overload

36
Overcoming Barriers
  • Adopt audience-centered approach
  • Foster open communication climate
  • Commit to ethical communication
  • Create lean, efficient messages

37
Audience-Centered Approach
  • Understand biases
  • Consider education
  • Factor in age
  • Recognize status
  • Acknowledge style

38
Communication Climate
  • Modify organizational structure
  • Facilitate feedback

39
Ethical Communication
  • Recognize ethical choices
  • Make ethical choices
  • Motivate ethical choices

40
Efficient Messages
  • Send fewer messages
  • Minimize distractions
  • Develop communication skills

41
Nonverbal Communication
  • Intent
  • Spontaneity
  • Honesty
  • Efficiency

42
Types of Nonverbal Communication
  • Facial expressions
  • Gestures and posture
  • Vocal characteristics
  • Personal appearance
  • Touching behavior
  • Use of time and space

43
Maximizing Nonverbal Communication
  • Avoid conflicting signals
  • Strive for honesty
  • Smile genuinely
  • Maintain eye contact
  • Be aware of posture and gestures
  • Use appropriate vocal signals

44
Maximizing Nonverbal Communication
  • Know your audience
  • Acknowledge comfort zones
  • Shake hands appropriately
  • Respect varying attitudes about time
  • Use touch carefully
  • Be aware of false cues

45
  • Exercise
  • OSTRICH EGG

46
Communicating in Teams and Mastering Listening
and Nonverbal Communication Skills
47
  • Exercise
  • THE AVALIABLE HEART

48
  • You are a surgeon at a large hospital. You must
    make a very important decision. You have, in the
    hospital, seven patients, each of whom needs an
    immediate heart transplant operation.
    Unfortunately, only one donor heart is available
    at this time. Each of the seven patients is
    compatible with the available heart and may well
    die before another appropriate heart becomes
    available.

49
  • Which patient would you select to receive the
    heart?
  • Why?

50
  • Potential Recepients
  • A famous brain surgeon at the height of her
    career (single, Turkish female, 31 years old, no
    children)
  • A brilliant 12 year-old female Japanese musician.
  • A 40 year-old Greek male teacher with two
    children and a wife who does not work outside the
    home.
  • A 15 year-old pregnant woman who is single,
    Caucasian and who has no children.
  • A 35 year-old Roman Catholic priest working in a
    ghetto parish.
  • A 17 year-old waitress who is white, a high
    school dropout and helps to support her siblings
    and aging parents.
  • A 38 year-old scientist who is pursuing a
    promising line of research that will hopefully
    lead to a cure for AIDS. She is Chinese, a
    lesbian and has no children.

51
  • Each of you has now made an individual decision
    about your choice to receive the available heart,
    and the criteria upon which you made your
    decision.
  • The second phase of this exercise involves group
    decision making. Your group is to employ the
    process of consensus decision making in arriving
    at a group decision. This means that the group
    must reach a consensus on who receives the
    available heart and the standards for making that
    decision.
  • The choice must be one that everyone in the group
    can agree upon even if the choice does not meet
    with everyones complete approval all members of
    the group will support the decision because every
    member of the group has been heard and they
    support the choice as being the best decision at
    the time.

52
Characteristics of Effective Teams
  • Have a clear sense of purpose
  • Communicate openly and honestly
  • Reach decisions by consensus
  • Think creatively
  • Remain focused
  • Resolve conflict effectively

53
  • Dr. Robert CIALDINI Interview on influence,
    September 1999
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