EXAM

https://www.surveymonkey.com/r/BLVFHWJ
Assertive Communication
 OBJECTIVES
• Define and differentiate Passive, Aggressive and
Assertive Communication

• Demonstrate Assertive Communication

• Demonstrate Active Listening

• Demonstrate providing and receiving feedback

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 COMMUNICATION
STYLES

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 ACTIVITY
• Please look for a partner to pair-up. You are each
given 3 mins to introduce and talk with your partner.

• Tell something about yourself

• Background
• Fun Facts about yourself

• After both partners have shared, look for a new

partner to pair-up with
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 ACTIVITY
• How did you feel about your sharing?

• How did you feel about your partner’s sharing?

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 ACTIVITY
• Please look for a partner to pair-up. You are each
given 5 mins to introduce and talk with your partner.

• Provide your discussion based on the topic and

stance provided to you:

• Use of phones for personal reasons should be

banned during working hours.

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 ACTIVITY
• How did your partner communicate their side?

• Were you convinced? Why yes? Why no?

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 There are different
communication styles

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 PASSIVE ASSERTIVE AGGRESSIVE
COMMUNICATION COMMUNICATION COMMUNICATION
Shy to express their Interrupts others whole
Expresses self clearly
thoughts speaking

Avoids eye contact Maintains eye contact Glares at people

Speaks softly or weakly Speaks firmly Speaks loudly

Body Language: Body Language: Body Language:

Turned away Facing other person Invading space
Body Language: Body Language: Body Language:
Collapsed Posture Open Posture Closed posture
Voice: Voice: Voice:
Uncertain Intonation Clear and reasonable tone Insincere Tone
Conversation: Conversation: Conversation:
Less time to share Equal time to share More time to share
Words: Words: Words:
Excessive Apology “I” Statements Unsolicited Opinions

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Passive Communication
• Not expressing feelings or needs; ignoring your own
personal rights and allowing others to do so
• Deferring to others for decision making in order to
avoid tension or conflict
• Often leads to misunderstanding, built-up anger, or
resentment
• Can be a safer communication option when a
conflict may escalate to violence

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Aggressive Communication
• Expressing feelings, needs, and ideas at the expense
of others; ignoring others’ rights in order to support
your own
• Defensive or hostile when confronted by others
• Often alienates and hurts others
• Can help meet your needs quickly

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Assertive Communication
• Direct, honest communication of thoughts and
feelings
• Respecting the feelings, ideas, and needs of others
while also asserting your own
• May not be effective when interacting with
individuals that threaten your personal safety

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 PASSIVE ASSERTIVE AGGRESSIVE
COMMUNICATION COMMUNICATION COMMUNICATION

Prioritizes the needs, values Communicates respect Struggles to see the needs,
and opinions of others over with balance between values and opinions of
their own others and self others

Avoidance Direct & honest Defensive and hostile

Aims to express and

Aims to please Aims to win
influence

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COMMUNICATION STYLES
Acceptable Behavior

Too Weak Doing Great Too Strong

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COMMUNICATION STYLES
HOW DO YOU STAY HERE?

DON’T SPEAK UP BE FAVORED DO SPEAK UP

GO UNNOTICED GET REJECTED

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 Assertive
Communication

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Three Basic Steps to
Assertive Communication

• Preparing for the conversation

• Having the conversation

• Responding afterward

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 PREPARING FOR
THE CONVERSATION

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Preparing for the conversation

Expressing Opinion Validate – Express - Expound

Requesting Action / Making Request

Confronting Issues

Negotiating

Saying No

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Preparing for the conversation
• Consider your intention
• Understand your objective

• Frame your message

• Effective and clear communication

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Preparing for the conversation
Scenario:
During a team meeting an idea
was about to be executed and you
have a different opinion about it.
Intention / Objective:

Expressing Opinion
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Preparing for the conversation
Scenario:
You need to get a an update from
your team members regarding a
project
Intention / Objective:

Requesting an action
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Preparing for the conversation
Scenario:
You noticed that data reported to
you are incorrect and you wanted
to review it
Intention / Objective:

Confronting an issue
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Preparing for the conversation
Scenario:
The timeline given to you for a
project is too tight given the current
workload you have.
Intention / Objective:

Negotiating
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Preparing for the conversation
Scenario:
You were requested to work on
project outside working hours

Intention / Objective:

Saying “No”
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Preparing for the conversation

Expressing Opinion Validate – Express - Expound

Requesting Action / Making Request Current State – Desired State

Confronting Issues Verify – Express - Expound

Negotiating Validate – Reason - Ask

Saying No Acknowledge – Reason - Decline

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Preparing for the conversation

Expressing Opinion Validate – Express - Expound

Requesting Action / Making Request

Confronting Issues

Negotiating

Saying No

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 HAVING THE CONVERSATION

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Having the Conversation
• Actively listen
• Gather information and
understand the message

• Be direct and clear with the message

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 ACTIVE
LISTENING

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 ACTIVE LISTENING

"Active listening requires de-centering from one’s fixed

position to be fully present with another. It helps people
feel more understood and strengthens relationships as it
signals a willingness to sit with the other’s perspective
and empathy for their situation instead of singular focus
on oneself.”

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ACTIVE LISTENING

When you DON’T understand the need

When you understand the need

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 ACTIVE LISTENING
• Be fully present

• Pay attention to non-verbals

• Keep good eye contact

• Reflect what you hear

• Be patient. Withhold judgment.

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 ACTIVITY
• Think of one happy or sad moment.

• Narrate the story with your partner.

• Change roles.

• Take note of how the other person listens to you.

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 ACTIVITY
• As the one sharing, how did you feel?

• Was your listener attentive to your story?

• As the listener, how did you feel?

• What specific details did you catch?

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Having the Conversation
• Actively listen
• Gather information and
understand the message

• Be direct and clear with the message

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Having the conversation

Expressing Opinion Validate – Express - Expound

Requesting Action / Making Request Current State – Desired State

Confronting Issues Verify – Express - Expound

Negotiating Validate – Reason - Ask

Saying No Acknowledge – Reason - Decline

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 ACTIVITY

• You will be grouped

• The intention and objective, and scenario will be
provided.
• If called, discuss how you will communicate the
message.

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Having the conversation
Scenario:
During a team meeting an idea
was about to be executed and you
have a different opinion about it.
Intention / Objective:
Expressing Opinion
Frame of message:
Validate – Express - Expound
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This document is for internal use only and may contain privileged, proprietary or otherwise private information. It must not be released to other parties in whatever form without prior consent to the authors.
Having the conversation
Scenario:
You need to get a an update from your
team members regarding a project

Intention / Objective:
Requesting an action
Frame of message:
Current State – Desired State
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2023 Metropolitan Bank & Trust Company
This document is for internal use only and may contain privileged, proprietary or otherwise private information. It must not be released to other parties in whatever form without prior consent to the authors.
Having the conversation
Scenario:
You noticed that data reported to you are
incorrect and you wanted to review it

Intention / Objective:
Confronting an issue
Frame of message:
Verify – Express - Expound
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2023 Metropolitan Bank & Trust Company
This document is for internal use only and may contain privileged, proprietary or otherwise private information. It must not be released to other parties in whatever form without prior consent to the authors.
Having the conversation
Scenario:
The timeline given to you for a project is too
tight given the current workload you have.

Intention / Objective:
Negotiating
Frame of message:
Validate – Reason - Ask
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Having the conversation
Scenario:
You were requested to work on project
outside working hours

Intention / Objective:
Saying “No”
Frame of message:
Acknowledge – Reason – Decline
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 Providing Feedback

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 FEEDBACK
• Promotes personal and professional growth.

• Provides positive criticism and allows to see

what everyone can change to improve their
focus and results.

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 FEEDBACK

S.B.I. S.S.C. S.T.A.R.

SITUATION START SITUATION

BEHAVIOR STOP TASK
IMPACT CONTINUE ACTION
RESULT

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 FEEDBACK
Situation
Describe the situation. Be specific about when and where it occurred.

Behavior
Describe the observable behavior. Stick to the facts.

Impact
State the effect of the behavior on: -You, the Organization or the Team.
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 FEEDBACK
Start
Identify behaviors or skills that the employee should start doing

Stop
Identify behaviors or instances that are not working

Continue
Identify behaviors or instances that are working well or value-adding
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 FEEDBACK
Situation
Specifically recall and describe situation.

Task
Identify what was the desired outcome.

Action
Recall what was done. State facts.

Result
Compare desired outcome and actual outcome.
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COMMUNICATION STYLES
Acceptable Behavior

Too Weak Doing Great Too Strong

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2023 Metropolitan Bank & Trust Company
This document is for internal use only and may contain privileged, proprietary or otherwise private information. It must not be released to other parties in whatever form without prior consent to the authors.
COMMUNICATION STYLES
HOW DO YOU STAY HERE?

DON’T SPEAK UP BE FAVORED DO SPEAK UP

GO UNNOTICED GET REJECTED

www.footnotes.org
2023 Metropolitan Bank & Trust Company
This document is for internal use only and may contain privileged, proprietary or otherwise private information. It must not be released to other parties in whatever form without prior consent to the authors.