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Communication

Communication
The two way transfer of ideas and information, to create understanding in the minds of others, to promote action

Facets of Communication
Sender Receiver Information Behavior Feedback
Method
Media Context Time Feelings Place Type Tone

Noise

How We Communicate?
Speaking Writing Listening Non-verbal language Music, art, and crafts

Choosing Your Method


In person: one-to-one In person: meetings, small groups In person: presentations, large groups Letter Memo Note E-mail Voice mail Phone Tele / video conference

Choosing Your Method


Feedback Complexity Confidentiality Encoding ease Decoding ease Time Cost Warmth Formality One-to-one Small groups meetings Large groups presentations Letter Memo, Note e-mail Voice mail Phone Tele / video conference

Shared symbols
We could have seen the meaning of asap change from in a few days to immediately. Many other words and phrases are also vague and have different meanings for different people. Shared symbols are not always completely shared. The message intended is not always the message received.

What do you Understand?


Should I take you for dinner tonight? Should I take you for dinner tonight? Should I take you for dinner tonight? Should I take you for dinner tonight? Should I take you for dinner tonight?

Should I take you for dinner tonight?

(Business) Communication
be informative; offer right amount of information be truthful, based on evidence

Quantity Quality Relevance Manner

be relevant
be clear, orderly, unambiguous

Communication Styles
Aggressive Passive Assertive

Aggressive People
Are loud, bossy and pushy Get their way, no matter what React instantly Like to get even Dont care about feelings Believe that winning is everything

Passive People
Have trouble saying no Do whatever others ask, even if inconvenient Get stepped on a lot Dont stand up for their rights may even not know what their rights are Do anything to avoid a conflict Are taken advantage of may resent, but wont tell anyone

Assertive People
Are firm and direct Dont blame others, take responsibility Concentrate on here-and-now Can express their needs and feelings calmly and easily Are confident about who they are Respect others rights and expect this from others Speak firmly and make eye contact

Active Listening

How Our Time is Spent in Communicating


While communicating: 40% of our time is spent listening 35% of our time is spent speaking 16% of our time is spent reading 9% of our time is spent writing

Listening
Understanding
- Learning - Deciphering meaning

Receiving

Remembering
- Recalling

- Hearing - Attending

Listening

- Retaining

Evaluating Responding
- Answering - Giving feedback - Judging - Criticising

Active Listening
Be attentive
Use your face, voice, and body to indicate you are sincerely interested in what the person is saying.

Listen with an accepting attitude

Assume a nonjudgmental manner


Allow the other person to bounce ideas and feelings.

Active Listening
Limit the number of questions you ask
Avoid the appearance of grilling the person, but do ask some questions to demonstrate your interest.

Use reflection and restatement frequently


Act like a verbal mirror and reflect back what you think the person is saying.

Active Listening
Avoid phrases which will truncate the communication
Its not that bad. You shouldnt feel that way. Youre making something out of nothing. Sleep on it. Youll feel better tomorrow.

Try not to get hooked


Know your hot spots and avoid reacting emotionally when your buttons are pushed.

Active Listening
Use encouraging, noncommittal acknowledgments
hmm I see "right" uh huh

Acknowledge the speaker with nonverbal actions


relaxed posture, relaxed body expression, head-nodding, eye contact, facial expression

Active Listening
Use encouraging words that invite the person to say more
Tell me more. Sounds like you have some ideas on this. Im interested in what you have to say. Lets talk about it.

Managing Performance

Reasons for Not Performing


Dont know how or what to do.

Rewarded for not performing.


Think they are doing fine.

Think their way is better.


No negative consequence for poor performance.

Reasons for Not Performing


Dont want to do the job.

Fear negative consequences.


Punished for doing what they are supposed to. Something else is more important. Have obstacles limiting their performance.

Why People Dont Perform Well?

1. 2. 3. 4. 5.

Lack of Knowledge Lack of Ability Lack of Effort System / Environment Leadership

Coach

Counsel
Do what you can

Coaching
Effective coaching helps a subordinate to integrate with the organization and to develop a sense of involvement and satisfaction. Coaching is a means rather than an end in itself.

Communication Skills for Coaching


Ask open-ended questions Paraphrase to check your understanding Listen Summarize Suggest action plans that match the employees learning style

Coaching Effectiveness Requires


A general climate of openness and

mutuality.

Some degree of trust and openness is essential. If the organization or the unit in which the subordinate works is full of tension and mistrust, coaching wont be effective.

Focus on Work-related Goals


Work-related goals should be the exclusive concern of a coaching effort. Attention should be given only to behaviors and problems that directly relate to the subordinates achievement of those goals.

Feedback

Feedback
Giving feedback is important in terms of increasing the subordinates selfawareness.
Particularly with regard to strengths and weaknesses.

If properly given, feedback results in greater rapport between the supervisor and the subordinate.

Tips on Giving Feedback


Providing Positive and Corrective FeedbackGive it in BIT
Describe the Behavior Explain the Impact of what was done / not done Discuss how it could be done Tomorrow

Positive Feedback
What is it?
Reinforcing performance through an active effort to praise use of particular skills or actions

Positive Feedback
Example:
When your gave your presentation to the Task Force Describe

I felt proud of you and the work we have done. Express I would like to see you continue to use those skills in the work ahead. Specify

Corrective Feedback
What is it?
Providing instruction, direction, guidance or encouragement as the person works toward achieving an objective or competency expectation OngoingNot just when a person makes mistakes

Corrective Feedback
Example:
When you ignore my request to get reports in on time Describe I feel frustrated and angry because I cant submit my report on time. Express I need to receive your reports on time.

Specify

Corrective Feedback
Example:
If you do, it will satisfy our customer expectation. Consequence+ If you do not, it will hurt your performance. Consequence-

Is there anything I can do to help?

Support

Feedback
Reinforces positive new behavior and what the subordinate has done well. Suggests rather than prescribes avenues for improvement. Is continual rather than sporadic. Is based on need. Is intended to help.

Giving feedback effectively


Specific Relevant Frequent

Effective feedback

Credible

Timely

True or False
1. Time can be managed. 2. The longer or harder you work the more you accomplish. 3. If you want something done right, do it yourself. 4. We should take pride in working hard. 5. You should try to do the most in the least amount of time. 6. Technology will help you do it better, faster.

Time

Is a unique resource It cannot be accumulated like money It cannot be stored like raw material We are forced to spend it, whether we like it or not, at a fixed rate of 60 secs per min. It cannot be turned on or off like a machine It cannot be replaced like a man It is irretrievable What is lost is lost What is lost is a part of our life

Nothing else perhaps distinguishes effective executives as much as their tender loving care of Time. Unless he manages his time effectively, no amount of ability, skill, experience or knowledge will make an executive effective.

Peter Drucker

What Is It Anyway?
Work: Time management refers to the development of processes and tools that increase efficiency and productivity.
Life: Managing our time to waste less time on doing the things we have to do so we have more time to do the things we want to do.

The Time Paradox


A lot of people complain that they dont have enough time whereas it is the most equally shared resource that exists in the world.

1 day equals 24 hours for everybody

Your Use of Time Reflects


How effective you are as an exec
How dependable you are as a colleague, supplier, service provider

the challenge is not to manage time, but to manage ourselves.


Stephen R. Covey

Time Waster
Something that prevents a person from accomplishing a job or achieving a goal in a given time Spend time to reflect on the major time wasters in workplace and write down a list

Internal Timewasters
Lack of objectives
Lack of priorities, deadlines, daily planning Leaving tasks unfinished Attempting too much and unrealistic time estimates Indecision and procrastination Inability to say No.

Internal Timewasters
Ineffective delegation and involvement in detail Management by crisis Lack of personal organization/discipline Cluttered desk and personal disorganization Daydreaming Worry, Stress

External Timewasters
Meetings (scheduled and unscheduled) Telephone interruptions Drop-in visitors Unclear communications; inadequate, inaccurate or delayed information Waiting, Resource Sharing Lack of clear goals, objectives, priorities Confused responsibility and authority

Key Issues in Time Management

Set Your Goals!

Plan

Prioritize

Prioritization

Just because you can do something doesnt mean you should.

Paretos Principle
A small number of causes (20%) is responsible for a large part of the effect (80%)

the vital few and the trivial many

Examples of Paretos Principle


80% of an engineers interruptions come from the same 20% of the people 80% of customer complaints are about the same 20% of your projects, products, services 80% of the decisions made in meetings come from 20% of the meeting time 80% of a problem can be solved by identifying the correct 20% of the issues

Implications for us
The relationship between input and output is not balanced:

20% of a person's effort generates 80% of the person's results; 80% of your success comes from 20% of your efforts

It is vital to focus 80% of your time on the 20% of your work that REALLY counts

Prioritization
You've got to put down on paper the ten things that you absolutely have to do. That's what you concentrate on. Everything else - forget it. Lee Iacocca
Former Chairman, Chrysler

Prioritizing means determining the relative importance and precedence of events. And it is absolutely necessary for effective planning. Prioritizing keeps us from spending time on things we dont really value.
Hyrum W Smith
Chairman, Franklin Covey

Scheduling

Collaboration
Assigning/sharing workload Maximizing the strengths and productivity of a team

Making good use of the ideas of others


Asking for help when you need it

Borrowing models and templates from other sources

Learning to say NO
Maybe you are always behind schedule because you are trying to do too many things. If so, you might consider turning down or deferring some jobs that you are asked to do.

Learning to say NO
Recognize your limits

Take time to think about it


Be honest and vocal about why Discuss workload with your boss suggest an alternate approach

If you must do, tell the people involved when you can complete it.

You Canand Should, Say No


People take advantage of you only with your permission.

Managing Interruptions
For crucial deadlines, make yourself inaccessible Offer an alternate time Be polite but direct Try closing your door or arranging your office to discourage drop-ins. Help others solve their problems, dont take them over. Schedule social time

Procrastination
Putting off doing something until a further time
unpleasant or burdensome not knowing where to begin doing the easy or trivial stuff first lack of clear deadlines, lack of information fear of failure thinking that someone else will do it sometimes as an attitude

REMEMBERthings do not get any easier when they are put off!

To Reduce Procrastination
Divide project into small, schedulable stages
Do collaborative work Dont be a perfectionist Take a break at the end Promise yourself a reward

Time
Two Dimensions

Importance

Urgency

Important tasks Urgent tasks require support operational immediate attention goals

Time / Task Matrix


Reactive Tasks
I: Urgent and Important III: Urgent but Not Important

Proactive Tasks
II: Not Urgent but Important IV: Not Urgent and Not Important

Someone Elses Priority

Time Wasters

Important vs. Urgent


You must continually ask yourself what are the most important and profitable things I can do with my time. One problem is that most important things are seldom urgent and most urgent things are seldom important The trick is to identify such important but not urgent things and assign them time. Peter Drucker

Things which matter most must never be at the mercy of things which matter least.
Johann Wolfgang von Goethe
German Author

Disorganization
People often waste much time because of disorganization

Signs of Disorganization
Desk or office cluttered with papers, files and equipment Poor or no filing system No follow-up system Dont know where to put the papers Procrastination

Price of Not Being Organized


Missed deadlines Overlooked opportunities

Wasted time
Lost customers due to poor or slow service Wasted money

Workaholics
Never say No Never say Yes to offers of help Are poor delegators (no one can do

it as well as me)

Have a reputation for delivering - so get more work Dont value training and development

Timing
Knowing when not to work is as important as knowing when to work.

Save the easiest tasks for the end of the day.


Know your energy cycle

Know Your Energy Cycle

120% 100% 80% 60% 40% 20% 0%

10 :0 0

12 :0 0

8: 00

2: 00

6: 00 am

4: 00

6: 00 pm

Tasks
Low Energy Meetings Opening/Sorting Mail Responding to Correspondence Collecting data High Energy Designing Programming Writing Reports Planning Debugging

Perfectionism
It is a virtue to want to do a good job, but some people become so anxious about getting a job done perfectly that they never complete it.
Examine if your efforts to get the job done perfectly are really improving things. Think about the cost-benefit ratio of the extra effort. Remember that nothing is perfect.

Rigidity
Unexpected things come up and activities sometimes take more time than planned. Have some flexibility in schedule.
Do not get frustrated if things dont work out as planned. Just re-evaluate the plan and make adjustments.

Eliminating Things From Your To-Do List


Whats the worst that can happen if I dont do this?

Am I the only person who can do this?


Must it be done now? Is there an easier way to do it?

True or False
1. 2. Time can be managed. The longer or harder you work the more you accomplish. If you want something done right, do it yourself. We should take pride in working hard. You should try to do the most in the least amount of time. Technology will help you do it better, faster.

3.
4. 5. 6.

Thanks

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