BUSINESS COMMUNICATION

Business Communication : 

Business Communication Trainer: Kiran Nalluri, Vishal Arogya Sampat. kk.nalluri@gmail.com

Slide 2: 

Stronger Decision Making Improved Stakeholder Response Clearer Promotional Materials Steadier Work Flow Increased Productivity Enhanced Professional Image Quicker Problem Solving Stronger Business Relationships Effective Communication

Slide 3: 

Receiving Sending Usage of Business Communication Channels

What is communication : 

What is communication Giving, receiving or exchanging information, opinions or ideas Medium is by writing, speech or visual Understood by everyone Intentional and unintentional Dynamic process Systemic Interaction and transaction

Some definitions : 

Some definitions It’s a process of passing information and understanding from one person to another- Keith Davis It is any behaviour that results in an exchange of meaning- The American Management Association

Forms of communication : 

Forms of communication One-way and two-way communication One-way Radio, television, newspaper, advertisements Two-way Interactive Source and receiver

Forms of communication : 

Forms of communication Formal and informal Formal used in corporate / organisations Advantages Official language, so binding Written so less likely to be misunderstood Saves time Avoids embarrassment if information is sensitive or painful

Forms of communication : 

Forms of communication Disadvantages of formal communication Rigid Bureaucratic jargon Does not give reasons, just orders Takes time Authoritative and downward Social matters seldom mentioned Impersonal and final Fails to motivate employees

Forms of communication : 

Forms of communication Informal communication Advantages Personal and carries enthusiasm Encourages flow of ideas Oral so two-way Promotes open climate Reduces rumours Fosters harmonious relationships Co-operation based on shared concerns and interests

Forms of communication : 

Forms of communication Disadvantages Flexible, so difficult to apply Can lead to spread of inaccurate information Coloured by emotion and distort the meaning Difficult to trace when an enquiry has to be made 2 types- oral and written, internal and external

Internal Communication : 

Internal Communication Official Structure Formal Chain of Command Up, Down, Across Formal Power Lines The Grapevine Informal Networking Unofficial Lines of Power

External Communication : 

External Communication Formal Contacts Marketing Public Relations Informal Contacts Employees Managers

Internal Communication : 

Internal Communication Oral communication Telephone Intercom Meeting/ Conferences Presentations Face-to-face discussion Messages

Internal Communication : 

Internal Communication Written communication Reports Graphs/charts Email Fax Notice Forms/Questionnaire Minutes Newsletters Memos

External Communication : 

External Communication Oral communication Meeting Conferences/ seminars Meetings Conversations Telephones Presentations

External Communication : 

External Communication Written Communication Leaflet/brochures Invitations Press releases Advertisements Reports Emails Fax Letters

The Communication Process : 

The Communication Process Channel And Medium Six-Phase Process Phase 1: Sender Has an Idea Phase 3: Sender Transmits Message Phase 2: Sender Encodes Idea Phase 6: Receiver Sends Feedback Phase 4: Receiver Gets Message Phase 5: Receiver Decodes Message Situation

Communication Barriers : 

Communication Barriers Perception and language Listening Pre-judgement Relationships Emotional responses Systems

Communication Barriers : 

Communication Barriers Physical barriers Defects in the medium Noise Information overload Language barriers Socio-psychological barriers Self centered attitudes Group identification

Communication Barriers : 

Communication Barriers Self image Status block Resistance to change Closed mind Poor communication skills State of health

Communication Barriers : 

Communication Barriers Organisational barriers Cross cultural barriers Language Values/norms of behaviour Social relationships Concepts of time Concepts of space Thinking process Non-verbal communication perception

Communication Climate : 

Communication Climate Corporate Culture Flat Tall High Low Level of Feedback Overall Structure More Open Less Open

Communication systems : 

Communication systems Downward Upward Horizontal Diagonal Grapewine Informal

Principles of effective communication : 

Principles of effective communication Its all about understanding Knowledge about the communication cycle Awareness of communication barriers Knowing the objective Knowing about the receiver Knowing the circumstances of communication Reaction of the recipient

Tips for successful communication : 

Tips for successful communication Read Listen intelligently Think and plan Use appropriate language Be open minded Select appropriate media Time your communication appropriately Use appropriate language Obtain feedback Aim high

Oral communication : 

Oral communication Life blood of business and personal life Danger of taking it for granted Need for practice and improvement ‘You’ are the key Two roles- Listener speaker

Speaking skills : 

Speaking skills Decide the desired outcome Select important facts and figures Identify key points Arrange the key points Choose appropriate language Monitor feedback constantly End on positive note

Listening skills : 

Listening skills

Listening skills : 

Listening skills Prepare to listen Avoid pre-judgement Be open-minded Establish eye contact Watch for signals Extract main points Give feedback Make notes

Listening skills : 

Listening skills Four steps of listening Hearing If you can repeat the speakers words, you have heard the message Interpretation Depends on vocabulary, knowledge, interpretation Evaluation Listener decides what to do with the received information: eg sales talk Response Maybe in words or body language

Activity of listening : 

Activity of listening Listening is not being passive, it’s a positive activity Hard work with a slightly raised heart beat Involves not only understanding the content but also feelings of the speaker Called emphatic or active listening Different types of listening Appreciative, attentive, evaluative, critical

Benefits of listening : 

Benefits of listening Find out more information Learn about people and how their mind works Improves relations with people Raise morale of employees Obtain suggestions and new ideas Discover why employees perform as they do Help by solving problems

Barriers to effective listening : 

Barriers to effective listening Distraction Wandering attention Planning a reply Lack of interest Tendency to criticise Being self centered Avoiding what is difficult

Barriers to effective listening : 

Barriers to effective listening Excessive note taking Emotional blocks Emotional excitement Impatience Poor health Personal anxieties External noise and disturbances

Listening to non-verbal messages : 

Listening to non-verbal messages Body language- 55% Tone of voice -38% Words- 7% Speakers body language indicates his state of mind and feelings Facial expression, gestures and posture Tone, pitch of vice, speed of speaking Omission of facts

Profile of an effective listener : 

Profile of an effective listener Good listeners Consider listening and opportunity to learn Are aware of personal prejudices so avoid judging the speaker Are not influenced by word filled with emotions Are not upset by use of any words Listen to ideas behind the speakers words Use the time lag to evaluate what they hear Consciously notice the speakers non-verbal behaviour

Profile of an effective listener : 

Profile of an effective listener You are a good listener Make and maintain good and comfortable eye contact Reflect appropriate feelings in facial expressions Sit/stand in attentive posture Tune in to speakers line of thought Use same grammar as the speaker Reflect on the speakers terminology Use emphathic questioning techniques Ask open ended questions, seeking information and clarification Summarise what the speaker has said

Guidelines for effective listening : 

Guidelines for effective listening Following guidelines require practice Stop talking, be attentive, make the speaker feel important Put the speaker at ease Create positive atmosphere through body language Be patient Show that you are listening Write down important points so speaker feels important

Guidelines for effective listening : 

Guidelines for effective listening Do not allow distractions Do not interrupt Do not give advice Do not question Do not take conversation in a different direction Do not criticise Keep your temper- an angry person cannot speak nor listen Listen ‘between the lines’ Keep an open mind, do not jump to conclusions

Non-verbal communication : 

Non-verbal communication Instant feedback Body language Used unconsciously Adds impact to words Provides instant impression Posture Facial expressions Gestures Eye contact

Feedback : 

Feedback

Feedback : 

Feedback Ensures communication is understood Keeps relationships smooth and open Requires an open communication climate Completes the communication cycle Both speaker and listener need skills of feedback In written communication- delayed feedback In oral-its instant from facial expressions and body language

Feedback : 

Feedback In organisations process of feedback is built into policies and procedures- eg appraisals and analysis meetings In human interaction- feedback is for helping the other person to see result of his action so that he may choose whether to change or not to get different result If feedback is given for any other reason it becomes criticism, judgement etc Feedback not to be given to make oneself feel better or to relieve ones frustrations etc

Barriers to feedback : 

Barriers to feedback No one likes to get bad news Hierarchical organisations are less receptive to feedback Managers like to hoard information Discomfort about other peoples reactions Information may not be reliable Feedback can lead to change of relationship Listening is essential to feedback

Guidelines for giving feedback : 

Guidelines for giving feedback Must be given immediately soon after the message has been received Should be given in a positive manner Must be specific, not general or vague Must not be evaluative or judgemental, it should be descriptive Should be on aspects which the person can improve on

Guidelines for giving feedback : 

Guidelines for giving feedback Should be limited to one or two important points at a time Must be constructive- alternate options should be discussed Must be sure of ones motive of giving feedback Positive feedback is as important as negative feedback

Telephone skills : 

Telephone skills

Telephone : 

Telephone Guidelines for making a positive impact Answering a call Listening Messages Hold on or call back Never interrupt

Before calling : 

Before calling Before calling Choose right time Check the number Plan your call Be prepared Avoid interruptions

During the call : 

During the call Be courteous Establish a rapport Smile Check your notes Obtain feedback Be courteous Never argue Never use slang Use conversation cues End the call politely Never put on the speaker phone without taking permisiion

Cellular phone : 

Cellular phone Should be used in emergencies If other people are present, excuse yourself Attention to present company is very important Move way to a quiet corner Switch off when entering a meeting, lecture, theatre etc Used quiet methods when in hospitals etc

Leaving a voice mail : 

Leaving a voice mail Include your name, telephone number, company's name etc Spell any unusual name Repeat your name and telephone name at the end of the message Specify the purpose of your call Indicate what would be the best time to return your call Anticipate and prepare your message

Telephone : 

Telephone After the call Make notes Take action

Negotiating skills : 

Negotiating skills

Slide 55: 

C1 C2 C3 Communication Motivations Influence Bargaining ME YOU MY INFORMATION PERCEPTION YOUR INFORMATION PERCEPTION MY PERCEPTION OF CONTEXT CONTEXT OF SITUATION YOUR PERCEPTION OF CONTEXT

Pre- negotiations : 

Pre- negotiations Establish both, your objectives and those of the other party Decide on your BATNA (Best alternative to no agreement) Collect all relevant facts Before framing specific proposals consult with all key persons. Decide who should be conducting the negotiations and the roles of each member of the negotiating team. Ensure that all members of your side are in agreement Calculate in advance the cost of various concessions.

Negotiation strategies : 

Negotiation strategies Not everybody will receive the same information. There is no guarantee that everybody will receive some information. Find out how the other party sees the situation and try to see it from their point of view Understand their problems and find out what they want. Don’t antagonise the other party by making them defensive and if you feel he needs an opportunity to save face give him one.

Positive behaviour : 

Positive behaviour Showing respect for the other person’s opinion. Showing willingness to change your judgement in the light of new evidence Keeping an open mind. Being sincere and consistent in your approach. Avoiding his defeat in argument – leave him a way out where possible.

Positive behaviour : 

Positive behaviour Being calm and patient; considerate and cool. Listening to what he has to say before replying and showing interest in what he says by summarising. Acting with deliberate intent and not on impulse. Be flexible and be prepared to offer or accept alternative solutions to particular problems.

Positive behaviour : 

Positive behaviour The ultimate settlement is frequently not what was originally envisaged. Remember that good negotiators start high so that they have a strategic anchor! Don’t make promises unless you are absolutely certain of your backing, and that you will be able to keep them. Always leave yourself a small loophole. Don’t ever be dogmatic.

Tactics : 

Tactics There are two rules management should follow - do not accept verbal statements at their face value. - do not counter wild union demands with equally wild proposals. Always act in a manner calculated to maintain the respect of the entire work force.

Tactics : 

Tactics The union negotiator usually begins with an attack upon the employer. This is usually purely ritualistic behaviour; Its objective is either to strengthen the resolve of the union members to strengthen the leader’s position in the union, or as a compensating show of strength for accepting a relatively unfavourable position.

Tactics : 

Tactics The management should simply listen and ignore his behaviour. To shock management into revealing information. To create a nervous or conciliatory mood in which real negotiations would begin.

How to say ‘No’ : 

How to say ‘No’ Say it promptly. Do not feel obliged to explain and justify every ‘no’. Do not say ‘no’ impatiently or in anger. Find a sound proposal to soften the answer. Show concern for the person while rejecting his ideas. Restate their demands and proposals in a different way more suitable for you Be assertive

Assertiveness : 

Assertiveness Our behaviour towards others may fall into the following categories. Passive - allowing others to get what they want, not expressing your needs (eg. ‘you have the chocolate cake’). Aggressive - imposing your will or needs on others (e.g. ‘give me that chocolate cake.) Manipulative - ‘scheming’ to get what you want (e.g. ‘no, no, you have the chocolate cake, I’ll go without’) Assertive - expressing your needs openly without imposing on the other (e.g. ‘i like chocolate cake, do you? Should we divide it up?).

Your behaviour : 

Your behaviour Your behaviour can affect others Being passive can make others feel powerful or frustrated. Being aggressive can make others feel angry or intimidated. Being manipulative can make others feel powerless or as though they are being taken advantage of. Being assertive allows others to know where they stand and to feel respected. It also encourages them to be assertive rather than be forced to react with either one of the other behaviours. People sometimes equate assertiveness with aggression, but its very different.

Interviewing skills : 

Interviewing skills

Interviewing skills : 

Interviewing skills What is an interview A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries

Selection Interview : 

Selection Interview IF EFFECTIVE Saves Time Better job/person matching Satisfied interviewers/Interviewees Good image / PR Tightening of recruitment process

Selection Interview : 

Selection Interview IF INEFFECTIVE May end up recruiting unfit candidates Missing suitable candidates Demotivating suitable candidates from joining

Setting the environment : 

Setting the environment No disturbance No phone Calls Seating - Neutral ( Perhaps an L shape ) No distraction in the vicinity No ‘Power Statements’ Having water available on the table ( for candidate ) Have stationary ready ( for candidate )

Interview structure : 

Interview structure Opening, rapport building Current & previous roles Aspirations & awareness Education & upbringing Circumstances & interests Closing , wrap up

Opening, rapport building : 

Opening, rapport building Appropriate recognition Relaxed approach Introduce yourself Share - Interview purpose Recruitment process Job Role ( briefly) Interview structure & Time Check understanding

Structure of questions : 

Structure of questions Open ended Questions How - What - When - Where - Who - Why Close ended Questions Do you - Did you - Can you - Will you - Could you - Would you - Should you Prompting/ encouraging expressions Tell me…, Describe … For example?, For instance?, In what sense? How come?, In simpler terms...

Characteristics of Good Questions : 

Characteristics of Good Questions Purposeful Relevant Clear & concise Limited to one idea Neutral in tone & substance

Questions coverage : 

Questions coverage WHAT Q’s - Elicit information about knowledge, facts/data, opinions WHY Q’s - Analytical skills , reasoning, logic etc. motivations( what else…How else…, Where else….) HOW Q’s - Knowledge of functional skills, process/steps ( also analytical skills) HOW MUCH/HOW WELL Q’s - validating achievements

The Interview Funnel : 

The Interview Funnel Start with an open ended question LISTEN Narrow down to specific area LISTEN How did the person go about it LISTEN Find out motivations LISTEN Achievements LISTEN Summarise and seek agreement Start with new area

The panel interview : 

The panel interview Agree about roles & structures Stick to roles Do not interrupt Do not help the candidate Select lead interviewer The others should listen and take notes , ask questions on other key areas and observe non verbal behavior Follow up at end of a section

Telephonic Interviews : 

Telephonic Interviews You cannot see the candidate , so you have to trust only two senses - hearing & intuition Do not short circuit the interview. The process should be the same as a face-to-face interview Follow the interview structure Use the funnel - what, why, how,how well

Telephonic Interviews : 

Telephonic Interviews Use many encouraging , prompting expressions ,like … Yes Tell me more Describe I see For example? In what sense? Keep sentences & discussions short Summarise each section

Interview Tips : 

Interview Tips Interviewers need to be provided with job description & specification of the requirements of the position to minimize the influence of stereotypes Interview questions need to be job related Avoid making quick decisions about an applicant Avoid giving too much weight to a few characteristics Try to put the applicant at ease during the interview Communicate clearly with the applicant Maintain consistency in the questions asked

Management Interviewing : 

Management Interviewing Less emphasis on background : more on role and work Ask about aspirations before role Easy for candidate to obscure track record through jargon and generalities A ‘look good, talk good’ candidate may land up interviewing the interviewer - superficial interview may take place Hence be specific - focus on Critical attributes

Management skills : 

Management skills How results are achieved and how the candidate handles the process of management Setting objectives for self and team Decision making style - alone or team Resolving conflicts - how and when Handling customers - relationship based and task based Resolving issues between internal demands and customer expectations

Management focus : 

Management focus Motivational style - sort of environment in team. Leading team front or back Grooming others - spending time for developing people Investing in self - learning & growing Monitoring work of self and team Handling communication & consultation Influencing others through meetings and presentations

Interpersonal skills : 

Interpersonal skills

Seven C’s of communication : 

Seven C’s of communication Courtesy Sincere and genuine expressions Out of respect and care for others Not merely using phrases Be sincere Avoid anger Refrain from preaching Use positive words Avoid discriminating words

Seven C’s of communication : 

Seven C’s of communication Clarity Short sentences Simple, familiar & right words No jargons Foreknowledge about audience

Factors that reduce clarity : 

Factors that reduce clarity Use of camouflaged words Use of passive voice Use of long bureaucratic style of writing Use of clichés Use of unfamiliar words Use of words that have double meaning

Seven C’s of communication : 

Seven C’s of communication Conciseness Time is money in business Eliminate all redundant words Concreteness Be precise and factual Concreteness is opposite of being abstract or vague

Seven C’s of communication : 

Seven C’s of communication Correctness Correct use of grammar Appropriate words Message composition to suit receivers level Right tone Consideration Also known as ‘you’ attitude

Seven C’s of communication : 

Seven C’s of communication Completeness Business communication message not complete unless it adheres to all the seven C’s Does not mean providing all necessary information Means how the matter has been put across to the receiver of the message

Slide 92: 

A communicator may speak or write fluently but he has to be tactful, thoughtful, courteous, correct and complete

PRESENTATION SKILLS : 

PRESENTATION SKILLS

Definition : 

Definition A presentation is delivered to a small knowledgeable audience at a conference, a seminar or a business meeting; its purpose is to inform, explain, persuade or present a point of view; it is followed by questions from the audience

Preparation : 

Preparation Finding about the environment in which the presentation is to be delivered Venue, organisers, occasion, time available, other speakers, audience etc Preparing the text and the required visuals Style, length, humour, style of addressing the text of the presentation Posters, flip charts, OHPs, powerpoint presentations Physical appearance and body language Appearance, grooming, posture Practising delivery of the talk

Profile of a good speaker : 

Profile of a good speaker Is lively, enthusiastic, interested Has a sense of responsibility to the audience Has a sense of responsibility to others Has a sense of responsibility to others Has a sense of responsibility to the subject Stands tall, makes eye contact, speaks responsibly, with authority, is positive and friendly Does not let confidence turn into over-confidence Can accept feedback and benefit by it