Team Meeting Listening Nonverbal and Etiquette Skills Business

Team, Meeting, Listening, Nonverbal and Etiquette Skills Business Communication: Process and Product, 8 e Mary Ellen Guffey and Dana Loewy Instructor Power. Point Library, 8 e Ch. 2, Slide 1 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Professionalism:

Understand the importance of teamwork in today’s digital-era workplace, and explain how you can contribute positively to team performance. Ch. 2, Slide 2 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 1

What Do Digital-Age Employers Want? • Education • Experience • Hard skills: Technical expertise in your field • Soft skills: Communication and interpersonal abilities Ch. 2, Slide 3 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Adding Value to Professional Teams

Knowledge workers need soft skills: Oral and written communication skills Active listening Appropriate nonverbal behavior Proper business etiquette Efficient and productive teamwork Ch. 2, Slide 4 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Reality Check: Tech Skills Are Not Enough

Better decisions Less resistance to change Faster response Improved employee morale Increased productivity Reduced risks Greater buy-in Ch. 2, Slide 5 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Why Form Teams?

Work is what you do rather than a place you go. Collaborate with coworkers in other cities and countries. Coordinate tasks across time and geographic zones. Accomplish shared tasks without face-to-face contact. Participate and collaborate locally. Pool expertise from various, diverse contributors. Ch. 2, Slide 6 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © raven/Fotolia, © antoshkaforever/Fotolia Collaborating in Virtual Teams

Storming • Select members • Become acquainted • Build trust • Form collaborative culture Forming • Identify problems • Collect and share information • Establish decision criteria • Prioritize goals Performing • Discuss alternatives • Evaluate outcomes • Apply criteria • Prioritize alternatives • Select alternative • Analyze effects • Implement plan • Manage project Norming Ch. 2, Slide 7 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Four Phases of Team Development

• Setting rules and abiding by them • Analyzing tasks and defining problems • Contributing information and ideas • Showing interest and listening actively • Encouraging members to participate • Synthesizing points of agreement Ch. 2, Slide 8 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © vgstudio/Fotolia Positive Team Behavior

• Blocking the ideas of others • Insulting and criticizing others • Wasting the group’s time • Making improper jokes and comments • Failing to stay on task • Withdrawing, failing to participate Ch. 2, Slide 9 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Lisa F. Young/Fotolia Negative Team Behavior

Definition: Faulty decisionmaking processes by team members who are overly eager to agree with one another 1. Striving for diversity in age, gender, experience, and training 2. Encouraging open discussion 3. Searching for relevant information Ch. 2, Slide 10 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Vanessa/Fotolia Combating Groupthink

Definition: Faulty decisionmaking processes by team members who are overly eager to agree with one another 4. Evaluating many alternatives 5. Considering how a decision will be implemented 6. Planning for contingencies if decision fails to work Ch. 2, Slide 11 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Vanessa/Fotolia Combating Groupthink

• Majority • Consensus • Minority • Averaging • Authority rule with discussion Ch. 2, Slide 12 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Christopher Jones/Fotolia Reaching Group Decisions

Confront conflict. Agree on purpose and procedures. Stay small and embrace diversity. Communicate effectively. Collaborate rather than compete. Accept ethical responsibilities. Share leadership. Ch. 2, Slide 13 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Defining Successful Teams

1 Listen 2 Understand other points of view 3 Show you care about the relationship 4 Look for common ground 5 Invent new problemsolving options 6 Reach an agreement based on what is fair Ch. 2, Slide 14 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Six Steps for Dealing with Conflict

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 2 Discuss effective practices and technologies for planning and participating in face-to-face meetings and virtual meetings. Ch. 2, Slide 15

Meetings: Time Wasters or Opportunities? Meetings are disliked, but they can be career-critical. Judgments are formed and careers are made or blunted. Meetings are opportunities to demonstrate leadership, communication, and problemsolving skills. Ch. 2, Slide 16 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Planning and Participating in Face -to-Face and Virtual Meetings

Meet only when the topic demands a rich medium because it is important and requires an exchange of ideas. Invite the Distribute an right people. agenda. Use a digital calendar for scheduling. Train participants on technology. Ch. 2, Slide 17 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia, © mostafa fawzy/Fotolia Planning a Productive Meeting

Start on time and introduce the agenda. Appoint a secretary and a recorder. Confront conflict frankly. Encourage participation. Summarize along the way. Ch. 2, Slide 18 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Melisende. Vector. com/Fotolia, © mostafa fawzy/Fotolia, © Christopher Jones/Fotolia Running the Meeting

Review meeting decisions. Distribute minutes of meeting. Remind people of action items. Ch. 2, Slide 19 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © i. Qoncept/Fotolia Ending the Meeting and Following Up

q Arrive early and come prepared. q Have a positive attitude. q Contribute respectfully. q Wait for others to finish. q Keep your voice calm and pleasant, yet energetic. Ch. 2, Slide 20 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Being a Productive Participant

q Give credit to others. q Use electronic devices only for meeting-related tasks. q Help summarize. q Express your views in the meeting, not later. q Follow up by completing assigned tasks. Ch. 2, Slide 21 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Being a Productive Participant

q Simple and effective q Most commonly used collaborative tool in business q Tools include enhanced speakerphone, telephone, and mobile phone q Also known as teleconferencing, conference calling, and phone conferencing Ch. 2, Slide 22 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © pawwod/Fotolia Virtual Meetings: Audioconferencing

q Participants can see each other and small product details. q Collaborators connect in real time. q Expensive telepresence rooms are extremely life-like. q Organizations reduce travel expenses, travel time, greenhouse gases, and worker fatigue. q Tools include video, audio, and software. Ch. 2, Slide 23 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Virtual Meetings: Videoconferencing

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Steve Young/Fotolia Virtual Meetings: Web Conferencing q Inexpensive and easily accessible q Used to share electronic documents and demonstrate products q Participants interact in real time q Tools include computer, Internet access, software, and (optional) camera. Ch. 2, Slide 24

q Be sure everyone knows how to operate technology. q Distribute documents in advance and log on early. q Explain how to ask and answer questions. q Say your name before speaking. Ch. 2, Slide 25 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Planning Virtual Meetings

q Decide whether to “mute” phones. q Pay attention; don’t multitask. q Ask questions of specific people and use a strong voice. q Give everyone a chance to speak with “round-robin. ” Ch. 2, Slide 26 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © TAlex/Fotolia Techniques for Successful Virtual Meetings

Explain and apply active listening techniques. Ch. 2, Slide 27 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 3

Active listening requires effort. Many of us are poor listeners. Listening skills promote career success. Good listeners make good managers. Ch. 2, Slide 28 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © julien tromeur/Fotolia Listening: A Career-Critical Soft Skill

50% People understand about half of the oral messages in a day. Few of us receive training in listening. Other sounds and stimuli vie for our attention. 25% We listen at only 25% efficiency. We process speech much faster than others can speak. Ch. 2, Slide 29 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Poor Listening Habits and its Causes

Listening to supervisors Listening to colleagues and teammates Listening to customers Ch. 2, Slide 30 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Types of Workplace Listening

1 2 3 4 5 Control external and internal distractions. Become actively involved. Separate facts from opinions. Identify important facts. Avoid interrupting. Ch. 2, Slide 31 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Keys to Building Powerful Listening Skills

6 7 8 9 10 Ask clarifying questions. Paraphrase to increase understanding. Capitalize on lag time. Take notes to ensure retention. Be aware of gender differences. Ch. 2, Slide 32 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Keys to Building Powerful Listening Skills

1 2 Listening is a matter of intelligence. Speaking is more important than listening in the communication process. Fact: Careful listening is a learned behavior. Fact: Speaking and listening are equally important. Ch. 2, Slide 33 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Myths About Listening

3 4 Listening is easy and requires little energy. Listening and hearing are the same process. Fact: Active listeners undergo the same physiological changes as a person jogging. Fact: Listening is a conscious, selective process. Hearing is an involuntary act. Ch. 2, Slide 34 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Myths About Listening

5 6 Speakers are able to command listening. Hearing ability determines listening ability. Fact: Speakers cannot make a person really listen. Fact: Listening happens mentally– between the ears. Ch. 2, Slide 35 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Myths About Listening

7 8 Speakers are totally responsible for the communication success. Listening means only understanding a speaker’s words. Fact: Communication is a two-way street. Fact: Nonverbal signals also help listeners gain understanding. Ch. 2, Slide 36 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Myths About Listening

9 10 Daily practice eliminates the need for listening training. Competence in listening develops naturally. Fact: Without effective listening training, most practice merely reinforces negative behaviors. Fact: Untrained people listen at only 25 percent efficiency. Ch. 2, Slide 37 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ten Myths About Listening

Understand how effective nonverbal communication can help you advance your career. Ch. 2, Slide 38 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 4

Nonverbal communication includes all unwritten and unspoken messages, both intentional and unintentional. Ch. 2, Slide 39 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Nonverbal Cues Carry Powerful Meanings

Eye contact Facial expression Posture and gestures Time Ch. 2, Slide 40 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Yury Shchipakin/Fotolia, © helen cingisiz/Fotolia Forms of Nonverbal Communication

Space Territory Appearance of business documents Personal appearance Ch. 2, Slide 41 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © helen cingisiz/Fotolia Forms of Nonverbal Communication

Establish and maintain eye contact. Use posture to show interest. Reduce or eliminate physical barriers. Improve your decoding skills. Probe for more information. Ch. 2, Slide 42 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © helen cingisiz/Fotolia Showing Professionalism When Communicating

Interpret nonverbal meanings in context. Associate with people from diverse cultures. Appreciate the power of appearance. Observe yourself on video. Enlist friends and family. Ch. 2, Slide 43 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © helen cingisiz/Fotolia Showing Professionalism When Communicating

Improve your competitive advantage by developing professionalism and business etiquette skills. Ch. 2, Slide 44 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objective 5

Good manners and a businesslike, professional demeanor are among the top soft skills that employers seek in job candidates. Projecting and maintaining a professional image can make a real difference in helping you obtain and keep the job of your dreams. Ch. 2, Slide 45 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Professionalism Leads to Success

Unprofessional § § § uptalk like used as a filler go for said slang and profanity poor grammar Professional Your credibility can be seriously damaged by sounding uneducated, crude, or adolescent. Ch. 2, Slide 46 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Projecting Professionalism: Speech Habits

Unprofessional § § incomplete sentences misspelled words exclamation points IM slang and textspeak § mindless chatter § sloppy messages Professional Employers like to see subjects, verbs, and punctuation. They dislike IM abbreviations. They value conciseness and correct spelling, even in brief e-mail messages and texts. Ch. 2, Slide 47 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Projecting Professionalism: E-Mail

Unprofessional Professional E-mail addresses such as: doodleking@hotmail. com, hotmama@yahoo. com, or loverboy@gmail. com. E-mail addresses should include a name or a positive, businesslike expression; they should not sound cute or like a chat room nickname. Ch. 2, Slide 48 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Projecting Professionalism: Internet

Unprofessional Professional An outgoing message with strident background music, weird sounds, or a joke message. An outgoing message that states your name or phone number and provides instructions for leaving a message. Ch. 2, Slide 49 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © mostafa fawzy/Fotolia Projecting Professionalism: Voicemail

Unprofessional Professional Soap operas, thunderous music, or a TV football game playing noisily in the background when you answer the phone. A quiet background when you answer the telephone, especially if you are expecting a prospective employer’s call. Ch. 2, Slide 50 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © mostafa fawzy/Fotolia Projecting Professionalism: Telephone Presence

Unprofessional Professional Using electronics during business meetings for unrelated purposes or during conversations with fellow employees; raising your voice (cell yell); forcing others to overhear your calls. Turning off phone and message notification, both audible and vibrate, during meetings; using your smart devices only for meeting-related purposes. Ch. 2, Slide 51 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © mostafa fawzy/Fotolia Projecting Professionalism: Cell Phones, Tablets

Unprofessional Professional Sending and receiving text messages during meetings, allowing texting to interrupt face-to-face conversations, or texting when driving. Sending appropriate business text messages only when necessary (perhaps when a cell phone call would disturb others). Ch. 2, Slide 52 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Projecting Professionalism: Texting

Use polite words. Express sincere appreciation and praise. Be selective in sharing personal information. Respect coworkers’ space. Don’t put people down. Ch. 2, Slide 53 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © kyoko/Fotolia Gaining an Etiquette Edge

Rise above others’ rudeness. Be considerate when sharing space and equipment. Choose the high road in conflict. Disagreeably. Ch. 2, Slide 54 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © kyoko/Fotolia Gaining an Etiquette Edge