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Agenda

COMMUNICATE 1. Course Objectives


EFFECTIVELY WITH 2. Communication Skills
OTHERS 3. Verbal and Non-
Non-Verbal
Prepared By: Communications
Ashraf S. Youssef, Ph. D. 4. 80 ways to Improve
I. E. Manager
5. Communication Tools
S.M. ASQ, L.A. BSI, M. ELI, M. EMS
6. Communication Styles
January 5, 2009

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Objectives

• Able to define and Understand the


interpersonal communication skills.
• Abel to know and explain the
communicating principles.
• Improve your interpersonal
communication skills?
• Communicate effectively
• Known your communication style.

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What are Interpersonal


Communication Skills? Communication Skills

• Listening skills to understand


• Interpersonal communication • Being able to organise conversation
• Understand cultural differences
skills are the tools we use to let • Keeping a conversation going
others know • Understanding non-verbal messages:
‰ Eyes
‰ what we think, feel, need and ‰ Touch
want? ‰ Tone of voice
‰ And how we let others know that ‰ Body language
we understand what they think, • Using non-verbal messages to
communicate
feel, need and want. • Asking effective questions
• Report at work

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Benefits of improving interpersonal
communication skills What is communicating?

How does one talk so that


• Able to communicate with others in their another person listens
preferred style of communicating. and understands?
• Understand different strategies for How does one listen?
listen?,
communicating in different types of And how does one
situations. know if he has been
heard and understood?

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What is communicating? Communicating Principles

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Communicating Principles Non-Verbal Communication

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2
Non-Verbal Communication Non-Verbal Communication

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Non-Verbal Communication Non-Verbal Communication

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Non-Verbal Communication Non-Verbal Communication

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3
Could we improve just using body language and
tone?

Often cited research* indicates that only 7% of the message we


receive while communicating with others comes from the
words that are used. Seven percent! That means that 93% of the
message comes from body language (55%) and tone (38%).
80 Ways to Improve Your
• If our words are presenting the same message as our body Communication Skills
language and our tone, our message will more likely be
believed. If there is conflict between our words, body language
and tone, our words will be discounted.

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Speaking Speaking

‰ Pause
‰ Know what you want to say
‰ Speak more slowly
‰ Control Fear
‰ Eliminate Audible Pauses
‰ Stop Talking and Listen
‰ Express Clearly
‰ Think before you talk
‰ Practice Pronouncing Words
‰ Believe in your message Properly
‰ Repeat Major Points ‰ Exercise Tongue, Jaws and Lips
‰ Define Acronyms ‰ M k E
Make Eye C t t
Contact
‰ Reduce Jargon ‰ Gesture
‰ Use Humor ‰ Speak faster and slowly
‰ Anecdotes and Stories ‰ Vary Your Volume
‰ Ask for feedback ‰ Watch your tone
‰ Increase your vocabulary ‰ Record your voice
‰ Use mind mapping

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Listening Writing

‰Prepare to Listen ‰ Write a Purpose Statement


‰ Outline
‰Focus on the Speaker ‰ Get to the Point
‰Screen Out Distractions ‰ Explain Abstract words
‰ U
Use AbAbsolutes
l t and dG
Generalities
liti
‰Concentrate on the Message carefully
‰Listen to Tapes while you commute ‰ Use gender neutral language
‰ Cite Source of Statistical Data
‰Accept Accents
‰ Illustrate with personal examples
‰ Express Emotion

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Writing Reading

‰ Keep it simple, stupid (KISS)


Method ‰Read, read, and read
‰ Be Concise
‰ Consult Experts
‰Keep up with Current Events
‰ Keep a Journal ‰R
‰Read
dS Something
thi IInspirational
i ti l
‰ Take notes ‰Use the Internet
‰ Write personal Notes
‰ Write Effective business letters
‰ Use Short Sentences

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Non-Verbal Attitude

‰ Presence ‰ Intend to Improve


‰ Give Nonverbal signal ‰ Visualize
‰ Check Your Posture ‰ Be flexible
‰ Dress Appropriately ‰ Be friendly
‰ Smile ‰ Commit to Being Truthful
‰ Touch ‰ Empathize
‰ Shake Hands Properly ‰ Don’t take yourself too seriously

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Attitude General Tips

‰ Eliminate Negative Feelings


‰ Be receptive to New Ideas ‰ Laugh
‰ Take Responsibility ‰ Use Good Manners
‰ Respect the Other Person’s Point of ‰ Recognize Manipulative Behavior
View ‰ Recognize Condescending Manners
‰ Recognize the Impact of Stress on ‰ Avoid Words that Hurt
Communication ‰ Change Abrasive Behavior
‰ Check you attitude ‰ Handle Disagreements with Tact

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Email

‰Be concise and to the point


‰Answer all questions and pre-empt further
questions
‰Use correct grammar, spelling and punctuation
‰Make it personal
Communication Tools ‰R
‰Respond d quickly
i kl
‰Do not attach unnecessary files
‰Use proper structure and layout
‰Do not overuse high priority option
‰Do not write in CAPITALS
‰Do not leave out the original messages
‰Read the email before you send it

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Email Telephone

‰Do not overuse Reply to All·


‰Take care with abbreviations ‰ Be prepared, know what you want to
‰Use a meaningful subject achieve, have a pen and paper at hand.
‰Use active instead of passive ‰Speak clearly.
‰Avoid using URGENT and IMPORTANT ‰Do not speak
p too fast or too slow.
‰A id llong sentences
‰Avoid ‰Smile – people can ‘hear’ you smile.
‰Keep your language gender neutral ‰Use your first and last names to introduce
‰Use cc: field sparingly yourself.
‰Use face-to-face communication whenever ‰Be confident and positive, genuinely
possible instead of e-mail. interested and enthusiastic.
‰Think first before you write an email!

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Meetings Meetings

‰Assure accurate recording of meeting’s


‰Set clear objectives·
minutes/notes.
‰Assure the meeting is chaired. ‰Take a break for meetings extending 1,5 hours.
‰Arrange the location in advance and inform all the
‰Having an efficient meeting is teamwork.
participants.
‰Ask questions, there is nothing foolish about it.
‰Ensure that appropriate supporting information is ‰Make sure the meeting has appropriate opening
circulated in time to be useful.
and closing.
‰Make sure you are not disturbed (no cell phones). ‰Always end meetings on time and attempt to
‰Be on time.
end on a positive note.
‰Be prepared.
‰At the end of the meeting summarize the
‰Stay focused. outcomes, review actions and assignments,
‰Assure participation of all participants, avoid
‰Assure the minutes of the meeting are
dominance. distributed to all the attendants not later than in
the two following days.

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6
The Relater

‰Considerate and sympathetic. They are focused


on people and interpersonal relationships.
‰Wonderful team players, since they are
cooperative and easy to work with.
‰Great listeners and are always willing to help
others. However, their desire to keep everyone
Communication Styles happy may sometimes interfere with getting the
job done.
‰Dislike conflict, and will try to mollify the people
involved and smooth over the issues.
‰Change can upset relationships as well as work
routine, and can become upset by this, and so
need awhile to adjust to change.

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How to communicate with a Relater The Socializer

‰Expressive and spirited.


‰Spend the time needed to establish rapport. ‰Value relationships, acceptance, and personal prestige.
‰ Feel free to share personal experiences or ‰Animated and expressive.
common interests. ‰Often speak quickly, use gestures, and may get easily
sidetracked onto another story altogether.
‰Avoid being aggressive or pushy. ‰Great motivators because of their enthusiasm.
‰When discussing issues, focus on how the ‰Usually focus on the bigger picture
picture, and may sometimes
changes may affect the interrelationships neglect the details or the order of things.
among the staff. ‰Easily bored by routine, and work best in a group setting.
‰If you are the boss, ‰Often make decisions based on intuition.
‰Don’t afraid of conflict, and enjoy spirited discussions that
‰Make sure that the Relaters on your staff are involve a difference of opinion.
not overburdened or distracted by other ‰Love change and challenges.
people's problems.

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How to communicate with a Socializer The Thinker

‰Be willing to keep up with their breakneck ‰Technical and systematic.


conversational pace. ‰Value logic, thoroughness, and precision.
‰Be patient with digressions. ‰Tend to focus on facts and technical details while
communicating.
‰Focus on concepts and trends. ‰Have a methodical way of approaching problems
‰what they might mean for the future. and tasks.
‰If you
you're
re the boss,
boss ‰Work well independently
independently.
‰give them on your team tasks that ‰Detail-oriented, accurate.
‰Always have the best PowerPoint presentations.
require innovation,
‰They may sometimes become overwhelmed by the
‰Invite them to all the office parties. details and lose track of the big picture.
‰keep a closer eye on when you ‰Uncomfortable with conflict.
assigned independent or repetitive ‰Feel that facts should take precedence over emotion.
work to them. ‰Need time to adjust to change.

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How to communicate with a Thinker The Directors

‰Present your ideas in a logical fashion, ‰Are bold and direct.


‰Back them up with lots of facts and proof. ‰Focus on the big picture.
‰Tend to be competitive, aggressive, and ambitious.
‰Try not to rush a Thinker during a ‰Get right to the point.
conversation or in her/his work. ‰Generally use as few words as possible.
‰Cope with change. ‰May come across as forceful and intimidating to others.
‰Focus on the reasons that made it ‰Concerned with achieving tasks and goals.
necessary, and the individual steps needed ‰Often forget about the needs of the people carrying out the work.
‰Like to be involved in several projects at once.
to achieve it. ‰Are not detail-oriented.
‰If you're the boss, ‰Can under-estimate how long it would take to accomplish a task.
‰Encourage them on your staff to share ‰Unafraid of conflict.
their ideas, since they tend to be quiet. ‰May seem overly stubborn in defending their ideas.
‰Reserved during group sessions. ‰Thrive on change.

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How to communicate with a Director Wrap Up

‰Get to the point right away.


‰Communicate your ideas quickly and clearly. • What is communication skills?
‰Show how your ideas are compatible with their goals.
‰If you're the boss,
• Principles of communicating.
‰Ensure that the Director
Director'ss curt and • 80 ways to improve
improve.
straightforward style of communicating isn't
causing conflict with the rest of the staff. • Communication tools.
‰If you are the boss and a Director, • Communication styles
‰remember to pay attention to the feelings of
your staff, not just the end results they achieve.

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Thanks for
your time and attention

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