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Communication Skills

for Managers

Management Development

Presented By
Communication Skills for Managers

A. Presenter/United Behavioral Health
B. Topic


A. Information
B. Non-verbal communication
C. Exercise: Giving Directions


A. Who creates it
B. Communication rights and responsibilities


A. Encouraging assertiveness
B. Enhancing self esteem
C. Creating opportunities
D. Enhancing problem solving

A. Active listening
B. Exercise: Listening



A. Exercise: Communication
B. Remaining handout
C. Questions
D. Evaluations

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Communication and the
Manager’s Role
■ What I need to communicate:

■ What I need to know:

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Communication Rights and

1. You have the right to be 1. You have the
treated with respect. responsibility to treat
others with respect.

2. You have the right to have 2. You have the

and express your own responsibility to listen to
opinions. the opinions of others.

3. You have the right to ask 3. You have the

for what you need and responsibility to
want in order to be acknowledge and address
effective. the needs of others.

4. You have the right to set 4. You have the

reasonable limits. responsibility to respect
the limits and boundaries
of others.

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Communication Styles

Passive Assertive Aggressive

Extends but does Both exercises Demands

not feel entitled and but does not
to “rights;” extends “rights” extend “rights;”
accepts and does not accept
responsibilities responsibilities responsibilities

Assertive Communication:
Direct, Honest, Respectful

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Interpersonal Communication
Self Esteem Low Self-centered Low High

Impact Cares more about Cares only for Doesn’t care Cares about self
others self about anybody and others

Consequences Predicts Not concerned Avoids Predicts approval

&Approval disaproval and with approval or consequences; and positive
will not risk it consequences wants approval outcomes; risks
through minimal disapproval
Meetneeds Own needs not Own needs met Needs of neither Own needs met
met at cost of others met but not at cost to

Mistakes Blames self Blames others Blames external Owns themnon-

forces; defensively
defends self
Goal Martyr, self- Uses others Depreciates Self-enhancing;
Accomplish- denying self/others; supportive of
ment phony efforts others
Self Awareness Sees only Sees only Sees fate as Accepts strengths
weaknesses strengths responsible; no and weakness
need to change
Trust/Control Lets others Controls others; Distrusts Trusts
control; distrusts others everyone
distrusts self

Feelings Depressed and Explosive and Expressed Expressed

unexpressed hostile indirectly and authentically and
slyly calmly

Reactions of Pity, irritation or Anger or fear Confuses others; Respect or

Others disgust generates annoyance
frustration, anger,

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Performance Cycle




You can notice, control, and choose the messages you give to
others and influence their performance accordingly.

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Communication Techniques for
Problem Solving
1. To the person involved in the problem:
➤ Relate the facts
➤ Give your interpretation of them
➤ Explain how you feel about it

2. Listen to their response:

➤ How does the other person feel, see, interpret?

3. Questions to ask:
➤ Is it possible to change the situation or to compromise?
➤ If the situation cannot be changed, can you or the other person
accept it?

4. 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.

5. Expect improvements to happen in small increments. During the

early stages encourage changes with positive feedback, avoid
criticism for falling short.

6. 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!

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Methods of Communication

80% of working day involves communication

Used Taught/Addressed

Listening 45%
Speaking 30%

Reading 16%
Writing 9%


45% of Communication
25% Efficiency

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Listening & Speaking
■ Listening takes. . .
➤ concentration and energy

➤ curiosity and open-mindedness

➤ analysis and understanding

■ Speaking requires. . .
➤ sharp focus

➤ logical thinking

➤ clear phrasing

➤ crisp delivery

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“Harry always was a poor listener.”

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Active Listening

1. 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

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

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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

Behaviors that hinder effective listening

➤ 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

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Exercise - Listening
1. Who are the people it’s easiest to listen to?

2. What is it about these people that makes it easier to listen to


3. Who are the people you listen to least?

4. What is it about them that makes it difficult to listen to them?

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Obstacles to Effective
■ Assumptions

■ Fears
➤ Reluctance to confront

➤ Ridicule, rejection, fear of being wrong

■ Authority relationships

■ Unmanaged stress

■ Corporate culture

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Payoffs to Effective
✔ A more professional image

✔ Improved self-confidence

✔ Improved relationships

✔ Less stress

✔ Greater acceptance of yourself and


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Communication Worksheet
1. Identify a communication problem you have experienced with an

2. Identify your contribution to the problem:

3. Identify the steps you could take to effectively resolve the problem:

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Writing Skills
Unlike the oral presentation of ideas, the written presentation of ideas is governed by
some very specific rules. Each of us writes in an individual “style” which we have
developed over the years. We are not trying to change that style, but merely
suggesting the guidelines below. These suggestions will help you edit and criticize
your own (and others’) written material.

1. Proofread aloud everything going out. By reading aloud, your ear will catch
mistakes your eye misses.
2. Make no assumptions. The ideas you are presenting must be explained in full to
3. Do not lecture. Write only what must be understood to make the proper decision
or choice.
4. Rough draft all important letters and reports. Check them for content, sequential
development of ideas, and conciseness.
5. Always put yourself in the “other person’s shoes” and ask yourself, “Would I
want to read this letter or report? Why? Does it say something of value and real
importance to me?”
6. Many people are too busy to read carefully. Be sure your ideas are clear and
easy to follow. As a general rule, the most effective manner in which to develop
an idea is:
This method leads your reader to the conclusion you want because the
conclusion is already clearly stated as the concept (hypothesis). Your examples
and data are support for the conclusion.
7. Define all “terms” and eliminate vague pronouns. These two traps cause more
problems in writing than any other set of conditions.
8. Grammar, punctuation, and spelling should be perfect. Use a dictionary -- either
a good unabridged volume or the “spelling checker” version on your computer.
9. Plan your time to allow for proofreading and correcting. When your success
depends upon the quality of your letters and reports, there are no excuses for
ineptitude. There is no substitute for EXCELLENCE!

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Training Evaluation for:
Communication Skills--Mgr
Trainer’s Name: ________________________ Date/Time: ________________
Company: _____________________________ Location: _________________

Please circle your responses and make comments or suggestions below.

Very Little
Excellent Good Good Value Poor
1. What is your OVERALL opinion of
this course? 5 4 3 2 1

2. The course MATERIALS were: 5 4 3 2 1

3. The course ACTIVITIES were: 5 4 3 2 1

4. The instructor’s PRESENTATION

of the information was: 5 4 3 2 1

5. The instructor’s KNOWLEDGE of the

the subject was: 5 4 3 2 1

6. Would you recommend this training

to co-workers? YES NO
What did you feel was the most useful?

What did you feel was the least useful?

What other training programs would you like to attend?

Comments, questions and concerns:

Program..PPT: p. 1 Rev. 05/10/00

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