TECHNICAL WRITING & COMMUNICATION SKILLS

Credit Hours - 2

Instructor:

Riaz Akbar

Instructor:

Riaz Akbar

Course Objective: The objective of this course is to learn technical writing and presentation skills related to proposals, progress reports, oral presentations and much more. This course will enable students to learn and excel in communication skills.

Instructor:

Riaz Akbar

Course Objective: The objective of this course is to learn technical writing and presentation skills related to proposals, progress reports, oral presentations and much more. This course will enable students to learn and excel in communication skills.

Mini Project: Presentation.

Technical Report on a Research Project with Persuasive

Instructor:

Riaz Akbar

Course Objective: The objective of this course is to learn technical writing and presentation skills related to proposals, progress reports, oral presentations and much more. This course will enable students to learn and excel in communication skills.

Mini Project: Presentation.

Technical Report on a Research Project with Persuasive

Tentative Grading Policy: Assignments Report Final Term 25 marks 25 marks 50 marks

Recommended Books: 1. 2. 3. 4. 5. 6. µThe Technical Writing Process¶ by Marilyn Schauer Samuels. µWrite With Confidence¶ by Angela Burt. µReport Writing in Business¶ by T J Bentley. µThe Art of Communicating¶ by Bert Decker. µ101 Ways to Better Communication¶ by Elizabeth Tierney. µBusiness Letters for Busy People¶ by Jim Dugger.

Recommended Books: 1. 2. 3. 4. 5. 6. µThe Technical Writing Process¶ by Marilyn Schauer Samuels. µWrite With Confidence¶ by Angela Burt. µReport Writing in Business¶ by T J Bentley. µThe Art of Communicating¶ by Bert Decker. µ101 Ways to Better Communication¶ by Elizabeth Tierney. µBusiness Letters for Busy People¶ by Jim Dugger.

AND READ WHATEVER YOU GET YOUR HANDS ON

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another.

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ At work

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ At work At home

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ At work At home In politics

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ ‡ At work At home In politics In commerce

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ ‡ ‡ At work At home In politics In commerce In sport

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ ‡ ‡ ‡ At work At home In politics In commerce In sport In entertainment

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ ‡ ‡ ‡ ‡ At work At home In politics In commerce In sport In entertainment In financial world

³The world¶s problems could be solved if we kept talking´ Prof. Stephen Hawking

Everything that we do throughout each day involves communication in one form or another. ‡ ‡ ‡ ‡ ‡ ‡ ‡ At work At home In politics In commerce In sport In entertainment In financial world

When communication breaks down the consequences can be disastrous.

COMMUNICATION IN EDUCATION

COMMUNICATION IN EDUCATION
‡ Education is all about communication ± not only of hard facts but also of thoughts and ideas and proposals on which to base discussion and debate.

COMMUNICATION IN EDUCATION
‡ Education is all about communication ± not only of hard facts but also of thoughts and ideas and proposals on which to base discussion and debate. ‡ A good teacher who can effectively communicate facts, ideas and theories will turn out well-qualified pupils.

COMMUNICATION IN EDUCATION
‡ Education is all about communication ± not only of hard facts but also of thoughts and ideas and proposals on which to base discussion and debate. ‡ A good teacher who can effectively communicate facts, ideas and theories will turn out well-qualified pupils. ‡ The problem is the lack of teaching the pupils how to communicate their knowledge to others.

KNOWLEDGE IS POWER
True / False

FALSE

KNOWLEDGE IS NOT POWER

KNOWLEDGE IS NOT POWER IT IS POTENTIAL POWER

We get paid for what we do with what we know, not just for what we know.

Formal education has one purpose only ± to get people their first job.

Formal education has one purpose only ± to get people their first job. Self-education earns them their living.

THE BUSINESS ENVIRONMENT

THE BUSINESS ENVIRONMENT
‡ Almost 60% of fresh graduate employees leave their first jobs in the first year.

THE BUSINESS ENVIRONMENT
‡ Almost 60% of fresh graduate employees leave their first jobs in the first year. ‡ They are intelligent, well-qualified and keen to find a job in today¶s competitive market.

THE BUSINESS ENVIRONMENT
‡ Almost 60% of fresh graduate employees leave their first jobs in the first year. ‡ They are intelligent, well-qualified and keen to find a job in today¶s competitive market. ‡ The largest single reason for this alarming drop-out rate is their inability to communicate with their peers and their superiors.

You can acquire great knowledge, but unless you can communicate it to others, it is worthless.

The problems due to lack of communication in the workplace can start on day one.

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do?

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do? He has worked here for some time: he knows it all backwards.

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do? He has worked here for some time: he knows it all backwards. So he paints only a broad picture, leaving out minor details which are second nature to him

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do? He has worked here for some time: he knows it all backwards. So he paints only a broad picture, leaving out minor details which are second nature to him but not at all obvious to Farid.

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do? He has worked here for some time: he knows it all backwards. So he paints only a broad picture, leaving out minor details which are second nature to him but not at all obvious to Farid.

How does Farid react?

Example: Farid arrives for his first day in a new job. Asif is delegated to show him the ropes.

What does Asif do? He has worked here for some time: he knows it all backwards. So he paints only a broad picture, leaving out minor details which are second nature to him but not at all obvious to Farid.

How does Farid react? He has an awful lot to digest in his first few days.

What happens next?

What happens next? Farid begins to realize that he needs more information in order to do the job properly.

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload.

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload. Farid is too nervous or embarrassed to ask questions that might be considered stupid.

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload. Farid is too nervous or embarrassed to ask questions that might be considered stupid.

The result?

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload. Farid is too nervous or embarrassed to ask questions that might be considered stupid.

The result? Farid is already struggling: he is unable to perform to his best ability.

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload. Farid is too nervous or embarrassed to ask questions that might be considered stupid.

The result? Farid is already struggling: he is unable to perform to his best ability. His self-confidence is crumbling.

What happens next? Farid begins to realize that he needs more information in order to do the job properly. Asif, in the meantime, considers he has done his bit, and goes back to his own workload. Farid is too nervous or embarrassed to ask questions that might be considered stupid.

The result? Farid is already struggling: he is unable to perform to his best ability. His self-confidence is crumbling. Asif begins to think that Farid is not up to the job.

The lesson?

The lesson? 

Communicate from the word µGo¶.

The lesson? 

Communicate from the word µGo¶.  Explain things clearly and in detail.

The lesson? 

Communicate from the word µGo¶.  Explain things clearly and in detail.  Don¶t think that because something is obvious to you, it must be
obvious to someone else.

The lesson? 

Communicate from the word µGo¶.  Explain things clearly and in detail.  Don¶t think that because something is obvious to you, it must be
obvious to someone else. 

If you are the one being trained, don¶t be afraid to say things like µI get
the overall picture, but would you please go through such-and-such a point again?¶

The lesson? 

Communicate from the word µGo¶.  Explain things clearly and in detail.  Don¶t think that because something is obvious to you, it must be
obvious to someone else. 

If you are the one being trained, don¶t be afraid to say things like µI get
the overall picture, but would you please go through such-and-such a point again?¶ 

Ask questions.

The lesson? 

Communicate from the word µGo¶.  Explain things clearly and in detail.  Don¶t think that because something is obvious to you, it must be
obvious to someone else. 

If you are the one being trained, don¶t be afraid to say things like µI get
the overall picture, but would you please go through such-and-such a point again?¶ 

Ask questions.  Talk

For management the cost of failed communication can be absolutely staggering, involving:

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence  loss of credibility

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence  loss of credibility  loss of relationships

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence  loss of credibility  loss of relationships  loss of staff

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence  loss of credibility  loss of relationships  loss of staff  loss of trust

For management the cost of failed communication can be absolutely staggering, involving: 

loss of time  loss of respect  loss of business  loss of money  loss of confidence  loss of credibility  loss of relationships  loss of staff  loss of trust  loss of clients

When communication is good, the benefits are immediately apparent. People:

When communication is good, the benefits are immediately apparent. People: 

feel good

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time  feel empowered

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time  feel empowered  assume responsibility

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time  feel empowered  assume responsibility  share information

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time  feel empowered  assume responsibility  share information  respect, trust and like each other

When communication is good, the benefits are immediately apparent. People: 

feel good  do their job well  work well together  feel motivated  understand  save time  feel empowered  assume responsibility  share information  respect, trust and like each other  listen

Poor communication will inevitably lead to a negative outcome. Effective communication will undoubtedly lead to positive one.

POCKET REMINDERS

POCKET REMINDERS
‡ Create quality talk time with family and friends

POCKET REMINDERS
‡ Create quality talk time with family and friends ‡ Learn to communicate your knowledge to others

POCKET REMINDERS
‡ Create quality talk time with family and friends ‡ Learn to communicate your knowledge to others ‡ Talk about misunderstandings: be constructive

POCKET REMINDERS
‡ Create quality talk time with family and friends ‡ Learn to communicate your knowledge to others ‡ Talk about misunderstandings: be constructive ‡ Don¶t be afraid to ask question

POCKET REMINDERS
‡ Create quality talk time with family and friends ‡ Learn to communicate your knowledge to others ‡ Talk about misunderstandings: be constructive ‡ Don¶t be afraid to ask question ‡ Keep talking

WISE WORDS

WISE WORDS
³Nobody can go back to start a new beginning, but anyone can start today to make a new ending.´

INTERPERSONAL COMMUNICATION

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False)

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind.

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process?

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding.

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example:

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example: A: µI¶ve brought you Irfan¶s telephone number.¶

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example: A: B: µI¶ve brought you Irfan¶s telephone number.¶ µI can¶t phone her now ± I¶m too busy.

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example: A: B: A: µI¶ve brought you Irfan¶s telephone number.¶ µI can¶t phone her now ± I¶m too busy.¶ µI didn¶t ask you to phone her now!¶

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example: A: B: A: µI¶ve brought you Irfan¶s telephone number.¶ µI can¶t phone her now ± I¶m too busy.¶ µI didn¶t ask you to phone her now!¶

Here A was absolutely clear, with an unambiguous message causing no misunderstanding, but he or she got an unexpectedly hostile reaction from B, who completely misinterpreted A¶s good intentions.

INTERPERSONAL COMMUNICATION
A good communicator is someone who speaks well. (True/False) FALSE Less than 10% of any personal communication that makes an impression is of the verbal kind. It takes at least two people to communicate interpersonally, so what do they see, hear and feel during this process? You can be absolutely clear and unambiguous, but the person you are communicating with can give you a totally unexpected reaction, resulting in complete misunderstanding. Example: A: B: A: µI¶ve brought you Irfan¶s telephone number.¶ µI can¶t phone her now ± I¶m too busy.¶ µI didn¶t ask you to phone her now!¶

Here A was absolutely clear, with an unambiguous message causing no misunderstanding, but he or she got an unexpectedly hostile reaction from B, who completely misinterpreted A¶s good intentions. Have you ever reacted the way B did?

Communication is not just what we say or do: it is also what we hear and see.

Communication is not just what we say or do: it is also what we hear and see. If we are going to excel in communication it is necessary to respond to other people rather than react, and there is a difference.

Communication is not just what we say or do: it is also what we hear and see. If we are going to excel in communication it is necessary to respond to other people rather than react, and there is a difference. Think of it in terms of a doctor¶s prescription ± if you respond to the medicine it is doing you good, if you react it is not, and you need a change of medicine.

USING ALL YOUR SENSES

USING ALL YOUR SENSES

There are five major senses: ‡ visual ‡ kinesthetic (feeling) ‡ auditory (hearing) ‡ taste ‡ smell

USING ALL YOUR SENSES

There are five major senses: ‡ visual ‡ kinesthetic (feeling) ‡ auditory (hearing) ‡ taste ‡ smell

How do you process information? Is your predominant sense visual, kinesthetic or auditory?

USING ALL YOUR SENSES

There are five major senses: ‡ visual ‡ kinesthetic (feeling) ‡ auditory (hearing) ‡ taste ‡ smell

How do you process information? Is your predominant sense visual, kinesthetic or auditory? It is important to be aware of this, because to excel as a communicator you not only need to have a greater understanding of other people, you also need to have a greater understanding of yourself. This is known as emotional intelligence (EQ).

You can identify a person¶s predominant sense.

You can identify a person¶s predominant sense.

‡

Visual cue phrases: µsee the sense¶; µlooks to me like¶; µappears to me¶; Predominantly visual people normally speak fairly quickly, because they think in pictures. They try to make the speed of their words keep up with the speed of the pictures in their mind. They may greet you by saying µNice to see you¶.

You can identify a person¶s predominant sense.

‡

Visual cue phrases: µsee the sense¶; µlooks to me like¶; µappears to me¶; Predominantly visual people normally speak fairly quickly, because they think in pictures. They try to make the speed of their words keep up with the speed of the pictures in their mind. They may greet you by saying µNice to see you¶.

‡

Kinesthetic cue phrases: µit feels right¶; µslipped my mind¶. Predominantly kinesthetic types normally speak fairly slowly, because they are reacting to their feelings and sometimes have trouble finding the right words to match those feelings. They may greet you by saying µHow are you?¶, which or course means µHow are you feeling?¶.

You can identify a person¶s predominant sense.

‡

Visual cue phrases: µsee the sense¶; µlooks to me like¶; µappears to me¶; Predominantly visual people normally speak fairly quickly, because they think in pictures. They try to make the speed of their words keep up with the speed of the pictures in their mind. They may greet you by saying µNice to see you¶.

‡

Kinesthetic cue phrases: µit feels right¶; µslipped my mind¶. Predominantly kinesthetic types normally speak fairly slowly, because they are reacting to their feelings and sometimes have trouble finding the right words to match those feelings. They may greet you by saying µHow are you?¶, which or course means µHow are you feeling?¶.

‡

Auditory cue phrases: µI hear what you¶re saying¶; µloud and clear¶; µunheard of¶. Predominantly auditory people also speak fairly slowly with a well-modulated voice, using words carefully and selectively. They may greet you with µI heard you were coming today¶, or they may say µI hear the job¶s going well¶.

You can identify a person¶s predominant sense.

‡

Visual cue phrases: µsee the sense¶; µlooks to me like¶; µappears to me¶; Predominantly visual people normally speak fairly quickly, because they think in pictures. They try to make the speed of their words keep up with the speed of the pictures in their mind. They may greet you by saying µNice to see you¶.

‡

Kinesthetic cue phrases: µit feels right¶; µslipped my mind¶. Predominantly kinesthetic types normally speak fairly slowly, because they are reacting to their feelings and sometimes have trouble finding the right words to match those feelings. They may greet you by saying µHow are you?¶, which or course means µHow are you feeling?¶.

‡

Auditory cue phrases: µI hear what you¶re saying¶; µloud and clear¶; µunheard of¶. Predominantly auditory people also speak fairly slowly with a well-modulated voice, using words carefully and selectively. They may greet you with µI heard you were coming today¶, or they may say µI hear the job¶s going well¶.

So listen to a person¶s frequently used phrases and mould yourself accordingly.

LISTEN AND LISTEN WELL

How to listen well?

How to listen well?
‡ ‡ ‡ Look at the other person in the eye. Concentrate entirely on what they are saying. Check that you have not misunderstood a word or a phrase.

BE YOURSELF

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A.

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room.

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is 5. The person A is giving you the impression he or she is

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is 5. The person A is giving you the impression he or she is 6. The real A

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is 5. The person A is giving you the impression he or she is 6. The real A It is important to get the real two people communicating with one another.

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is 5. The person A is giving you the impression he or she is 6. The real A It is important the get the real two people communicating with one another. So, what do you do?

BE YOURSELF
Imagine two people facing one another across a table. One is you and the other is A. There are actually six people in the room. 1. The person you think you are 2. The person you are giving A the impression you are 3. The real you 4. The person A thinks he or she is 5. The person A is giving you the impression he or she is 6. The real A It is important the get the real two people communicating with one another. So, what do you do? ‡ ‡ ‡ be yourself, not a performer control your imagination ± don¶t lapse into fantasy (remember that negative imagination causes communication breakdown) ask questions that will identify the real person opposite you, and watch the body language that goes with the answers.

HELPING PEOPLE TO LIKE YOU

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ What we hand out in life we get back.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing).

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people. Ask a lot and listen and encourage other people to talk about themselves.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people. Ask a lot and listen and encourage other people to talk about themselves. Keep the customer satisfied (remember that the customer is always right).

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people. Ask a lot and listen and encourage other people to talk about themselves. Keep the customer satisfied (remember that the customer is always right). Sell yourself (don¶t force it).

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people. Ask a lot and listen and encourage other people to talk about themselves. Keep the customer satisfied (remember that the customer is always right). Sell yourself (don¶t force it). While being interviewed for a job, it is important to ask questions for showing the interviewers your interest in the company matters.

HELPING PEOPLE TO LIKE YOU
In order to be an effective communicator it is an advantage to be liked rather than disliked. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ What we hand out in life we get back. If you want to cheer up, cheer someone else up. Be friendly (friendliness, like good manners, costs nothing). Respect other people¶s feelings. Always make the other person feel important. Call people by their names. Show interest in other people. Ask a lot and listen and encourage other people to talk about themselves. Keep the customer satisfied (remember that the customer is always right). Sell yourself (don¶t force it). While being interviewed for a job, it is important to ask questions for showing the interviewers your interest in the company matters. Admit your mistakes without getting defensive and be prepared to apologize.

DEALING WITH PEOPLE

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ Praise where praise is due.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ ‡ Praise where praise is due. Be honest and keep your integrity.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ ‡ ‡ Praise where praise is due. Be honest and keep your integrity. Be assertive ± say µNO¶ where you have to.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ ‡ ‡ ‡ Praise where praise is due. Be honest and keep your integrity. Be assertive ± say µNO¶ where you have to. Ask µWhy?¶

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ ‡ ‡ ‡ ‡ Praise where praise is due. Be honest and keep your integrity. Be assertive ± say µNO¶ where you have to. Ask µWhy?¶ Be direct ± don¶t drop hints and hope the other person is getting the message.

DEALING WITH PEOPLE
Many of the frustrations that we experience in life come from dealing with people. ‡ Motivate ± don¶t manipulate (It is important to find out what motivates a person). The difference between good leadership and poor management is the difference between motivation and manipulation. Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it. ‡ ‡ ‡ ‡ ‡ ‡ Praise where praise is due. Be honest and keep your integrity. Be assertive ± say µNO¶ where you have to. Ask µWhy?¶ Be direct ± don¶t drop hints and hope the other person is getting the message. Act on advice, if you have asked for one.

POCKET REMINDERS

POCKET REMINDERS
‡ Concentrate on listening

POCKET REMINDERS
‡ ‡ Concentrate on listening Do respond, don¶t react

POCKET REMINDERS
‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively

POCKET REMINDERS
‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want Show them how to get it

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want Show them how to get it Everyone wants to be appreciated

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want Show them how to get it Everyone wants to be appreciated Praise works: flattery gets you nowhere

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want Show them how to get it Everyone wants to be appreciated Praise works: flattery gets you nowhere Be willing and able to say µNO¶

POCKET REMINDERS
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Concentrate on listening Do respond, don¶t react Control your imagination and use it effectively Think positive and be positive ± today and every day Always make the other person feel important To be interesting all you have to do is be interested Be a good news carrier Learn to sell yourself It¶s not what you say but how you say it If you¶re wrong, admit it Be prepared to apologize Find out what people want Show them how to get it Everyone wants to be appreciated Praise works: flattery gets you nowhere Be willing and able to say µNO¶ Say it how it is

WISE WORDS

WISE WORDS

‡ µBefore you put someone in their place you should put yourself in theirs.¶

WISE WORDS

‡ µBefore you put someone in their place you should put yourself in theirs.¶

‡ µYour temper is one of possessions. Don¶t lose it.¶

your

more

valuable

WISE WORDS

‡ µBefore you put someone in their place you should put yourself in theirs.¶

‡ µYour temper is one of possessions. Don¶t lose it.¶

your

more

valuable

‡ Failure is not a crime. should be.¶

Failure to learn from failure

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