BSBLDR513 Learner Guide V2.0-1

BSB50215 Diploma of
Business
BSB51915 Diploma of
Leadership and Management
BSBLDR513
Communicate with influence
Learner Guide
Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
Table of Contents
Unit of Competency ..................................................................................................................... 6

Application ...................................................................................................................................... 6
Performance Criteria....................................................................................................................... 7
Foundation Skills ............................................................................................................................. 9
Assessment Requirements ............................................................................................................ 10
1. Communicate clearly .............................................................................................................. 12
1.1 – Confirm the authority or mandate to present business views or position .............................. 13
Communicating at work ................................................................................................................ 13
Different forms of communication ............................................................................................... 13
Present to the needs of your organisation ................................................................................... 14
Activity 1A ..................................................................................................................................... 15
1.2 – Respect protocols and confidentiality of information ............................................................. 16
Your organisation’s protocols ....................................................................................................... 16
Being confidential ......................................................................................................................... 17
Confidentiality requirements and privacy laws ............................................................................ 17
Intellectual property ..................................................................................................................... 18
Activity 1B ..................................................................................................................................... 19
1.3 – Clarify the audience information needs and prepare a position ............................................. 20
Preparing for the needs of your audience .................................................................................... 20
Provide focused communications ................................................................................................. 20
Cross-cultural communications .................................................................................................... 21
Activity 1C ..................................................................................................................................... 22
1.4 – Use language that is appropriate for the audience ................................................................. 23
Create the right relationship ......................................................................................................... 23
Use appropriate language ............................................................................................................. 23
Present to the audience ................................................................................................................ 24
Activity 1D ..................................................................................................................................... 25
1.5 – Use active listening to seek stakeholder and other organisation input and achieve a balanced
exchange of views ............................................................................................................................. 26

1.6 – Seek immediate feedback to ensure that the views expressed by all stakeholders have been
understood........................................................................................................................................ 26
Active listening .............................................................................................................................. 26
Who are your stakeholders? ......................................................................................................... 26
Look to gain feedback to ensure understanding has been made ................................................. 27
Activity 1E...................................................................................................................................... 28
2. Present and negotiate persuasively ........................................................................................ 29
2.1 – Identify key individuals and target groups for their value to advance the business interests 30
Know your audience ..................................................................................................................... 30
Let’s look at the target groups ...................................................................................................... 30
Activity 2A ..................................................................................................................................... 31
2.2 – Prepare realistic positions and supporting arguments in advance in anticipation of the likely
expectations and tactics of others .................................................................................................... 32
Understanding the position of others........................................................................................... 32
Present and negotiate your information ...................................................................................... 32
Strategies for dealing with negotiations ....................................................................................... 33
Plan your negotiations .................................................................................................................. 34
Activity 2B ..................................................................................................................................... 35
2.3 – Respect values, concerns and views of others and keep lines of communication open ......... 36
2.4 – Acknowledge differences of opinion to encourage the rigorous examination of all options . 36
Direct a successful negotiation ..................................................................................................... 36
Models of communication ............................................................................................................ 36
Being a good communicator ......................................................................................................... 37
Makes sure you acknowledge the contributions of others .......................................................... 38
Activity 2C ..................................................................................................................................... 39
2.5 – Use a variety of communication styles to present business positions to best effect.............. 40
Communication styles ................................................................................................................... 40
Understanding your own style of communication ....................................................................... 42
Activity 2D ..................................................................................................................................... 43
2.6 – Seek mutually beneficial solutions by establishing areas of common ground and potential
compromise ...................................................................................................................................... 44
2.7 – Keep negotiations focused on key issues and moving forward towards a final resolution..... 44
Find a common ground ................................................................................................................. 44
Keep negotiations focussed .......................................................................................................... 47
Activity 2E...................................................................................................................................... 48
2.8 – Adhere to agreements in order to maintain the credibility and trust of others ..................... 49
Stick to the agreements made ...................................................................................................... 49
Activity 2F...................................................................................................................................... 50
3. Participate in and lead, meetings effectively ........................................................................... 51
3.1 – Identify the need for meetings and program meetings in response to the need ................... 52
3.2 – Use an agenda and efficient, inclusive meeting procedures to maximise participation and
maintain order .................................................................................................................................. 52
What is the need for your meeting? ............................................................................................. 52
The agenda .................................................................................................................................... 53
Inclusive meeting procedures ....................................................................................................... 53
Activity 3A ..................................................................................................................................... 55
3.3 – Prepare summaries of key issues and possible options disseminated in advance .................. 56
Go to meetings prepared .............................................................................................................. 56
Disseminate your information ...................................................................................................... 57
Activity 3B ..................................................................................................................................... 58
3.4 – Achieve agreed outcomes in the available time by co-operating with and seeking consensus
and compromise ............................................................................................................................... 59
3.5 – Outcomes of meetings are promptly summarised for action and distributed to stakeholders,
as required ........................................................................................................................................ 59
First achieve the outcomes ........................................................................................................... 59
Document the meeting outcomes ................................................................................................ 60
Activity 3C ..................................................................................................................................... 61
4. Make presentations at meetings, forums and conferences ...................................................... 62
4.1 – Select appropriate forums to present business positions to best effect ................................. 63
Choosing the right forum .............................................................................................................. 63
Research communication channels for your organisation ........................................................... 63
Activity 4A ..................................................................................................................................... 66
4.2 – Obtain reliable information and advice to prepare appropriate presentations ...................... 67
Prepare information for making presentations ............................................................................ 67
Prepare your presentation ............................................................................................................ 67
Activity 4B ..................................................................................................................................... 70
4.3 – Adapt language, explanations, media and information/entertainment balance to meet the
needs of the audience....................................................................................................................... 71
4.4 – Respond to questions openly and honestly ............................................................................. 71
An effective presentation ............................................................................................................. 71
Interacting with your audience ..................................................................................................... 73
Activity 4C ..................................................................................................................................... 74
Summative Assessments................................................................................................................... 75
References ........................................................................................................................................ 76

Unit of Competency
Application
This unit describes the skills and knowledge required to present and negotiate persuasively,
lead and participate in meetings and make presentations to customers, clients and others.
It applies to managers and leaders who identify, analyse, synthesise and act on information
from a range of sources, and who deal with unpredictable problems. They use initiative and
judgement to organise the work of self and others and plan, evaluate and co-ordinate the
work of teams.
No licensing, legislative or certification requirements apply to this unit at the time of
publication.
Unit Sector
Management and Leadership - Leadership

Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Communicate clearly 1.1 Confirm the authority or mandate to present business views
or position
1.2 Respect protocols and confidentiality of information
1.3 Clarify the audience information needs and prepare a
position
1.4 Use language that is appropriate for the audience
1.5 Use active listening to seek stakeholder and other
organisation input and achieve a balanced exchange of views
1.6 Seek immediate feedback to ensure that the views
expressed by all stakeholders have been understood
2. Present and negotiate 2.1 Identify key individuals and target groups for their value to
persuasively advance the business interests
2.2 Prepare realistic positions and supporting arguments in
advance in anticipation of the likely expectations and tactics
of others
2.3 Respect values, concerns and views of others and keep lines
of communication open
2.4 Acknowledge differences of opinion to encourage the
rigorous examination of all options
2.5 Use a variety of communication styles to present business
positions to best effect
2.6 Seek mutually beneficial solutions by establishing areas of
common ground and potential compromise
2.7 Keep negotiations focused on key issues and moving forward
towards a final resolution
2.8 Adhere to agreements in order to maintain the credibility
and trust of others
3. Participate in and 3.1 Identify the need for meetings and program meetings in
lead, meetings response to the need
effectively 3.2 Use an agenda and efficient, inclusive meeting procedures to
maximise participation and maintain order
3.3 Prepare summaries of key issues and possible options
disseminated in advance
3.4 Achieve agreed outcomes in the available time by co-
operating with and seeking consensus and compromise
3.5 Outcomes of meetings are promptly summarised for action
and distributed to stakeholders, as required

Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
4. Make presentations at 4.1 Select appropriate forums to present business positions to

meetings, forums and best effect
conferences 4.2 Obtain reliable information and advice to prepare
appropriate presentations
4.3 Adapt language, explanations, media and
information/entertainment balance to meet the needs of the
audience
4.4 Respond to questions openly and honestly

Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
➢ Writing
o prepares documentation that accurately summarises key findings or outcomes

for own use and for distribution to others
o prepares presentations appropriate to audience needs, context and purpose
➢ Oral Communication
o selects appropriate and engaging vocabulary adjusting language and

presentation features to maintain effectiveness of interaction
o uses active listening and questioning to seek information and confirm

understanding
➢ Navigate the world of work
o understands the implications of legal and ethical responsibilities to maintain

confidentiality
➢ Interact with others
o demonstrates sophisticated control over oral, visual and/or written formats,

drawing on a range of communication practices to achieve goals
o selects and uses appropriate conventions and protocols when communicating

with team members
o adapts personal communication style to build trust and positive working

relationships and to show respect for the opinions and values of others
o plays a lead role in situations requiring effective negotiation and collaboration,

demonstrating high level conflict resolution skills and ability to engage and
motivate others
➢ Get the work done
o plans, organises and implements complex tasks required to achieve required

outcomes
o uses analytical processes to evaluate options, and aid in problem-solving and

decision-making.
Assessment Requirements
Performance Evidence
Evidence of the ability to:

➢ Negotiate and present persuasively
➢ Communicate clearly with business associates, client groups and others to position
the business to best effect including listening actively, understanding the
information needs of others and adapting communication to suit the audience
➢ Prepare for, participate in, and lead meetings to obtain outcomes
➢ Prepare and make presentations to groups of people including:
o identifying suitable forums for presentations
o presenting reliable information
o designing the presentation to meet the needs of the audience
o answering questions.
Note: If a specific volume or frequency is not stated, then evidence must be provided at
least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
➢ Explain the business and organisational protocols for the release of information and
communicating internally or externally
➢ Explain the requirements to maintain confidentiality in the workplace
➢ Identify industry, media and government organisations, events and communication

channels relevant to the organisation
➢ Demonstrate principles of cross-cultural communication
➢ Explain principles of negotiation, mediation, conflict resolution and incident de-

escalation
➢ Describe structured and inclusive meeting procedures.

Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered

demonstrates consistent performance of typical activities experienced in the management
and leadership field of work and include access to:
➢ Relevant workplace documentation and resources
➢ Case studies and, where possible, real situations
➢ Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-
4da407e23c10

1. Communicate clearly
1.1. Confirm the authority or mandate to present business views or position

1.2. Respect protocols and confidentiality of information
1.3. Clarify the audience information needs and prepare a position
1.4. Use language that is appropriate for the audience
1.5. Use active listening to seek stakeholder and other organisation input and achieve a
balanced exchange of views
1.6. Seek immediate feedback to ensure that the views expressed by all stakeholders
have been understood

1.1 – Confirm the authority or mandate to present business views or position
By the end of this chapter, the learner should be able to:

➢ Follow organisational policies for the release of information
➢ Use appropriate forms of communication, both verbal and non-verbal, to engage

with different people
➢ Clarify and prepare the intentions of their message before reaching out to
communicate.
Communicating at work
Within your role at work, ensure that you have the correct authority for your
communications. You may need to obtain authority from your immediate manager, or from
a group of senior personnel/ management. You may need to do this each time you need to
present a business communication, or just when a new situation arises. However your role
is defined, you should make sure that you follow your organisational policies and
procedures for correct practice, and for the release of information.
Having the correct authority will give you the confidence to carry out your task. It will also
enable you to clarify the exact requirements and to check details that may not be clear.
Different forms of communication
You will need to engage with different types of people and may need to use different forms
of communication on a daily basis.
Your communication skills are made up of verbal and non-verbal attributes:
➢ Verbal skills, this includes:
o speaking directly with others, as a one-to-one or within a group scenario
o telephone and video conference

communications
➢ Written skills, this includes:
o emails
o writing letters, reports and other

documentation
o using databases and other

software programs which are also used by others
➢ Visual skills, this includes:
o how you present yourself to others
o use of body language to engage with people
o using a visual presentation to communicate information.

You should also develop good listening skills to make your communication a two-way
process.
Present to the needs of your organisation
In order to present communications effectively and with
confidence, you should prepare your message and the
delivery of this in advance.
You should:
➢ Begin with defining the goals and objectives
of the communication and producing a
situation analysis to look at the strengths,
weaknesses, opportunities and threats of the
task (a S.W.O.T. analysis).
➢ Check the information you have been given, or that you have compiled yourself,
and make sure this has been verified and is correct.
➢ Make sure your information is complete in all details, or as much as is possible at

the time of making your communication.
➢ Plan how to deliver the information – will a simple written communication suffice
or will you need to make a full presentation at a meeting and provide supporting
documentation?
➢ Make your communications concise and clear for the recipient(s) – if the
information is not understood correctly, this can cause anxiety, frustration or
confusion and lead to errors further along with your organisation’s business.
➢ Use a more conversational tone to ensure communications are personable and

invite interaction; this will help to avoid confrontations. To communicate well, you
should make your communications non-emotional in style and content and
maintain a professional approach in your delivery.
➢ Be considerate to others and look at how the communication you are preparing will
be received by the intended audience.
Once you have identified and prepared your message, ensure that you use the correct
channels at your place of work to obtain approval for the delivery of your communication.
Follow your organisation’s procedures
Show your intended communication to the appropriate senior person(s) and check that the
message is correct to convey for the needs of your organisation. Once this has been agreed
and signed-off to your organisation’s procedures, you will be able to present your
information.

Whether delivering your message internally to staff or externally to other contacts, ensure
that the information is disclosed using the appropriate format and to all of the intended
person(s).
Activity 1A

1.2 – Respect protocols and confidentiality of information

➢ Follow organisational protocols to ensure good practice throughout all
communication
➢ Check any confidentiality requirements before dealing with information or records
➢ Follow confidentiality and privacy laws and regulations throughout professional

practice.
Your organisation’s protocols

Be professional and work to your organisational protocols when communicating for your
business needs. Your organisation’s protocols establish the groundwork for following good
practice with all business and communication requirements, and will help to build successful
work relationships.
This code of conduct will set out the professional rules and the business etiquette that is
required for you to make effective communications.
This includes:
➢ Verbal communication etiquette – always be
professional and tailor your communications
to be appropriate in the circumstance that you
are within, for example exchanging
information with a colleague will be more
informal that speaking at a client meeting.
➢ Verbal communication guidelines – always be

courteous and reflect the values of the
organisation to support its mission. Only relay
the information that you should/have been
asked to.
➢ Written communication etiquette – ensure the correct format is used for the
specific communication that you are making (as in verbal communication etiquette
above). For example, an informal newsletter will need to be constructed to relay
news in a more light-hearted way rather than a financial report which will convey
facts and figures.
➢ Written communication guidelines – determine the purpose of if your

communication, i.e. is it to inform, collaborate or persuade? Arrange and produce
your communication clearly in both content and format of the document, make this
readable and engaging for your audience.

Check your organisation’s specific protocols for making any type of business
communication, both internally and externally to the organisation.
Be aware that when you talk to colleagues within your workplace in an informal setting that
the exchange of conversation does not infringe upon theses protocols. Never give out
information to others without first checking who should be included within the exchange.
Being confidential
For any business, confidentiality is a required attribute that all of its workforce will need to
have in the performance of work duties. Work related matters should not be divulged to
those who are not authorised. This is also true when you communicate on behalf of your
organisation. Always check any confidentiality requirements on the information that you
may be handling on a day-to-day basis.
Make sure that information is stored appropriately within the workplace as befits the
specific nature and confidentiality needs. Store and file all paper/hard copies under lock and
key, if needed, and also make sure file and system copies have the required authorised
access assigned to them.
Confidentiality requirements and privacy laws
The main aspect of confidentiality requirements is The Privacy Act. This is an Australian law
that came into force in 1988 and governs how organisations handle personal information
about people, whether staff, clients or customers, etc.
The Privacy Act comprises of 13 Privacy Principles that legally must be adhered to and also, as
explained by the Office of the Australian Information Commissioner (OAIC) website:
➢ “Regulates the collection, storage, use, disclosure, security and disposal of
individuals' tax file numbers
➢ Permits the handling of health information for health and medical research
purposes in certain circumstances, where researchers are unable to seek
individuals' consent
➢ Allows the information commissioner to approve and register enforceable app

codes that have been developed by an app code developer, or developed by the
information commissioner directly
➢ Permits a small business operator, who would otherwise not be subject to the
Australian privacy principles (apps) and any relevant privacy code, to opt-in to being
covered by the apps and any relevant app code
➢ Allows for privacy regulations to be made.”
As of March 2014, the following privacy legislation amendments came into effect:
➢ Privacy Amendment (Enhancing Privacy Protection) Act 2012
➢ Privacy Regulation 2013

➢ Credit Reporting Privacy Code.
Further information on this can be found at the Australian Government

Office of the Australian Information Commissioner website:
http://www.oaic.gov.au/privacy/privacy-act/the-privacy-act (access
date: 19.01.2017).
Intellectual property
Be aware of the intellectual property (IP) requirements of your
organisation. A confidentiality agreement with employees can also
safeguard the organisation from specific information being given to
others without the organisation’s permission. IP also protects a business
from others using its products, designs and patents.
Further information can be found at the Australian Government IP Australia website:
https://www.ipaustralia.gov.au/trade-marks/understanding-trade-marks/trade-mark-basics
(access date: 19.01.2017).

Activity 1B

1.3 – Clarify the audience information needs and prepare a position

➢ Focus communications on the needs of the audience
➢ Identify the purpose or goal of the message at the beginning of communication
➢ Take the correct steps to ensure that communications are inclusive for all the
cultural backgrounds of your audience.
Preparing for the needs of your audience

When you come to prepare your communications, focus this to the needs of the audience.
Look at what information is of importance to them and structure your presentation
accordingly.
Ask yourself the following questions:
➢ What message do you need to convey?
➢ How can you best present the information to the needs of the audience?
You may be tasked to present the same information to different audiences within your
organisation, such as management, employees and contract staff. This may make a
difference to your preparations and you may need to adapt or change parts to focus on the
aspects that are of more relevance or importance to the specific audience. Supporting
documents may need to be used and should also be considered to the needs of the
audience.
Your audience may include:
➢ Management
➢ Employees
➢ External business contacts
➢ Clients/customers
➢ Media
➢ Community members.
Provide focused communications

Communicate the purpose or the goal of the message at the start of your delivery, so it is
clear to your audience. This will also help you to keep the communication/presentation on
track. Back up your information with facts and figures, or the reasons why a particular
decision has been made. Reference research or give statistics to add credibility and to
support your needs.
Treat your audience with respect and intelligence as they will respond more positively than
if information has been padded or sugar-coated to make information more palatable.
Separate points clearly so the items you need to cover are easy to identify and can be
referenced by the audience. If you are presenting information at a meeting, provide
information and/or a summary of points as a handout.
Cross-cultural communications
Ensure your communications are inclusive for all the
cultural backgrounds of your audience. Before presenting
your message, take the time to understand any cultural
differences and how subtle changes in language may
affect the meaning of your message. In meetings be
aware of the differences with body language, as this may
vary across cultures and can also cause misinterpretations
within your communications.
You could consider advocating a cross-cultural awareness
program within your organisation so that the various
differences in language, cultures and lifestyles can be
looked at to increase understanding. This will also help
your organisation in the global market by improving
current working relationships or in an expansion with
work abroad.
Cultural differences may include:
➢ Values of the culture and how this may affect day-to-day business
➢ How relationships are conducted, including expressing emotion, conversations

and decision-making processes
➢ How time and scheduling may be treated; for example, some cultures observe
specific festival or religious days that may be different to your own
➢ How the culture respects power and how they may respond to authority.

Activity 1C

1.4 – Use language that is appropriate for the audience

➢ Present information in a way that can be understood by the audience
➢ Utilise different communication techniques to engage with the audience and get
the message across. This may include:
o using body language to help convey the message
o making eye contact to engage with the audience.
Create the right relationship

From the start of your communication, make sure you establish your credibility to relay the
message. You can inform the audience of your position within the organisation and/or your
relationship to the organisation and the particular communication that you are dealing with.
This will give confidence to your audience on your position and will help build upon good
faith with business relationships.
When presenting your information, establish a connection with your audience. Look to
engage them in the communication with clear and personable communication skills.
Communication skills should include:
➢ The use of clear and straightforward language
➢ A message that is direct and concise
➢ An ability to attract and hold the attention of the audience.
Use appropriate language

The point of your communication is to ensure that a message has been relayed to the
intended person(s). Be articulate, speak or present the information in a way that can be
understood and is effective for the needs of your business.
You should also be careful not to use words or phrases that may cause offence to your
audience. If appropriate to use humour make sure you have first considered the cultural and
moral impact associated with this.

In face-to-face meetings:
➢ Use body language to help convey your message
➢ Make eye contact and engage with your audience
➢ Avoid mumbling
➢ Avoid unnecessary repetition of words and information.
Develop your language skills
To help you develop your communication and language skills, look to widening your use of
vocabulary. Use alternative words rather than repeating the same words over and over;
these can be researched easily via the internet or by using a thesaurus/dictionary that you
may already have in the workplace.
A business-specific dictionary is also useful for using business terms and for understanding
their usage within business communications. You could also look at using training software
that can help broaden your knowledge of vocabulary through taking part in exercises.
Read business and trade journals, magazines and articles. This will improve your knowledge
of vocabulary and also of the current industry and business news (and trends). This will help
to increase your vocabulary use for business and will keep you informed of changes in
business which may also be applicable to your organisation.
Play word games such as crosswords or word searches; find versions that are business
themed. You could also make time to watch business television programmes to keep
abreast of business news and to expose yourself to the key terms and trends within the
business world.
Lastly, take the time to practice your increased knowledge of vocabulary within your
workplace to maximise your usage and to instil this into your everyday work.
Present to the audience
When presenting your information on paper or electronically, take the time to check
through afterwards so you can assess the readability and clarity of the information. Always
spell and grammar check the content for errors, and ensure your documentation is
professionally put together. Use the correct document
templates and/or use of logo along with font size and
organisation style guides.
If presenting face-to-face to an audience, put together a
brief script/outline of your information so you can use this
to prompt yourself. Add appropriate key terms and the
points to be covered so you can keep to the intended
agenda.
You should have:
➢ A positive attitude, so your communications
reflects this
➢ Fluid speech skills, to avoid filling gaps with ‘um’
and repeated phrases such as ‘I mean’
➢ Practice of engaging speech, to attract listeners.
Activity
1D

1.5 – Use active listening to seek stakeholder and other organisation input and achieve a balanced
exchange of views
1.6 – Seek immediate feedback to ensure that the views expressed by all stakeholders have been
understood

➢ Practice active listening within the workplace in order to clarify information when
communicating with personnel such as stakeholders
➢ Invite others to feedback to ensure that all stakeholders have a thorough

understanding of the information provided and a chance to raise any issues
➢ Be prepared for direct and difficult questions when inviting feedback.
Active listening
Active listening is a technique used in professions such as
training and conflict resolution. This technique requires the
listener to repeat back what they have heard from the speaker
by re-stating, or paraphrasing this in their own words. This
enables all parties to ensure the correct understanding has been
made. This can be a useful tool in business, as it enables you to
clarify information straightaway, and directly with the person(s)
involved.
When discussing your communications and looking for input
from the relevant stakeholders/your organisation, use active
listening skills. This can help all to understand the message and
engage people into talking and contributing their own views and
thoughts on the situation.
Who are your stakeholders?
Stakeholders are all the persons that are connected to, and have a concern or interest
within the organisation.
Stakeholders may include:
➢ Business owner
➢ CEO/Senior management
➢ Employees
➢ Contract staff
➢ Investors
➢ Customers and clients
➢ Shareholders.

Discuss the needs of the communication with the stakeholders. If the views of the
stakeholders are similar, you could raise issues and other viewpoints to encourage further
discussions. By raising other possible views, you can invite open and positive interactions
from all involved and work towards an overall outcome for your message.
Look to gain feedback to ensure understanding has been made
Invite others to feedback on your communication to make sure that all stakeholders have
made a thorough understanding of the information and also of the other views raised.
It is important to clarify with stakeholders that they have correctly understood all aspects
and all possibilities, so that an outcome can be reached in a positive and open manner.
Be prepared for difficult questions
When inviting feedback, be prepared for direct and difficult questions to be asked. Make
your own preparations in advance to allow for these questions. This will allow you the time
to formulate considered responses that are able to accurately answer the question while
also enabling a sensitive or confidential approach to be made, if needed.
Equally, if you find that very few questions are asked, or not asked at all, prepare your own
questions or alternative viewpoints to cover aspects that may arise from your
communication. You can ask others to provide their thoughts and opinions on these and
encourage contributions. This will help the stakeholders to look at other viewpoints and
interact accordingly.

Activity 1E

2. Present and negotiate persuasively
2.1. Identify key individuals and target groups for their value to advance the business
interests
2.2. Prepare realistic positions and supporting arguments in advance in anticipation of
the likely expectations and tactics of others
2.3. Respect values, concerns and views of others and keep lines of communication open
2.4. Acknowledge differences of opinion to encourage the rigorous examination of all
options
2.5. Use a variety of communication styles to present business positions to best effect
2.6. Seek mutually beneficial solutions by establishing areas of common ground and
potential compromise
2.7. Keep negotiations focused on key issues and moving forward towards a final
resolution
2.8. Adhere to agreements in order to maintain the credibility and trust of others

2.1 – Identify key individuals and target groups for their value to advance the business interests

➢ Select and use appropriate communication techniques for different key individuals
and target groups in order to maximise business opportunities.
Know your audience

When delivering your communication, you need to identify the key individuals and target
groups that will be involved. You should tailor your communication to your audience and
also consider the appropriate method to deliver this for a successful result.
Different individuals and groups will respond to different tactics
Determine their association with your organisation and look at how you can maximise the
opportunities with your communication. For example, you may be able to source new
business from a marketing initiative or improve work performance with employees.
Key individuals can help your organisation by:
➢ Supporting your organisation’s business
➢ Responding with required information
➢ Promoting your business needs
➢ Increasing your business output and profits.
Let’s look at the target groups

The target groups for your communication may be found internally within your organisation
or with external contacts. All can help benefit your organisation’s business needs and it is
important that the correct delivery is made to the specific group(s) to gain the desired
outcome.
Target groups may include:
➢ Employees
➢ Clients
➢ Potential new clients/new business
➢ Business associates
➢ Investors
➢ Suppliers
➢ Market research/focus groups.

Activity 2A

2.2 – Prepare realistic positions and supporting arguments in advance in anticipation of the likely
expectations and tactics of others

➢ Show transparency in negotiations in order to aid understanding and provide the
required information
➢ Have a clear strategy and plan tactics to help stay focused throughout negotiations.
Understanding the position of others

Look at the objectives for your communication and at the outcome you are hoping to
achieve. You should also look at the required outcome from the position of your audience
and the impact this may have upon them. Is the outcome suitable for all involved or will you
experience difficulties and opposition from others?
Look at the position of others and at the arguments and opposing points they may raise, in
reply. Gain an understanding of the possible responses so you can formulate your own
supporting arguments and also show your understanding of their position.
Present and negotiate your information
When you present your information and are looking to negotiate an outcome, you should
be as transparent as possible, and share information with those involved. This will aid their
understanding and will provide them with required information and data. By presenting as
much information as you are able to, you can better prepare a persuasive negotiation
towards the required outcome.
Order the priorities and any key factors to help explain your organisation’s position; this will
clarify specific details and put the information into perspective.
Negotiation tactics include the following:
➢ Soft approach – giving in easily to the other party to the detriment of own interests
➢ Hard approach – negotiating aggressively to reach the required outcome

➢ Principled negotiation – the fairest approach for those involved. The interests of
both sides are considered, rather that the positioning of each, and the options are
looked into in order to meet a set of objective criteria.
Principled negotiation is the best option for establishing

your positioning and in managing the expectations of
those involved.
When negotiating
Determine the final position that your organisation will
negotiate to, this will keep you to remain focused when
looking at alternative arrangements and at other
solutions. Take the lead in establishing your
requirements with the individuals/target group(s)
involved – this will allow you to set the starting point and
tone of the negotiations.
Listen and look to counter positions that may be
presented to you and consider if these can be
incorporated to achieve the requirements. Look to
meeting the objectives in a mutually agreeable way.
Strategies for dealing with negotiations
Depending upon the situation and the person(s) involved within the negotiations, you may
want to consider a strategy to help you to communicate with the required influence and
authority. This can help when you are dealing with certain personality types and specific
groups.
Strategies for negotiating include:
➢ Problem-solving – all parties work together to discuss and agree upon the outcome
after careful consideration
➢ Compromising – to reach an agreement, compromise by both/all parties can be a

successful course of action
➢ Yielding – giving in, or up, on a point can help business relationships and for further
negotiations
➢ Contending – asserting a specific outcome or point can work to your advantage in

one-off negotiations

➢ Non-action – by taking time out to consider the options, you can look at researching
information further or you can look more closely at your next move.
Plan your negotiations

Preparation is key to a successful negotiation. Have a clear
strategy and plan your tactics to guide you through the
process. Stay focused, detached and calm when involved
with your communications. This will help you to be objective
and keep you to your intended path.
When planning you should have:
➢ Set objectives
➢ Anticipated a negative outcome and the course

of action you would need to take
➢ Determined your needs and the needs of those

involved
➢ Researched the details and requirements for your negotiations
➢ Consulted with the relevant personnel at your organisation
➢ A written agenda which includes the participant details, location, schedule, points
to be covered and areas for discussion.

Activity 2B

2.3 – Respect values, concerns and views of others and keep lines of communication open
2.4 – Acknowledge differences of opinion to encourage the rigorous examination of all options

➢ Communicate in a way which aims to respect and acknowledge the input of others
➢ Consider different models of communication throughout working practice in order

to understand the communication techniques of relevant people
➢ Adopt reflective listening in order to seek to understand the contributions of others
➢ Listen to and explore the reactions of those receiving their communication.
Direct a successful negotiation

Successful negotiations will take careful handling and will require good communication skills
and experience to direct positively to the benefit of all those involved.
You should be:
➢ Flexible
➢ Aware of all sides of the negotiation
➢ Honest and open
➢ Organised and good at planning
➢ Positive
➢ A good communicator.
Models of communication
Lasswell’s model of communication
Harold Lasswell (1902 – 1978) developed a model of communication to show the process in
its simplest form as it applies to everyday interactions.
This follows as:
➢ Who (the communication)
➢ Says what (the message)
➢ In which channel (the medium)
➢ To whom (the receiver)
➢ With what effect (the effect).
This linear model (similar to Aristotle’s communication model) is straightforward and

includes the concept of effect but it does not go as far to include feedback within the
communication or noise.
The Shannon and Weaver model of communication
A further model of communication was developed by Claude Shannon and Warren Weaver
in the late 1940s. This model goes further than Lasswell’s model as it includes feedback and
noise.
This model follows the following process:
Sender Encoder Channel Decoder Receiver
Noise
Feedback
➢ The sender/originator of the information delivers the message
➢ The encoder/transmitter is the means by which the message is sent via

signals/sound waves/binary data
➢ The channel is the method used for delivery
➢ The decoder is where the signal/sound wave/binary data is converted back into the
information
➢ The receiver is the intended destination of the sender
➢ The receiver will then provide feedback to the sender in response to the
information.
Note: noise is the element of distraction that may occur through the sending and receiving
process, such as crowd noise or sound distortion.
These models can help put communicating into perspective as it reminds us of the
processes that need to occur in order for a communication to be successful.
Being a good communicator
As well as looking at the above communication models, it is also useful to look further at the
approach of your communication.
Assertive communication will help you to take control and guide the negotiations and can
prove to be a good method for a successful outcome. This approach requires a confident
and firm direction and should be non-emotional or critical to others.
Passive communication can lack direction and focus for a negotiating-based communication
and could lead to an undetermined outcome. This can prolong matters and lead to
frustration. You should avoid an aggressive communication technique, as this is
confrontational and can lead to an irrevocable break-down in communication.
Be aware of those around you and how they respond to your communications – look at
their body language and listen to any comments that are given.
Don’t use:
➢ Confrontation in your negotiations
➢ Emotional responses
➢ Blame to achieve your goals.
Makes sure you acknowledge the contributions of others

The opinions and reactions of those receiving your communications should be listened to
and explored further. All opinions are valid contributions in your negotiations and can help
you to work towards solutions and outcomes that are beneficial to all.
Encourage others to contribute by:
➢ Allowing others to speak and ask questions
➢ Including time for discussions to take place
➢ Using active and reflective listening skills in face-to-face meetings
➢ Asking for feedback.
Make sure you give your full attention to the audience and if meeting face-to-face give eye
contact equally to all in the room. Along with active listening skills, using reflective listening
skills is also a good way to show that you value the contributions of others.
Reflective listening
This is where you seek to understand a contribution that has been made verbally, by
restating back the contribution to confirm the understanding of this. It looks to reconstruct
what the person is thinking and feeling as well as the overall understanding of the
information.
This is very similar to active listening, but it goes the step further in attempting to
understand the other person’s feelings as opposed to just the correct meaning.

Activity 2C

2.5 – Use a variety of communication styles to present business positions to best effect

➢ Adopt appropriate communication techniques when presenting information to a
variety of different groups and individuals
➢ Recognise and assess own communication styles in order to identify strengths

which can be utilised as well as any weaknesses which can be improved.
Communication styles
When presenting your information, you will need to be well versed
with the different communication styles that you may need to use
and may come into contact with from your different target groups
and individuals.
As touched on in section 2.3/2.4 of this guide, the following
approaches in communications should be recognised and
understood so you can moderate your approach accordingly.
➢ Assertive
This style of communication is the most effective as it comes from a place of
confidence and a healthy self-esteem. This direct communication is focussed and
enables you to ask for what you want. If used in the right way, it can help you to
come to the outcome that you want but be careful not to disregard the position of
the other party. If you are too pushy or determined it can prevent you from looking
at other viewpoints and make you inflexible when looking to compromise.
➢ Aggressive
This is all about achieving the goal – winning the point regardless of the other party.
It is not about mutual agreement and the individual can become forceful and
bullying in their efforts to achieve their goal. This style should never be used but it is
important to recognise so you are able to understand where the individual is
operating from and take the appropriate stance in your communication.
➢ Passive-aggressive
This can be more difficult to recognise, but essentially the individual will appear
passive and compliant on the surface while using a more aggressive stance when
taking actions. The communications may be pleasant and easy to work through, but
the outcome can be different to what is agreed or expected. Individuals can be
unreliable and follow through by taking a different course of action or by sabotage.
➢ Submissive
This style is about pleasing others in order to avoid conflict. The individual will
disregard their own wants and needs and put those of the other person above their
own. This is not necessarily a style you will experience in higher management
scenarios, but you may experience this in workers within your organisation. This can
leave the other party feeling unimportant and devoid of responsibility while the
more assertive individual may feel frustrated at a lack of concern.
➢ Manipulative
The characteristics of this style are more devious, such as scheming and calculating
to achieve the required goal. It may be difficult to know the individual’s true intent
as they will look to influence or control the outcome in subtle ways. It can be hard
work to communicate with this individual and you may feel that you are always
trying to work out what is going on.
Further communication styles include:

➢ The relator – relationship focussed, is warm and friendly to others and cooperates
well. This type prefers not to be rushed into decisions and likes to consider the
options when reaching mutually acceptable agreements.
➢ The interactor – prefers to interact with others at work, is fast-paced, works well
with colleagues and tends to use more aggressive communication skills. This type
prefers direct communications with agreements confirmed in writing and likes to
make time for social interaction.
➢ The thinker – is analytical, more reserved until they get to know the people they
are interacting with. This type prefers punctuality and formal discussions with all
outcomes agreed in writing.
➢ The manager – achieves results, is more aggressive and competitive, and less
focussed on relationships. This type is organised, prepared and fast-reacting. Make
sure you are to the point and avoid repeating or over-explaining.

Understanding your own style of communication
From a basic understanding of the different communication styles, you can develop a better
knowledge of how others interact and how you interact. We all use different
communication styles in different situations, depending upon the circumstances that we
find ourselves in.
By understanding your own style of
communication, you can look to strengthen any
areas that you may feel are needed, or adapt
techniques to suit the situation. This will help
you to manage your interactions more
successfully. It is important to remember that
the success of a communication is the
responsibility of the communicator.

Activity 2D

2.6 – Seek mutually beneficial solutions by establishing areas of common ground and potential
compromise
2.7 – Keep negotiations focused on key issues and moving forward towards a final resolution

➢ Identify and aim to achieve outcomes which are beneficial to all parties. This may
be achieved through strategies such as:
o mediation
o conflict resolution
➢ Keep negotiations focussed so that the relevant points are fully covered and
discussed, and nothing is missed from the intended agenda.
Find a common ground

Within any negotiations, the need to find an acceptable
outcome for all parties involved will be required. In order to
facilitate your communications successfully, you will need
to be able to manage and work through a variety of
different viewpoints, thoughts and ideas that other parties
may offer up in response. The following are some of the
skills you may need to use in your communications.
Negotiation skills
As mentioned in section 2.2 of this guide, negotiation skills
need to be learnt so that you can successfully work with
others to find mutually acceptable outcomes within all
business operations.
To recap:
➢ Know your objectives
➢ Understand the viewpoints of others
➢ Make your first proposal and set the tone of the negotiations
➢ Listen to other counter-proposals and make sure you thoroughly understand what
is being communicated
➢ Look to renegotiate on your proposal in response
➢ The above process may need to happen a few times until both/all parties reach
acceptable terms
When negotiations have begun and the measure of the communication with the other
party/ies has been assessed, you should look at making and discussing compromises.
Suggest alternative proposals while staying true to the objectives that have been set and
listen to any further proposals from the other parties. When negotiating is at a close,
remember to use your active listening skills and paraphrase the suggestions and outcomes
so that all have the same understanding.
Put your outcomes into writing so that a record is made and shared to all involved. This will
provide evidence of your discussions and allow time for further comments to be made, if
needed. It will make the negotiations real and allow progression to be made.
Mediation skills
This is where a neutral third party can help opposing parties to reach an agreed solution
within communications. The mediator can help both/all parties to work together by acting
as an impartial go-between and to help address any blocks and issues that prevent the
smooth running of the communications. Questions can be asked and points can be covered
within a neutral environment so that a more effective outcome can be reached for all
concerned.
Mediation is not legally binding, but if required, it can be made so by the inclusion of a
signed statement requesting this.
Conflict resolution
In situations where negotiations fail or misunderstandings occur
there may be a need to use conflict resolution skills.
When involved in this process, remember to listen and respond
with empathy to the other party, to be involved and ask for the
other party’s perspective and also to maintain your self-esteem
when resolving the conflict. Your body language and tone of voice
should be non-threatening and you should be calm in your
communications.
You should:
➢ Talk through the situation respectfully
➢ Be specific on the details to help determine the issues
➢ Discuss the impact of the conflict on those involved
➢ Talk through the cause of the conflict
➢ Ask for a solution and discuss the best outcome that can be made
➢ Look to agree on the solution and at the action that should be taken as a result of
this.
The Thomas-Kilmann conflict resolution model

Kenneth Thomas and Ralph Kilmann developed the Thomas-Kilmann model on conflict
resolution. To illustrate this, the following diagram shows a graph with a vertical axis named
assertiveness and a horizontal axis named cooperativeness. These axes show the two basic
responses that shape our decision when resolving conflict.

Within the graph are five different modes that are used when looking to achieve an
outcome with conflict resolution. You can choose assertive-based responses or cooperative-
based responses, or a mixture of both. People will use different modes or a mixture of these
in different situations of conflict depending upon experience and temperament.
The Thomas-Kilmann conflict resolution model:
Competing Collaborating
Assertiveness
Compromising
➢ Competing – top left of the diagram. This is the most assertive standpoint which
does not involve cooperation. It is a standing up for your rights or just attempting to
beat down the opposing party.
Avoiding
➢ Accommodating – bottom right of the diagram. This is the approach made in total
Accommodating
cooperation but without any assertiveness. This can be a selfless act for the better
of others or giving in.
➢ Avoiding – bottom left of the diagram. This is the unassertive and uncooperative
Cooperativeness
approach and the issue is left. This may be sidestepping the issue, postponing until
a better time or withdrawing completely.
➢ Compromising – at the centre of the diagram. This is a mix of assertive and

cooperative and shows a willingness for give and take. This does not necessarily
help you to achieve everything but does show you will meet in the middle to
resolve the issue.
➢ Collaborating – top right of the diagram. This is the opposing choice to avoiding and
shows a willingness to listen to others and find mutually beneficial solutions. This
option shows the most developed conflict resolution skills.

Incident de-escalation skills
When involved in discussions and communications, you may occasionally need to use
incident de-escalation skills.
In the event of a situation becoming difficult to handle, due to emotional or aggressive
outbursts, you may need to use tactics to diffuse and manage the situation. If a situation
occurs, give the relevant parties your full attention and make sure they feel validated. This
will help to regain control and enable you to start calming the situation. Do not judge
anyone or anything that has been said and focus on how the individuals are feeling.
Clarify the issues and look to finding a solution by assessing all sides. Once control has been
regained, you can continue with your communication.
Remember to perform a debriefing afterwards, to fully understand what has occurred and
to ensure all parties are happy with the resolution. Make a record in case any further issues
occur or this is needed for reference.
Keep negotiations focussed
Keep negotiations focussed so that the relevant points are fully
covered and discussed, and nothing is missed from your
intended agenda.
In order to come to a final resolution, you will need to facilitate
the process of communication. Make sure a record of the final
resolution is made so that the communications are
documented for reference and to your organisational
requirements. All parties involved should have a record to
ensure a common understanding and a final agreement is
made.

Activity 2E

2.8 – Adhere to agreements in order to maintain the credibility and trust of others

➢ Adhere to any negotiations which have been made
➢ Proofread all documentation and ensure that it is clear and professionally

presented.
Stick to the agreements made

Once your negotiations have been made and an agreement has been reached you should
confirm the agreements in writing with all parties involved.
Follow up soon after the negotiations have taken place to ensure details are correctly
documented and all parties receive this within a reasonable timeframe after the event. This
will also reaffirm the importance of the matter and keep the momentum going forwards for
any future work requirements. It is important to maintain trust with all involved and to
follow through as agreed.
Ensure your transcribed documentation is clear and
professionally presented using your organisation’s
specific style guides and templates.
Check all documentation for spelling, grammar,
readability and also accuracy of facts. Break information
into suitable sections under headings that describe the
content accurately.
You should endeavour to be clear on the:
➢ Set objectives
➢ Agreements made
➢ Requirements from all parties
➢ Schedules and timings for work requirements.
Seek approval on your documentation

When your documentation is completed, ensure that you pass this to the relevant person(s)
within your organisation so approval can be obtained. Documentation will be checked for
accuracy and compliance to your organisational procedures.
Once approval has been made, send to all recipients to confirm the agreements from your
negotiations.

Activity 2F

3. Participate in and lead, meetings effectively
3.1. Identify the need for meetings and program meetings in response to the need
3.2. Use an agenda and efficient, inclusive meeting procedures to maximise participation
and maintain order
3.3. Prepare summaries of key issues and possible options disseminated in advance
3.4. Achieve agreed outcomes in the available time by co-operating with and seeking
consensus and compromise
3.5. Outcomes of meetings are promptly summarised for action and distributed to
stakeholders, as required

3.1 – Identify the need for meetings and program meetings in response to the need
3.2 – Use an agenda and efficient, inclusive meeting procedures to maximise participation and maintain
order

➢ Identify when meetings are required and choose the correct format when the need
is identified
➢ Create an itinerary for a meeting and a brief outline of the points to be covered and
discussed
➢ Incorporate inclusive meeting procedures to ensure that all parties feel welcome
and included in the group.
What is the need for your meeting?

There are many reasons why you may need to be involved within a meeting. Identify the
need and choose the correct format for your communications. Your meeting may be
informal, with immediate work colleagues such as a weekly work meeting, or it may be
formal. For example, you may need to meet with external client contacts and your senior
management on new business. Ensure that the appropriate planning and preparations are
made prior to the meeting.
Organising your meeting
When organising the meeting, follow your organisation’s policies and procedures for making
the arrangements. Make sure that all invited attendees are contacted in good time before
the planned meeting and that you receive confirmation of their attendance. Arrange the
room/venue, and any equipment or technical requirements that may be needed.
Provide details of the meeting to the attendees in advance of the meeting, so they can
prepare and ensure their full participation. Keep attendees informed of any changes to the
scheduled meeting and ensure that any special requirements from the attendees have been
noted and made ready for the event, such as any dietary requirements if providing lunch.
You may need to arrange a meeting to:
➢ Discuss ideas with colleagues
➢ Update others on business projects
➢ Control emergency situations, such as a

fault occurring with a supplier’s production
➢ Attend personnel meetings for:
o hiring
o staff review/appraisal
o disciplinary actions

➢ Pitch for new business or existing clients
➢ Be a part of a shareholder meeting.
Make sure that the meeting is professional and appropriate to the needs of all.
The agenda
An agenda should include the itinerary for the meeting and also a brief outline of the points
to be covered and discussed. It is there to guide the meeting and to provide an order of
events.
An agenda may include:
➢ Date, time and location of meeting
➢ Who is attending the meeting
➢ Meeting objectives
➢ General business items
➢ Major agenda items
➢ Minutes from the previous meeting
➢ Matters or business arising from the minutes
➢ Reports/contributions
➢ Date of next meeting (if needed).
Remember to allow time for the agenda items to be discussed and for follow-up questions
to be asked. It is also good practice to include refreshments and a comfort break so that the
attendees are made comfortable and productivity of the meeting is maximised.
Inclusive meeting procedures
For the meeting, all parties should be made welcome and be included in the proceedings. If
any person(s) have specific requirements to participate, such as disabled wheelchair access,
support needs or time constraints, you should look to accommodate these needs for full
participation. As mentioned in the text above, regarding the agenda, allow time for the
events of the meeting but be mindful that the meeting does not overrun, as those attending
will most likely have other commitments after the scheduled meeting.
You should:
➢ Be courteous to all
➢ Keep the meeting on track (as the agenda)
➢ Allow time for attendees to provide considered contributions
➢ Maintain order and purpose of the meeting.
When hosting and participating in a meeting, make sure that you, or another appointed
person, facilitate the order of events. To keep the meeting to schedule and to purpose,
someone will need to ensure that the agenda points are covered and outcomes are reached
as needed.

Activity 3A

3.3 – Prepare summaries of key issues and possible options disseminated in advance

➢ Prepare a business summary to present in meetings
➢ Allow others to absorb information presented in a business summary prior to the

meeting to maximise communication.
Go to meetings prepared
When participating within meetings, a business summary should be prepared in advance.
This type of document should include the points that are to be discussed, along with a
further breakdown of the options for consideration and any other issues that need to be
raised.
Your business summary may include:
➢ A short introduction to explain the purpose of the meeting
➢ Key points/topics to be discussed
➢ Explanations of the key points/topics
➢ Possible options that could be taken
➢ The position of your organisation in relation to the key points
➢ Recommendations for the meeting.
Outline the options

Based upon the key issues to be raised at the meeting, you should provide a full account of
the possible options that may be taken. Show the details, the positives and negatives of
each and the implications they may have upon the needs of the business.
Ask the following questions:
➢ How does each option impact those concerned?
➢ Which option(s) provide the best course of action for all concerned?

➢ How can the needs of the business benefit?
Disseminate your information

Make sure that the information has been passed to those
involved within the meeting in good time before the
meeting. Allow attendees time to absorb and understand
the key issues and options that are to be discussed.

Activity 3B

3.4 – Achieve agreed outcomes in the available time by co-operating with and seeking consensus and
compromise
3.5 – Outcomes of meetings are promptly summarised for action and distributed to stakeholders, as
required

➢ Seek the views of those present during meetings to ensure that all attendees are
involved in achieving outcomes
➢ Document the details and outcomes of a meeting shortly after it has finished and
have them verified by the appropriate person(s)
➢ Produce a meeting summary that is clearly laid out, is neat and concise, and follows
organisational procedures for producing documentation.
First achieve the outcomes

To achieve outcomes from the meeting you need to effectively lead and guide the meeting
to this end result. Keep to the allotted time and work through each point with the
attendees.
It is important to:
➢ Keep a check on discussions and the meeting process
➢ Conclude an agenda item before moving to the next one
➢ Make decisions and action points
➢ Handle disagreements and conflict
➢ Summarise conclusions
➢ Assign roles of responsibility.
When covering the agenda items, make sure all attendees are involved in reaching the
outcomes. Look to seek the views of those that are present and to find out their opinions.
Work towards making an agreement for each point and if compromise is needed, this
should be fairly managed with the attendees.
From your agreed outcomes, plan the tasks that need to be done and assign responsibilities.
No more time
If time runs short and further discussions are needed to complete the agenda items, make
sure you conclude the meeting as it stands, and clearly state what still needs to be covered.
Organise a further meeting to ensure that the remaining points can be resolved, as soon as
possible, and to accommodate the schedules of the attendees.

Document the meeting outcomes
After the meeting has taken place, document the details
and outcomes that have been reached. You should
ensure that this happens as soon after as possible, so
that facts and any details can be checked while still
fresh in everyone’s minds and to maintain momentum
with any business needs.
When the information has been verified, put this into a
meeting summary document that is clearly laid out, is
neat and concise, and follows your organisational
procedures for producing documentation.
Make sure you:
➢ Proof-read and check spelling and grammar
➢ Use your organisation’s templates and guidelines for documentation
➢ Circulate to all attendees and any other person(s) involved.
If responsibilities have been assigned to individuals, make sure the details of these and any
other agreements are included. This will provide all persons with the correct and definitive
information from the meeting and the outcomes that were made.
It also offers the chance for individuals to clarify details with you, in case any
misunderstandings or misinterpretations were made.
Summarise the actions and any requirements that need to be performed, and by whom. If
actions have been agreed within timeframes, include this information also. This will provide
your evidence of the meeting and the
discussions that took place.

Activity 3C

4. Make presentations at meetings, forums and conferences
4.1. Select appropriate forums to present business positions to best effect

4.2. Obtain reliable information and advice to prepare appropriate presentations
4.3. Adapt language, explanations, media and information/entertainment balance to
meet the needs of the audience
4.4. Respond to questions openly and honestly

4.1 – Select appropriate forums to present business positions to best effect

➢ Identify and utilise different forums available to enhance business communication
➢ Research and utilise different communication channels, including social media,

relevant to the organisation in order to maximise profile and communications.
Choosing the right forum

There are a variety of forums that you can use for your business communication needs.
Business opportunities may present themselves at different times and you should look to
recognise and make the most of these potential situations. It is a great way to promote,
inform and to sell.
It is also important to use communications effectively within your organisation to inform,
maintain collegiality and for productivity of work.
Appropriate forums may include:
➢ Board meetings
➢ Trade conferences/exhibitions
➢ Business pitches
➢ Client meetings
➢ Client events
➢ Teleconference/video conference
➢ Supplier meetings
➢ Project meetings
➢ Sales meetings
➢ Staff meetings
➢ Emergency meetings
➢ Online presentations (e.g. via your website).
It will depend upon the type of communication that you need to make as to which will work
best. Identify and match the mode of communication to the specific needs that you have.
Research communication channels for your organisation
Within the industry that your organisation operates, identify the specific industry trade
events and conferences that may be applicable for your organisation to be a part of. For
example, if you have a new product to sell, a trade event will be an ideal way to advertise
and promote this. Make the most of any events that are regularly held to establish your
presence within the industry that you are within. This type of opportunity allows you to get
to know your competitors and to build up contacts within your industry and to the public.
There may also be media events that are associated with your type of business and you can
use these to maximise your organisation’s profile and communications.
If there are any industry organisations that you could join (if not already done so), these can
provide a wealth of information for your particular industry. For example, within the
construction industry, the Australian Construction Industry Forum (ACIF) provides
opportunities for their members to attend events (their own and other industry events).
They also act as a conduit between industry groups and government agencies, and provide
news and other business tools for the construction industry.
Connect with government agencies and any supporting industry organisations that may
provide you with information and connections to opportunities with your business
communications.
Use social media
Social media is a great way to promote your business and to communicate your presence to
others. This includes to other businesses, your clients/customers and potential new
business opportunities. As well as twitter, Instagram and Facebook, the below options may
also be worth considering.
Your organisation could:
➢ Produce press releases
➢ Add news items to your organisation’s website
➢ Use a blog and connect with your customers (but remember to update this
regularly)
➢ Join a relevant business online community.
With any use of social media, it is important to respond to posts and any queries as soon as
possible. This method of communication is fast and those using it expect to receive a quick
response in return. If you can dedicate time to manage this form of communication, it can
benefit your organisation, if not, expanding this area of communications may not be the
best solution.

Activity 4A

4.2 – Obtain reliable information and advice to prepare appropriate presentations

➢ Research and seek information from a variety of reliable sources
➢ Gather the information compiled from research and use to form a presentation.
Prepare information for making presentations

Research and seek information from authoritative sources. Make sure any information you
receive has come from a reliable contact and has data to support the facts and figures. If
you are unsure, check the information and make sure that it is correct before you use it.
Sources of information include:
➢ Industry sources/associations
➢ Government agencies
➢ Business contacts
➢ Trade contacts
➢ Research papers
➢ Trade journals/sites.
You can also look within your organisation to find sources of information that may be
relevant to your needs.
You can also talk to:
➢ Your colleagues
➢ Senior personnel
➢ Consultants
➢ Your customers/clients
➢ Your suppliers.
Prepare your presentation

Gather the information you have compiled and received, and look at how you can form your
presentation. Use the information that is relevant to your communications and produce a
presentation around this. You may want to add your own experiences into this or provide
supporting graphics. Look at the best use of supporting media and choose the appropriate
methods for your support.

Media use may include:
➢ PowerPoint slide presentation
➢ Prezi presentation
➢ Film clip/sound clip
➢ Internet access
➢ Interactive whiteboard
➢ White screen and projector.
Make sure that you do not overdo the amount of additional media to support your
presentation. Remember that people have come to see you present and not the white
screen behind you.
Preparing handouts
If you need to produce a handout to support your presentation needs, make sure this is to
the point and is visually appealing. Use your organisation’s templates and guidelines for
producing documentation to ensure that this correctly advertises the professionalism of
your organisation. Spell and grammar check, and ensure a suitable moment is made to pass
these out to the members of the audience.
When you have prepared your presentation, check through and make sure that you have
contained the information that you need.
You should also look at this from the perspective of the viewer and make sure that this is
not too long and that the order and information makes sense. When you are happy with
this, remember to practice your delivery so you can get to know this well and deliver this
with ease.

Activity 4B

4.3 – Adapt language, explanations, media and information/entertainment balance to meet the needs of
the audience
4.4 – Respond to questions openly and honestly

➢ Adopt different styles and techniques when presenting to engage the audience. This
might include:
o moving around as opposed to standing on the spot
o using different forms of media such as imagery
➢ Allow time for questions and answers during a presentation.
An effective presentation
To produce a winning presentation, it is important to rehearse
your delivery. Through practice, you can both learn your script
and be fluent in your presentation skills. Your understanding will
translate to confidence and the audience will automatically
engage at a deeper level.
You can also, through practice, rehearse the script until you can
confidently move away from the set format to deliver a more
bespoke presentation that best suits the needs of the audience.
This would enable you to introduce anecdotes, stories or visual
imagery to allow you to keep your presentation fresh and
appropriate to the persons attending. This will help your
audience to understand specific aspects that you want to relay.
Remember not to overload your presentation with too much
information.
Most people will only remember the first three/four points that you make. Try working your
presentation around three main points and build supporting information to help convey
this.
Make sure your use of language is appropriate to your audience. For example, if presenting
to industry contacts, you may use more specific business terminology. Be mindful of your
audience and where they are from so you can engage them correctly. Use explanations that
the audience can relate to. For example, there is little benefit to providing historical
production information when the audience are only interested in the new products you are
launching.
Move around to engage your audience
When you are presenting, if you have space, you should move around and use this. Engage
with all of your audience, look around, make eye contact and use your body language to
show a command of presence. A good example of this is when Apple launch a new product
and present this to a live audience (and online).
You should:
➢ Stand tall
➢ Stand and smile before you speak
➢ Be energetic
➢ Look at different people in the audience
➢ Use natural hand gestures when making a point
➢ Show you are happy and relaxed
➢ Vary the pace of your talk
➢ Emphasise with pauses.
Using media
You may need to use multimedia when delivering your presentation. Ensure that a balance
of imagery and media is used alongside your own presenting skills. This should be used to
support your needs and to add additional emphasis where needed.
Interacting with your audience
When including audience discussion time and questions and answers, during, or at the end
of your presentation, make sure that time is allowed for this process.
Encourage a verbal dialogue with your audience and remember to keep answers to
questions short and concise. This allows more people to ask questions and prevents the
presentation from overrunning. It also stops people from becoming frustrated and leaving
before you have properly closed the proceedings.
Avoid arguments
If anyone becomes aggressive or insistent
with a question or discussion point, try to
explain and clarify this to alleviate the
situation. If this does not help resolve the
individual’s needs or more in-depth
questions arise, offer to discuss the matter
after the presentation has finished. This
way you can acceptably move on and
diffuse any further confrontation from
occurring.
After the presentation has finished, make
sure you follow up with the person(s)
involved to answer their questions and
resolve any further issues.

Activity 4C

Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.
This includes:
1. Skills Activity
2. Knowledge Activity
3. Performance Activity.
This holistically assesses your understanding and application of the skills, knowledge and
performance requirements for this unit. Once this is completed, you will have finished this
unit and be ready to move onto the next one – well done!

References
These suggested references are for further reading and do not necessarily represent the
contents of this unit.
Websites
Intellectual property – https://www.ipaustralia.gov.au/trade-marks/understanding-trade-
marks/trade-mark-basics
Privacy Act (1988) - https://www.oaic.gov.au/privacy-law/privacy-act/
All references accessed on and correct as of 19/01/2017, unless other otherwise stated.


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BSB50215 Diploma of

Business College at International House

Unit of Competency ..................................................................................................................... 6

Business College at International House

Business College at International House

Management and Leadership - Leadership

Business College at International House

Business College at International House

4. Make presentations at 4.1 Select appropriate forums to present business positions to

Business College at International House

o prepares documentation that accurately summarises key findings or outcomes

o prepares presentations appropriate to audience needs, context and purpose

o selects appropriate and engaging vocabulary adjusting language and

o uses active listening and questioning to seek information and confirm

➢ Navigate the world of work

o understands the implications of legal and ethical responsibilities to maintain

➢ Interact with others

o demonstrates sophisticated control over oral, visual and/or written formats,

o selects and uses appropriate conventions and protocols when communicating

o adapts personal communication style to build trust and positive working

o plays a lead role in situations requiring effective negotiation and collaboration,

➢ Get the work done

o plans, organises and implements complex tasks required to achieve required

o uses analytical processes to evaluate options, and aid in problem-solving and

Evidence of the ability to:

➢ Prepare for, participate in, and lead meetings to obtain outcomes

➢ Prepare and make presentations to groups of people including:

o identifying suitable forums for presentations

o presenting reliable information

o designing the presentation to meet the needs of the audience

➢ Explain the requirements to maintain confidentiality in the workplace

➢ Identify industry, media and government organisations, events and communication

➢ Demonstrate principles of cross-cultural communication

➢ Explain principles of negotiation, mediation, conflict resolution and incident de-

➢ Describe structured and inclusive meeting procedures.

Business College at International House

Assessment must be conducted in a safe environment where evidence gathered

➢ Case studies and, where possible, real situations

➢ Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Companion Volume implementation guides are found in VETNet -

Business College at International House

1.1. Confirm the authority or mandate to present business views or position

Business College at International House

By the end of this chapter, the learner should be able to:

➢ Use appropriate forms of communication, both verbal and non-verbal, to engage

o speaking directly with others, as a one-to-one or within a group scenario

o telephone and video conference

➢ Written skills, this includes:

o writing letters, reports and other

o using databases and other

➢ Visual skills, this includes:

o how you present yourself to others

o use of body language to engage with people

o using a visual presentation to communicate information.

➢ Make sure your information is complete in all details, or as much as is possible at

➢ Use a more conversational tone to ensure communications are personable and

Business College at International House

Business College at International House

By the end of this chapter, the learner should be able to:

➢ Check any confidentiality requirements before dealing with information or records

➢ Follow confidentiality and privacy laws and regulations throughout professional

Your organisation’s protocols

➢ Verbal communication guidelines – always be