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Select any of the links below for details on the art
of being a better communicator:
Negotiating: Is It Worth the Effort?
Most of the time we come to the negotiating table ready to defend our position
rather than listen to the ideas of others. This usually complicates the
process and leads to fights -- many times over very insignificant matters.
That’s why it is important to determine in advance where to draw the line
-- what’s worth fighting for and what can be conceded without damage.
- What are the long-term effects of accepting the other
person’s viewpoint?
- Will there be a loss of money or time that will be
unacceptable to management?
- How are your employees affected?
- Will the other person’s stand require a number of
other changes?
- Is this an ongoing or one-time situation?
- Is there another way to accomplish the same goal?
- Can you use this concession to get something else
from the other person?
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How to Issue an Unpopular Decision
No one wants to set policy that employees will be upset with. On the other
hand, it is a manager’s job. Here are some do’s and don'ts to make it a
little easier on both you and your employees:
- Do take the time to gather all the relevant facts
before you make the decision.
- Once you have made your decision, rehearse in advance
how you will announce the news to your staff.
- Acknowledge that staff may find the news unpleasant.
If possible, point to any benefits.
- Make yourself available to answer questions from
the staff.
- Allow time for adjustment to the news.
- Let your staff members know the reasons behind your
decision. Share the research you did to come to the conclusion you did.
- Don't blame management for the decision.
- Don't avoid the issue and spring the change on staff
members so they have little time to adapt.
- Don't join in the complaining about the new policy.
- Don't try to soften the blow by using ambiguous phrasing.
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The Importance of Face-to-Face Communication
E-mail and voice mail have grown as means of communication, even when the
parties work only a few offices apart. For some executives and managers,
this office technology has even become a crutch to avoid in-person communications.
Whatever reason for reliance on e-mail or voice mail, they are not as effective
as face-to-face communication in the workplace.
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Listening Skills
Communication is two-way. Most people think about communication as talking,
but just as important is listening. When we don't listen fully to what another
is saying, we miss out on getting the message, which shortchanges both ourselves
and the other person. How can you focus on the other person and not be distracted
by all the people and things that are competing for your attention?
First, you can give the person your full attention, asking questions to
clarify what is being said. Second, make a point of keeping your mind focused
on listening to what the other person has to say. If your mind starts to
wander, rein it in by asking questions. Not only does it help maintain your
attention, but well-thought-out questions can ensure accuracy in communication
and demonstrate your interest.
Avoid interruptions. Let the phone ring. You may have been sorting through
your mail when the person entered; don't continue to do so once you are
talking.
Equally important, as you hear the person out, organize the information
to identify key points. What information is key to the discussion and what
information isn't really relevant? Again, if you are confused about this,
ask questions.
Communication involves more than the verbal component. About 90 percent
is nonverbal. So watch facial expressions, posture, gestures, and the like
to gain insights into the other person’s attitude during the communication.
Finally, take notes when necessary. It can be a terrific help to listening,
forcing focus, as well as helping to recall what was said.
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Giving Presentations
Preparation is the key to great presentations. Contrary to what you may
think, making a speech is not worse than dying. You can be a success at
making presentations if you:
- Determine what you are trying to accomplish.
Each kind of speech requires a different approach, and you should tailor
your approach accordingly. Are you trying to convince decision makers
they should give you a bigger budget? Are you seeking to educate your
audience or train employees in a new procedure? Are you presenting awards
to employees in a formal ceremony? Knowing your goal will help you build
the major points that you want to communicate to your audience. Keep
your key points down to no more than a few. Reinforce key points with
visual aids.
- Write your introduction and conclusion. While
you shouldn't write your presentation, you may want to write down both
the start and end of your speech to ensure you are clear in the beginning
and at the end. Your introduction should tell your audience what they're
going to gain from your speech, tell them why it is important to them,
and get their attention. The end should summarize key points and inspire
them to take action of some sort.
- Develop notes. The notes can be made up of
phrases or full sentences to trigger your thoughts on each key point
or sub-point. Again, stay away from a word-for-word script. Think how
you respond to someone before a group reading a white paper, turning
each page, compared to someone who "talks" to his or her audience.
- Practice, practice, practice. Rehearse your
presentation before a mirror. Or ask a colleague to hear your presentation.
The more run-throughs, the better prepared you will be for the real
occasion.
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Upward Communication
To develop a more personalized relationship with your boss, make an effort
to stop by his or her office unannounced when you have a particular issue
or concern, then schedule an appointment to talk in person at a later date.
When you do meet with your boss, make sure you get right to the point with
your ideas or suggestions -- a busy boss will not appreciate wasted time
-- then solicit his or her opinions. A follow-up meeting may be necessary.
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