Achieving Success Through Effective Business Communication Achieving Success

Achieving Success Through Effective Business Communication

Achieving Success Through Effective Business Communication. Communicating in Teams. Mastering Listening and Nonverbal Communication Skills. Searching for Employment and Preparing Employment Messages. Interviewing for Employment and Following Up (PROJECT ONE) Planning, Writing, and Completing Oral Presentations (PROJECT TWO) Planning Business Messages. Writing Business Messages. Completing Business Messages. Working with Letters, Memos, and E-Mail Messages. Writing Routine, Good-News, and Goodwill Messages. Writing Bad. News Messages. Writing Persuasive Messages. Understanding and Planning Business Reports and Proposals. Writing and Completing Business Reports and Proposals. The Negotiation Process. Influences on Negotiation. Management of Negotiations. Multi-party Negotiations Creative Problem Solving. Dealing With Difficult Behaviours. Dispute Resolutions and Conflict Management

Linda Richardson, THE SALES SUCCESS HANDBOOK, the employee handbook for enhancing corporate performance Mc. Graw-Hill, USA Pete Swanson, Frank Carr THE NEGOTIATIORS TOOLKIT: ENHANCING SUCCESS IN BUSINESS TRANSACTIONS Car Swanson & Randolph, llc, USA Bil Stinett THINK LIKE YOUR CUSTOMER: A WINNING STRATEGY TO MAXIMIZE SALES BY UNDERSTANDING HOW AND WHY YOUR CUSTOMERS BUY Mc Graw-Hill, USA (html) Tim Birdsall SALES PROCESS OVERVIEW - ADVANCED SALES & MANAGEMENG SKILLS FOR SOLUTION ORIENTED SALES ENVIRONMENTS BTC - Birdsall Training & Consulting Dave Carter, Marijana Filipovic ZAPOCNI SVOJU KARIJERU Centar za razvoj gradjanskog drustva Mileniju. M, septembar 2005 (pdf) Roberta Cava DEALING WITH DIFFICULT PEOPLE

WORKING STYLES QUIZ The purpose of this quiz is to get some idea of your dominant working style and the working styles of others as you prepare for communications. Working styles and their prevalent characteristics are an important part of one-on-one and team communications including negotiations. There are no wrong answers in the quiz, and several of the choices may appeal to you because your working style is a combination of more than one style. For the purposes of this quiz please read each statement and order your responses “ 1”, “ 2”, “ 3”, “ 4”, with “ 1” being the response that best describes you and “ 4” being the response that least describes you.

Analytics – Technique Specialists In general: Strong sense of duty and obligation Forceful work ethic Steadfast, reliable and dependable Finds creative solutions Especially at work: Set high standards Wants everything done right Schedule oriented Detail conscious Orderly and organized Likes charts, graphs, figures and lists Persistent and thorough Finishes what he or she starts Some Challenges: Often takes on too much responsibility Tends to worry Wants to be right and often has no problem saying “I told you so!” Hesitant to start projects and spends a great deal of time planning and strategizing Often sets standards too high Difficulty accepting imperfections Finds play difficult

Key challenge to being an analytic: You factor a great deal of information and decision-making in your mind, and often think you have communicated that to others. Frequently, you have not actually verbalized your thoughts, so others don’t know how you got there. While you think you have carried others along with you to an obvious end, they resent being presented with a fait accompli that expects you to simply buy-in. Suggested solution: Make every effort to verbalize your thoughts as you reason through a project or problem. Double-check with others that they follow your thinking and are buying in at earlier stages of the decision-making process. Confirm that you have heard and considered others’ information and ideas, and clearly lay out for them how you incorporated their input into your final decisions or recommendations.

Drivers - Control Specialists In general: Strong compulsion to perform Takes pleasure in any kind of work because it involves activity Low tolerance for idleness High self-control Controls and masters everything they do Likes new ideas, challenges and competition Speaks with precision and little redundancy Especially at work: Goal oriented – daring attitude – just tell me I can’t do it! Sees whole picture Seeks practical solutions Makes plans Moves quickly to action Stimulates activity Organizes well Delegates work Insists on production Thrives on opposition Some Challenges: Overly forceful and demanding Requires too much from themselves and others Ends justify means Demands extraordinary loyalty from the ranks Little tolerance for mistakes May be rude or tactless May make rash decisions

Key challenge to being a driver: You are confident that your efforts to lead the group will yield good results for the right mission. You focus so intently on the outcome, however, that you often do not communicate your commitment to the group’s mission and well being during the process. Others perceive you as driving the group for your own ambition or interests and they buck you, which only leads you to drive harder. Suggested solution: Explicitly state your understanding of the group’s mission and concern for the group members as you lay out a plan for action. When you meet resistance, take a few moments to hear why others buck you and consider how to adjust the plan. Ultimately, if the group does not choose you as its leader, you might need to back up and take on a more specific sphere of responsibility in the group instead.

Amiables – Support Specialists In general: Promotes harmony Seeks “deep meaning” Patient, good listener Works well in groups Emphasizes interaction over action Likes directions Found wrapped in causes Especially at work: Steady Not easily upset Good under pressure Takes good with bad Avoids or works around conflict Strong administrative skills Mediates problems Some Challenges: Romanticizes relationships and experiences – an have unrealistic expectations of self and others Overemphasizes process over goals Stays on sidelines Resents being pushed Finds it hard to take criticism

Key challenge to being an amiable: You respect the personal strength required to manage others’ needs and wishes and to suspend oneself to create harmony in a group. Others, however, frequently underestimate you. They perceive peacemaking and compliance as weakness, and might dismiss your input, which hurts. Once others cross your line – to their surprise – you become intractable, which often leaves them confused, angry and uncooperative. Suggested solution: While encouraging positive interactions, be as explicit as possible about where your boundaries are set and any points that are non-negotiable in your mind. If you find yourself harboring resentment, talk to others directly earlier on, explain your objectives, and suggest specific ways others can meet them.

Expressives – Social Specialists In general: Friendly, easy going, giving Eager to try new and different things Enjoys wondering Happy spirit Lives for here and now Enjoys being in social organizations Finds it easier to break social tied Sees discomfort or hardship as a new experience that will pass Especially at work: Has energy and enthusiasm Volunteers for jobs Thinks up new activities and approaches Creative and colorful, starts in an eye catching way Inspires others to join Charms others to work Shares big picture-vision Questions – why should we be doing this? Easily bored, ready to move on Some Challenges: Prefers talking over doing Decides by feelings Overwhelmed by sheer volume of information Easily distracted Tends to be undisciplined Difficulty following through Sometimes forgets obligations Priorities can fall out of order

Key challenge to being an expressive: You sometimes feel overwhelmed by so much information involved in a task. You want others to understand the full scope of your thoughts and plans, though, and tend to communicate in a data dump. Others can perceive you as verbose and spacey. Suggested solution: When focused on a group task, use discipline. Give your bottom line up front for the listener and then select out the most important details to support your ideas and suggestions. Remember you’ll have the chance to talk about more general concerns and socialize at another time, when the group is more receptive to your role.

Effective Communication • Quicker problem solving • Stronger decision making • Increased productivity • Steadier work flow

Effective Communication • Stronger business relationships • Clearer promotional materials • Enhanced professional image • Improved stakeholder response

Characteristics of Effective Messages • Provide factual information • Give facts, not impressions • Clarify and condense information • State precise responsibilities • Persuade and make recommendations

Basic Communication • Nonverbal – Less structured, harder to classify – More spontaneous, less control • Verbal – More structured, easier to study – Conscious purpose, more control

Usage of Business Communication Channels • Listening 45% • Reading 16% • Speaking 30% • Writing 9%

The Listening Process • Receiving • Interpreting • Remembering • Evaluating • Responding

Barriers to Listening • Prejudgment • Self-centeredness • Selective listening

Active Listening • Find areas of interest • Focus on content • Hold your fire • Listen for ideas • Take selective notes

Active Listening • Work at listening • Block competing thoughts • Paraphrase the speaker • Stay open-minded • Stay ahead of the speaker

Active Listening Skill Sheet Active listening is a skill that offers challenges to everyone. If you are an Expressive, remember: You are not listening if you are talking Silence is often needed for others to formulate a message—so push yourself to sit quietly in moments of quiet reflection You tend to speak to think—some may hear conclusion and hold you to what you say when that may not be your intention You tend to be more physically and facially expressive, so you may be communicating more than you know If you are an Analytic, remember: People can’t listen to the conversations you are having in your head Listening requires you to engage is what is being communicated—not mentally prepare for what you would like next to say You tend to think to speak—filtering much of your mental activity out before you share it in the world You tend to be less physically and facially expressive, so you may be communicating less than you know—and less than is helpful

Active Listening Skill Sheet If you are a Driver, remember: Your speech tends to sound directive, closed, opinionated and final—even when you are not Discussions with you often take on a goal driven, work now-play later tone—in both the verbal and non-verbal cues you give off You will tend to struggle with asking open ended, facilitative questions If you are a Amiable, remember: Your speech tends to sound facilitative, open-ended and questioning—even when you are not Discussions with you often take on a flexible, casual, play now-work later tone—in both the verbal and non-verbal cues you give off You will tend to struggle with asking closed-ended, directive questions

Preparing for Meetings • Decide on the purpose • Select participants • Choose the location • Set and follow an agenda

Effective Meetings • Focus • Procedures • Participation • Closing • Follow-up

Receiving Telephone Calls • Answer promptly • Identify yourself • Establish rapport • Be positive • Take messages • Explain your actions

Making Telephone Calls • Get ready • Schedule the call • Minimize distractions • Introduce yourself • Maximize your time • Maintain focus • Use a positive close

Using Voice Mail • Minimize time zones • Reduce paperwork

Effective Voice Mail Greetings • • • Be brief and accurate Sound professional Keep callers in mind Make options helpful Update your greetings Respond to calls promptly

Effective Voice Mail Messages • • • Keep the message simple Sound professional Avoid personal messages Replay the message Avoid multiple messages Don’t hide behind voice mail

Communication Challenges in Today’s Workplace • Advances in technology • Globalization • Workforce diversity • Team-based organizations

Internal Communication • Official structure – Formal chain of command – Up, down, across formal power lines • The grapevine – Informal networking – Unofficial lines of power

External Communication • Formal contacts – Marketing – Public relations • Informal contacts – Employees – Managers

The Communication Process • Sender has an idea • Sender encodes the idea • Sender transmits the message • Receiver gets the message • Receiver decodes the message • Receiver sends feedback

Communication Barriers • Perception and language • Restrictive environments • Distractions • Deceptive tactics • Information overload

Overcoming Barriers • Adopt audience-centered approach • Foster open communication climate • Commit to ethical communication • Create lean, efficient messages

Audience-Centered Approach • Understand biases • Consider education • Factor in age • Recognize status • Acknowledge style

Communication Climate • Modify organizational structure • Facilitate feedback

Ethical Communication • Recognize ethical choices • Make ethical choices • Motivate ethical choices

Efficient Messages • Send fewer messages • Minimize distractions • Develop communication skills

Nonverbal Communication • Intent • Spontaneity • Honesty • Efficiency

Types of Nonverbal Communication • Facial expressions • Gestures and posture • Vocal characteristics • Personal appearance • Touching behavior • Use of time and space

Maximizing Nonverbal Communication • • • Avoid conflicting signals Strive for honesty Smile genuinely Maintain eye contact Be aware of posture and gestures Use appropriate vocal signals

Maximizing Nonverbal Communication • • • Know your audience Acknowledge comfort zones Shake hands appropriately Respect varying attitudes about time Use touch carefully Be aware of false cues

Exercise: OSTRICH EGG

Communicating in Teams and Mastering Listening and Nonverbal Communication Skills

Exercise: THE AVALIABLE HEART

You are a surgeon at a large hospital. You must make a very important decision. You have, in the hospital, seven patients, each of whom needs an immediate heart transplant operation. Unfortunately, only one donor heart is available at this time. Each of the seven patients is compatible with the available heart and may well die before another appropriate heart becomes available.

Which patient would you select to receive the heart? Why?

Potential Recepients • A famous brain surgeon at the height of her career (single, Turkish female, 31 years old, no children) • A brilliant 12 year-old female Japanese musician. • A 40 year-old Greek male teacher with two children and a wife who does not work outside the home. • A 15 year-old pregnant woman who is single, Caucasian and who has no children. • A 35 year-old Roman Catholic priest working in a ghetto parish. • A 17 year-old waitress who is white, a high school dropout and helps to support her siblings and aging parents. • A 38 year-old scientist who is pursuing a promising line of research that will hopefully lead to a cure for AIDS. She is Chinese, a lesbian and has no children.

Each of you has now made an individual decision about your choice to receive the available heart, and the criteria upon which you made your decision. The second phase of this exercise involves group decision making. Your group is to employ the process of consensus decision making in arriving at a group decision. This means that the group must reach a consensus on who receives the available heart and the standards for making that decision. The choice must be one that everyone in the group can agree upon; even if the choice does not meet with everyone’s complete approval all members of the group will support the decision because every member of the group has been heard; and they support the choice as being the best decision at the time.

Characteristics of Effective Teams • Have a clear sense of purpose • Communicate openly and honestly • Reach decisions by consensus • Think creatively • Remain focused • Resolve conflict effectively

Dr. Robert CIALDINI Interview on influence, September 1999