Communication Skills for Managers


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Communication Skills for Managers:

Communication Skills for Managers


What do managers need to communicate? Information Non-verbal information Exercise: Giving directions The climate for effective communication Who creates it? Communication Rights and Responsibilities Agenda

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EMPOWERING EMPLOYEES Encouraging assertiveness Enhancing self esteem Creating opportunities Enhancing problem solving LISTENING TO BE HEARD Active listening Exercise: Listening

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Communication Rights and Responsibilities:

RIGHTS RESPONSIBILITIES 1. You have the right to be treated with respect. You have the responsibility to treat others with respect. 2. You have the right to have and express your own opinions. 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. You have the responsibility to acknowledge and address the needs of others 4. You have the right to set reasonable limits. You have the responsibility to respect the limits and boundaries of others. Communication Rights and Responsibilities

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. Communication Styles

Interpersonal Communication Options:

ISSUE PASSIVE AGGRESSIVE PASSIVE--AGGRESSIVE ASSERTIVE Self-Esteem Low Self-centered Low High Impact Cares more about others Cares only about self Doesn’t care about anybody Cares about self and others Consequences & Approval Predicts disapproval and will not risk it Not concerned with approval or consequences Avoids consequences; wants approval with less effort Predicts approval and positive outcome; risks disapproval Meet needs Own needs not met Own needs met at the cost of others Needs of neither met Own needs met but not at the cost of others Interpersonal Communication Options

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ISSUE PASSIVE AGGRESSIVE PASSIVE--AGGRESSIVE ASSERTIVE Mistakes Blames self Blames others Blames external forces; defenses self Owns them non-defensively Goal Accomplishment Martyr, self-denying Uses others Depreciates self and others Self-enhancing; supportive of others Self-awareness Sees only weaknesses Sees only strengths Sees fate as responsible; no need to change Accepts strengths and weaknesses Trust/Control Lets others control, mistrusts self Controls others, distrusts others Distrusts everyone Trusts Feelings Depressed and unexpressed Expressive and hostile Indirect and expressed slyly Expressed authentically and calmly

Communication Techniques – Problem Solving:

To the person involved in the problem Relate the facts Give your interpretation about them. Explain how you feel about it. Listen to their response. How does the person feel, see, and interpret? Questions to ask Is it possible to change the situation or compromise? If the situation cannot be changed, will you or other person accept it? Communication Techniques – Problem Solving

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

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

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Listening 45% Communication 25% Efficiency

Listening & Speaking:

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

Active Listening :

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 Active Listening

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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 Effective Listening

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Behaviors that hinder effective listening Relate the facts Give your interpretation about them. Explain how you feel about it. How does the person feel, see, and interpret? 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

Obstacles to Effective Communication:

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

Payoffs to Effective Communication:

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

Communication worksheet :

Identify a communication problem you have experienced with an employee. Identify your contribution to the problem. Identify the steps you could take to effectively resolve the problem. Communication worksheet

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