Presentation on theme: "Effective Interpersonal Communication: “Why Can’t You Think and Act Like Me?” Communication Basics Generational Differences Coaching and Mentoring."— Presentation transcript:
Effective Interpersonal Communication: “Why Can’t You Think and Act Like Me?” Communication Basics Generational Differences Coaching and Mentoring
Communication Any act by which one person gives to or receives information from another person. Sender—Sends a message Receiver—Receives the message and processes the information
The Communication Process Model NOISE SENDER RECIEVER CHOOSES A MESSSAGE ENCODES THE MESSAGE CHOOSES THE CHANNEL MESSAGE DECODES THE PROVIDES FEEDBACK
Communication The WAY we communicate establishes the NATURE of our relationships.
Types of Communication Verbal Oral Non-Verbal Facial Expressions Body Gestures Symbolic Signals
WHAT you say VERBAL HOW you say it TONE HOW you act/react BODY LANGUAGE Communication Basics
WHAT vs. HOW “I didn’t say you were ugly.” “I didn’t SAY you were ugly.” “I didn’t say YOU were ugly.” “I didn’t say you were UGLY.”
Statistics Humans have 5 times more capacity to listen than to speak. 4/5 of our minds have the opportunity to wander while we are listening to someone else.
Statistics 47% of our time is spent writing, typing, speaking or reading 53% of our time is spent listening to others More than 1/2 of our time communicating is spent listening Only 30% of what was said is retained Only 1/2 of that is remembered
Active Listening Focus on the person speaking Eliminate distractions Listen for feeling Active Listening
Content Listen for details Question To clarify Paraphrase Repeat without parroting
Effective Listening Typing, talking, texting, etc… Make eye contact Watch body language Ask open-ended questions
Communication Barriers Language Economic status Disability Educational background Age
Communication Barrier: Perception How you perceive a message can be a communication barrier
Communication and Building Relationships I wait until others have finished talking before I speak; I don’t interrupt. I listen to understand the other person before I give my opinion or response. I maintain an open mind in most discussions. I seek and consider other people’s opinions. I spend time planning important communications, written or oral.
Diversity = Cultural Differences Biologically we are all the same. The differences between people, groups of people, communities and populations are their cultural differences: Differences in values, beliefs and world views Differences in values, beliefs and world views Differences in perception, behaviors, actions and interactions Differences in perception, behaviors, actions and interactions
Culture is the Totality of Our: Values Beliefs Customs Behaviors World Views
What Do we Know? What Do we Know? Diversity goes beyond race and gender Diversity goes beyond race and gender Humans resists change Humans resists change Humans find comfort and trust in likeness. We are ethnocentric. Humans find comfort and trust in likeness. We are ethnocentric.
Generational Differences: Working With Generations Purpose: To increase the amount of workplace interaction among employees of different ages.
Baby Boomers ( 1946-1964) Service oriented Dedicated to/primary loyalty: Career Optimistic Competitive Uncomfortable with conflict Willing to work long and hard Work ethic: Driven
Baby Boomers Childhood Assassinations JFK—1963 JFK—1963 MLK—1968 MLK—1968 Vietnam—1965 Man on the Moon—1969 The Pill—1960
Acknowledge experience, dedication, and length of service Seek their help and advice with issues involving the workplace Strike a balance between emails/voicemails (impersonal) and face-to-face meetings Overly sensitive to feedback Judgmental of those who see things differently Supervising a Baby Boomer
Generation X (1965-1981) Multi-tasked Flexible hours Informal work environments Family-oriented Fun Work ethic: Balanced Tech savvy Loyalty: Family/personal needs
Supervising a Generation X Acknowledge their talents and expertise Web-based training Keep material brief and easy to read Understand and honor their need for a balance of work and personal life. “We want you to have a life.”
Supervising a Generation X (Cont’d) Stress upcoming organizational changes This group is not afraid to ask questions Give them lots to do and the freedom to do it
Baby Boomer vs. Generation X Baby Boomer Loyal to job 3 careers Difficult time with change Generation X Family-oriented 8-10 careers Cause of change (New ideas)
Confident Achievement Sociable Street smart Tech savvy Have problems dealing with difficult people Self-assured Work ethic: Ambitious Generation Y (1982-2002)
Generation Y’s Childhood Oklahoma City Bombing The Internet Clinton/Lewinsky scandal Columbine High School Massacre September 11, 2001
Supervising a Generation Y Acknowledge their talents and fresh perspectives Allow plenty of orientation time Create a clear, realistic picture of work environment Spell out expectations and goals Be open to new and different ways of working Keep communications short, clear, direct, and specific
Coaching & Mentoring Coaching is used when there is a well- defined goal that is based on improving skills and performance. Mentoring is valuable for career development, providing general guidance, setting and achieving goals, making decisions or facilitating problem solving.
Coaching & Mentoring Coaching is a method of directing, instructing and training a person or group of people, with the aim to achieve some goal or develop specific skills.
Coaching and Mentoring Mentoring refers to a personal developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. personal developmentalpersonal developmental
Characteristics of Coaching It consists of one-to-one developmental discussions. It provides people with feedback on both their strength and weaknesses. It is essentially a non-directive form of development.
Characteristics of Coaching It focuses on improving performance and developing/enhancing individual’s skills. Personal issues may be discussed but the emphasis is on performance of work.
Coaching for Success Do I coach my employees to help them achieve success in what they do? Do I provide one-on-one sessions with each person who reports to me? Do I help others to be self-aware of the areas they need to improve or develop? Do I support the goals set by individuals that I supervise?
Coaching for Success (cont’d) Do I help employees to be accountable for their goals and performance? Do I deal openly, constructively and promptly with negative performance issues? Do I really listen to understand the concerns of others? Do I encourage and ask for feedback on my own performance from my employees?
What is a Mentor? A Mentor is usually more experienced and more qualified than the “mentee”. A mentor is often a senior person in the organization who can pass on knowledge and experience and open doors to otherwise out-of-reach opportunities.
Mentoring is: An ongoing relationship Can be more of a casual setting Is intended to meet the needs of the “mentee” Focuses on career and personal development Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles
Inspiring Employees to Motivate Themselves Shared concept/vision Purpose agreement Team thinking Sensitivity Free discussion Team-set goals Assist with challenges
Overcoming Obstacles Learn to say “NO” with tact State your objection State your objection Use “I” to describe your feelings Use “I” to describe your feelings Propose an alternative action Propose an alternative action Learn resiliency Be positive under pressure and stress Be positive under pressure and stress Overcome adversities Overcome adversities Bounce back from setbacks Bounce back from setbacks
Coaches seldom mentor, but mentors often coach!
At the End of the Day… Am I consistent? Do my employees believe what I say? Do they perceive me as competent to carry out what I say? Do they perceive me as looking out for them?
New Golden Rule Treat people how THEY want to be treated!
Effective Communication is the solution to almost everything in this world.
The Importance of New Employee Orientation Presented by: Selestria Guy 25 May 2011
NEW EMPLOYEE ORIENTATION To ensure new employees receive a consistent message with regard to: To ensure new employees receive a consistent message with regard to: Goals Goals Mission Mission Culture Culture Benefits Benefits Expectations Expectations. Responsibilities
PURPOSE (continued) To provide a structured process to help the new employee function effectively in their new role To provide a structured process to help the new employee function effectively in their new role To foster individual, organizational and community effectiveness in improving public health To foster individual, organizational and community effectiveness in improving public health
ORIENTATION GOALS Provide needed information Provide needed information Provide access to resources Provide access to resources Assist in their transition to their new Assist in their transition to their new position position Help them feel a part of the ADH team Help them feel a part of the ADH team
The ADH Orientation Process Orientation begins the first day of employment and continues throughout the first year.
Orientation to ADH & PH Begins with a two day program Delivered face-to-face and via video conference Delivered face-to-face and via video conference Scheduled within their first 2 weeks Scheduled within their first 2 weeks Includes a Welcome from Dr. Halverson Includes a Welcome from Dr. Halverson Introduces the Orientation Checklist (HR-30) Introduces the Orientation Checklist (HR-30)
Orientation for New Employees Welcome ADH Mission & Vision Intro to Public Health The Press and You Human Resources Preparedness and You Continuing Ed & Training ADH Information Technology Benefits and Payroll Basic Blends – Day Two
Orientation for New Employees Equal Employment Opportunities (EEO) Grievance Process Sexual Harassment HIPAA Freedom of Information Act ID Badges, Parking Decals Timesheets and CATMAn
New Employee Orientation Checklist Policy Number (HR-30) List of topics to be completed Time frame for completion Course ID numbers for courses on A-TRAIN Areas for supervisor and new employee to sign and date
Section 2 Training tasks to be completed within
Section 3 Topics your supervisor will review with you. Additional space is provided to include other topics at the discretion of the supervisor
Section 4 To be completed at the end of your six month probationary period Includes a space for questions and comments Signed and dated by both employee and supervisor
Section 5 You are to complete this section with your employee at the end of their 12 month. Again the employee and the supervisor need to sign and date this section. The supervisor will provide a completed copy to the employee and maintain the original in their personnel file. This is the time for the new employee to again ask questions and discuss their job and their goals.
Methods of Delivery Face-to-Face Face-to-Face Video Conference Video Conference Intranet & Internet Intranet & Internet On-line via A-TRAIN On-line via A-TRAIN
What is A-TRAIN ? Distance learning network Links for training to improve public health Training & information for our employees Variety of instructional media
Andrew Hradesky Phone: 501-661-2158 Orientation Contact Communications Internal – Dianne Woodruff Phone: 501-280-4531 Media – Ann Wright or Ed Barham Phone: 501-661-2474 Human Resource Contact Helen Ticey Phone: 501-661-2439 Key Contacts for Orientation Questions A-TRAIN Contact Selestria Guy Phone: 501-661-2604
Who Works in Public Health? training experience background education Individuals with diverse