Business Communication

Trainer:

Kiran Nalluri,
Vishal Arogya Sampat.
kk.nalluri@gmail.com
 Improved Quicker Stronger
Stakeholder Problem Decision
Response Solving Making

Enhanced Effective Increased

Professional
Image Communication Productivity

Clearer Stronger
Steadier
Promotional Business
Work Flow
Materials Relationships
Usage of Business Communication Channels

Writing
9%

Receiving
Sending

Speaking Listening
30% 45%

Reading
16%
 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

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

One-way and two-way communication

One-way
Radio, television, newspaper, advertisements
Two-way
Interactive
Source and receiver
 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

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
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
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

Official Structure The Grapevine

Formal Chain Informal

of Command Networking

Up, Down, Across Unofficial Lines

Formal Power Lines of Power
External Communication

Formal Contacts Informal Contacts

Marketing Employees

Public Relations Managers

 Internal Communication

Oral communication
Telephone
Intercom
Meeting/ Conferences
Presentations
Face-to-face discussion
Messages
 Internal Communication
Written communication
Reports
Graphs/charts
Email
Fax
Notice
Forms/Questionnaire
Minutes
Newsletters
Memos
 External Communication

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

Written Communication
Leaflet/brochures
Invitations
Press releases
Advertisements
Reports
Emails
Fax
Letters
 The Communication Process
Phase 1: Phase 6:
Sender Has Channel Receiver
an Idea And Medium Sends Feedback

Phase 2: Phase 5:
Sender Encodes Receiver Decodes
Idea Message

Phase 3: Six-Phase Phase 4:

Sender Transmits Process Receiver Gets
Message Message

Situation
 Communication Barriers
Perception and language

Listening

Pre-judgement

Relationships

Emotional responses

Systems
 Communication Barriers
Physical barriers

Defects in the medium

Noise

Information overload

Language barriers

Socio-psychological barriers

Self centered attitudes

Group identification
 Communication Barriers
Self image

Status block

Resistance to change

Closed mind

Poor communication skills

State of health
 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

Overall Corporate Level of

Structure Culture Feedback
Flat More Open High

Tall Less Open Low

 Communication systems

Downward
Upward
Horizontal
Diagonal
Grapewine
Informal
 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

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

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

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

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

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

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

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

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

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
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
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
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

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

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

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

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

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

Guidelines for making a positive impact

Answering a call
Listening
Messages
Hold on or call back
Never interrupt
 Before calling

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

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

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

After the call

Make notes
Take action
Negotiating skills
MY PERCEPTION YOUR
CONTEXT OF SITUATION
OF CONTEXT PERCEPTION
OF CONTEXT
C1

MY YOUR
INFORMATION INFORMATION
PERCEPTION PERCEPTION

Communication
Motivations
C2 C3
Influence
Bargaining

ME YOU
 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
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

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

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

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

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

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

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’

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
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 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

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

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

IF INEFFECTIVE
May end up recruiting unfit candidates

Missing suitable candidates

Demotivating suitable candidates from

joining
 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
1 Opening, rapport building

2 Current & previous roles

3 Aspirations & awareness

4 Education & upbringing

5 Circumstances & interests

6 Closing , wrap up
 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

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

Purposeful
Relevant
Clear & concise
Limited to one idea
Neutral in tone & substance
 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

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
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

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

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
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
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
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
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
 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

Clarity
Short sentences
Simple, familiar & right words
No jargons
Foreknowledge about audience
 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

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

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

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

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