D ALE C ARNEGIE T RAINING Janet the “Nice Auditor” Janet the “Nice Auditor”
D ALE C ARNEGIE T RAINING Hierarchy of Needs Survival Security Belonging Importance Self-actualization
D ALE C ARNEGIE T RAINING Which Do You Want To Be?
D ALE C ARNEGIE T RAINING Linear Communications Linear communication typically includes: Reports E-mails Letters Voice mail Sender Receiver
D ALE C ARNEGIE T RAINING Interactive Communication Interactive communication typically includes: Phone calls Group meetings 1 on 1 meetings Teleconferences Video conferencing Message Feedback Receiver Sender
D ALE C ARNEGIE T RAINING The Communication Cycle of an Effective Leader Message Feedback Relationship Filter Receiver Sender
D ALE C ARNEGIE T RAINING Strength-Centered Compliments Things Accomplishments or Actions Personal Traits What To Compliment:
D ALE C ARNEGIE T RAINING Credible Praise For the highest credibility, combine the noting of specific accomplishments with recognition of the person’s personal qualities, strengths and traits that made those accomplishments possible
D ALE C ARNEGIE T RAINING Strength-Centered Compliments Accomplishment or Action Personal Trait Evidence Ask a Question How To Compliment:
D ALE C ARNEGIE T RAINING Showing Appreciation “One strength or quality I see in you is… The reason I say that is…” Or “You did ___ very well because…. The strength you have shown here is…” Ask a question to get them talking
D ALE C ARNEGIE T RAINING Cushions Build Rapport Soften Resistance Show Respect u Avoid “But” u & “However”
D ALE C ARNEGIE T RAINING The 5 R’s Rapport Relate Findings Recommend Review Purpose Reassure
D ALE C ARNEGIE T RAINING Selling Your Ideas A Quick Quiz Ask Questions Talk in Terms of Their Interests
D ALE C ARNEGIE T RAINING Levels of Listening Ignore Pretend Selectively Attentively Empathetic Listening
D ALE C ARNEGIE T RAINING LADDER to Listening Look at the Other Person Ask Questions Don’t Interrupt Don’t Change the Subject Express Emotion w/ Control Respond Appropriately
D ALE C ARNEGIE T RAINING The Difference... Listening to Learn Listening to Respond VS.
D ALE C ARNEGIE T RAINING People Support a World They Help Create
D ALE C ARNEGIE T RAINING Strengthen Relationships Don’t criticize, condemn or complain Give honest, sincere appreciation Arouse in the other person an eager want Become genuinely interested in others Smile
D ALE C ARNEGIE T RAINING Strengthen Relationships Remember names Be a good listener Talk in terms of the other person’s interests Make the other person feel important and do it sincerely.
Maintaining Accountability The Process The Process Users of the Process Owners of the Process
D ALE C ARNEGIE T RAINING Holding People Accountable Put it limbo No decisions are made Establish accountability Accountability is assigned to another person Buy it back Delegation is negated
D ALE C ARNEGIE T RAINING Empowerment Analysis “Should Be” Performance Standards “Should Be” Performance Standards Control Limits Subtle Deviations Obvious Deviations
Cycle of Accelerated Learning Habit Skill Attitude Knowledge Need to Want to Can do Will do Show me how Need to Want to Can do Will do Show me how Right with strong coaching The knowledge trap Fundamentals Concepts Principles Practice More coaching Feedback Follow-up Accountability Measurement Recognition More coaching Feedback Follow-up Accountability Measurement Recognition
D ALE C ARNEGIE T RAINING Today’s Business Reality Time Quality Cost
D ALE C ARNEGIE T RAINING Tyranny of the Urgent Urgent Not Urgent Important Not Important I Crisis Deadlines Meetings Repairs II Planning Clarifying Values Relationships Vision Process- Improvement III Phone calls Interruptions Mail Reports Drop-ins IV Trivia “Escapes” Junk Mail Busy Work
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