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Procedures for Proper Communication Effective Communication: 32 Steps to Being an Outstanding Communicator.

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Presentation on theme: "Procedures for Proper Communication Effective Communication: 32 Steps to Being an Outstanding Communicator."— Presentation transcript:

1 Procedures for Proper Communication Effective Communication: 32 Steps to Being an Outstanding Communicator

2 1. Be direct when the situation demands it. Say what you mean clearly. Do not garble your message behind phrases that obscure or soften its impact. 2. When making a request or giving a directive, be polite but decisive. You can thank your employees for doing extra work without being apologetic. 3. Take a moment to think before speaking. What is it you really want to say? What emotions do you want to express? Which ones do you not want to express? How can you communicate them through your use of language? 4. Be certain the time is appropriate for communicating. Praise is usually welcome at any time, but avoids criticizing an employee’s work when he or she has one foot out the door and is leaving for a three-day weekend. Better to save your observations for a more receptive time.

3 5. Make sure you have all the information before making a statement. You can either delay the discussion or ask questions first to help you collect the necessary information. 6. Be clear and specific about what you want. If you are not sure that the people to whom you are talking have understood you, ask them to repeat your message. 7. When you communicate an important point, raise your voice slightly or begin to speak deliberately. Also, let your body language reflect the importance of what you are saying by leaning forward, opening your eyes wider and using appropriate hand gestures. 8. Always keep your own manager informed. Your superior wants to be prepared, to look good and in control. If you embarrass him or her, it will come back to haunt you.

4 9. Don’t hide bad news. The grapevine will get to your boss before you do, robbing you of the chance to put your own slant on the issue. 10. Speak confidently. Present your ideas concisely and clearly. Your body language should reinforce your self- confidence. Lean forward and maintain eye contact on critical issues. 11. Know your listeners. Who are they? What do they already know? How much detail do they need? What have they experienced prior to your message? What do they want to hear? Are they paying attention? Do they care about you and what you have to say? 12. Work at listening. Most people speak at an average rate of 120 words per minute. The average listening capacity is about four times faster. This difference can cause your mind to wander when someone is speaking unless you focus on the speaker’s words. Don’t plan your response while the person is speaking.

5 13. Overcome writer’s block by jotting down ideas as they come to you. Don’t assume you’ll remember them later. 14. Think out loud about a subject you’re writing on. Use a tape recorder and make notes—this is one way you can get over the hurdle of a blank page. 15. Focus on solutions rather than problems. Whether you are communicating verbally or in writing, show that you not only have a solution but are willing to take responsibility to apply your solution. 16. Ask your employees’ opinions. This will make your employees feel valued and can have a positive impact on their commitment. Demonstrate you really heard their ideas by acting on your staff members’ ideas. If you can’t act, explain as soon as possible.

6 17. Don’t assume that what you know, everyone knows. Staff won’t know unless you make a deliberate attempt to carefully convey the information. 18. Meet regularly. Hold staff meetings to report how the organization is doing, major accomplishments, concerns, announcements about staff and so forth. 19. Use staff meetings to solicit feedback on your management. Do a roundtable approach to hear from each person. 20. Avoid the possibility of rumors developing. Take the attitude that it is better to give too much information than too little. Keep a flip chart in your work area. Write news on it regularly. Allow your people to write questions that they want to deal with at your meetings.

7 21. Never deny or lie about the truth. Often, information reaches your staff before you get it. Track down the source and establish whether the information is fact or fiction. When you have the truth, let your people know right away. 22. Begin conversations positively. If there is the possibility for conflict, start off with something you both agree on. Build on areas that you have in common to establish a positive atmosphere. 23. Avoid the word “but.” The word immediately puts people on the defensive. A better word to use is “and” to end conversations positively. 24. Use positive language. Be conscious of both what you say and how you say it. Don’t get the reputation of being a naysayer, someone who is very good at finding holes in the ideas of others.

8 25. Build collaboration with your words. Demanding phrases like the following imply coercion and can pressure and prompt resistance: “You should…,” “You ought to…,” “you must…,” “I must ask you to….” 26. Solicit the other’s perspective. In a negotiating situation, use questions to find out what the other person’s concerns and needs might be. Try: “What do you need from me on this?” “What are your concerns about what I am asking?” 27. State your needs. Just as you need to know the other party’s needs, he or she needs to know what you need. It is important to state not only what you need but also why you need it. Often, disagreement occurs over the method for solving an issue, not the overall goal. 28. Prepare your options beforehand. If your preferred solution isn’t acceptable, know how far you will bend. Anticipate why the other party may resist your suggestion and be prepared to counter with another idea.

9 29. Don’t argue. You argue when you want to prove the other person is wrong, not to make progress in reaching an agreement, whatever the situation. Arguments demean the other person and often result in a power struggle. 30. Determine when written communication is preferable. Is a major decision required? Is the issue complex? Does the matter need to be studied prior to a decision? Under those circumstances, a document is often preferable. 31. Avoid legalese. Use a conversational style of writing. Write as if you were talking to friends. 32. Keep written communications brief and specific. Focus on the steak— not the sizzle. Make your first paragraph short—grab your reader’s interest and keep it by writing clearly and concisely.


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