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Communicating Clearly Accenture Monterrey PTM Workgroup Presented by
© Accenture 2009 1 Contents 1.Learning The Basics 2.Exchanging Information 3.Acquiring More Skills
© Accenture 2009 2 Learning The Basics
© Accenture 2009 3 Learning The Basics – Working Toward Better Communication The art of getting your message across effectively is a vital part of being a successful manager. Good Communication is the lifeblood of organizations. It takes many forms such as speaking, writing and listening, its purpose is always to convey a message to recipients. Communicating is always a two-way process. In management, you communicate to get things done, pass on and obtain information, reach the decisions and develop relationships. There are always at least two parties involved in any communication, each of whom may have different wants, needs and attitudes. These wants and needs can present barriers if they conflict with those of the other party, and such barriers may stop you conveying or receiving the right message.
© Accenture 2009 4 Learning The Basics – Working Toward Better Communication The three rules that govern good communication are all associated with clarity: –Be clear in your own mind about what you want to communicate –Deliver the message succinctly –Ensure that the message has been clearly and correctly understood It is essential when communicating a message that you give serious thought to the medium you choose. Methods of communication can be grouped into five main types: –Written Word –Spoken Word –Symbolic Gestures –Visual Images –Multimedia (Combination of these)
© Accenture 2009 5 Learning The Basics – Understanding Body Language Your body language can either strengthen communication or damage it. When standing with people, leave a personal space of about 1 yd (1m) Body language is difficult to read and to control. However, a broad understanding of body language is one route to understanding the real opinions of others. CULTURAL DIFFERENCES – –Britons and Americans tend to leave more personal space around them than other nationalities, and are more likely to move away if they feel that their space is being invaded. –People of live in rural areas may also stand farther apart than city dwellers.
© Accenture 2009 6 Learning The Basics – Understanding Body Language Communicating by Body Language.
© Accenture 2009 7 Learning The Basics – Understanding Body Language Leaving an acceptable distance between people is part of body language, and this distance changes depending on situation. For instance, guests at a social gathering stand closer to one another than strangers in a business situation. CULTURAL DIFFERENCES – –Britons and Americans tend to leave more personal space around them than other nationalities, and are more likely to move away if they feel that their space is being invaded. –People of live in rural areas may also stand farther apart than city dwellers.
© Accenture 2009 8 Learning The Basics – Understanding And Using Gestures Gestures together with other nonverbal communication such as posture and facial expressions, are an important part of body language. CULTURAL DIFFERENCES – –The nonverbal language of gestures varies from country to country. Some to watch for include the North American thumb and forefinger gesture for OK (may insult a Dane). –Pointing with a finger (consider rude in china); the French enthusiasm for shaking hands (excessive to Britons) –Shaking your head meaning “no” (means “yes” to Indians); and hugging in public (unacceptable in Singapore).
© Accenture 2009 9 Learning The Basics – Understanding And Using Gestures Giving body signals
© Accenture 2009 10 Learning The Basics – Understanding And Using Gestures Giving body signals
© Accenture 2009 11 Learning The Basics – Learning To Listen The two- way nature of communication – so that both sides understand each other – is widely ignored. Listening techniques are vital. Since how you listen conveys meaning to the other person and helps to make the exchange successful. When you are in search of information, consensus, or a working relationship, the more obviously you listen attentively, the better. You may need to speak to get a response, but show you do not wish to dominate the conversation. Ask open questions, which lead to discussion, and keep your responses brief. Listening Skills –Empathizing – Pay close attention to what the person is saying, talk very little, and use encouraging nods and words. –Analyzing - Ask questions carefully, so you can pick up clues from the answers. –Synthesizing – If you need to achieve a desired result, make statements to which others can respond with ideas.
© Accenture 2009 12 Learning The Basics – Learning To Listen Interpreting Dialogue –Test your understanding by rephrasing statements and repeating them to the speaker. It should then be clear that you have understood each other – or they may correct you and clarify their statement. Misunderstandings are caused by wishful listening – hearing only what you want to hear
© Accenture 2009 13 Learning The Basics – Learning To Listen Listening and Mirroring Using Neuro-Linguistic Programming (NLP) –One basic theory behind neuro-linguistic programming (NLP) is that the way in which people speak shows how they think
© Accenture 2009 14 Learning The Basics – Asking Questions How you ask questions is very important in establishing a basis for good communication. Why, what, how, and when are very powerful words. Use them often to seek, either from yourself or from others, the answers needed to manage effectively. Knowing what to ask –The right questions open the door to knowledge and understanding. The art of questioning lies in knowing which questions to ask when. Choosing Questions –Always look at the type of question that best meets your aims. You may want to initiative a discussion, obtain specific information or attend a particular end. –Keep asking questions until you are satisfied that you have received the answers you require. –Write a list of questions before you start a meeting. –Do not be afraid to pause while thinking of your next question.
© Accenture 2009 15 Learning The Basics – Asking Questions Choosing Questions For Different Responses
© Accenture 2009 16 Learning The Basics – Taking Notes There is no need to rely on memory. There are several different ways to make written records; experiment, and use whichever method suits you –Taking Linear Notes – If you are taking notes while people are speaking do not try to write their words in longhand and in sequence. Instead listen to what is being said and note down the key points in your own words –Using Speed Writing – Drop all vowels unless they begin a word, use numerals for numbers, and use standard abbreviations such as an ampersand (&) for “and”. Use special abbreviations for common words such as: tt (that), th (the), t (to and it), r (are), s (is), v (very), f(of), g (-ing) and d (-ed)
© Accenture 2009 17 Learning The Basics – Taking Notes
© Accenture 2009 18 Learning The Basics – Taking Notes Using Mind Maps - Are a way of making visual notes
© Accenture 2009 19 Exchanging Information
© Accenture 2009 20 Exchanging Information – Making Contact Making contact –Stand up to greet or say good-bye to people – it is rude o stay seated. –All attendees at a meeting need to be introduced to each other at the outset. Greeting People –Use first names and an informal salutation such as “Good Morning,” “How are you?” or “Nice to see you”. –With strangers, the greeting also acts as an introduction, so you announce your name (:I’m Mary Black”) and follow up with an expression of polite pleasure (“It’s good to meet you”). This implies friendly intent.
© Accenture 2009 21 Exchanging Information – Making Contact Using Bodily Contact –If you are greeting a person with whom you are familiar, you may or may not shake hands. –In most situations, meet strangers with an extended hand, and offer a firm shake. Cultural Differences –In greetings, Spanish, French, Italian, and Latin American male colleagues may embrace each other. In contrast, the Japanese usually bow from a distance, perhaps shaking hands when better acquainted.
© Accenture 2009 22 Exchanging Information – Passing Information Managers spend much of their time delivering and receiving messages in person. This can be the most critical – and satisfying – arena of communication. Honesty and feedback are both essential if you are to achieve clarity and progress. Finding Information –Start by finding out which areas people most want to know about. Job Security, working conditions, reward, location, and benefits are all important, and you should communicate any changes affecting these as soon and as directly as possible.
© Accenture 2009 23 Acquiring More Skills
© Accenture 2009 24 Acquiring More Skills – Briefing Effectively Conveying to people the purpose, means, and extent of a task entrusted to them is a basic exercise in communication. Learn how to brief effectively – whether a client, colleague, or supplier – and you will help a project on the way to success. There are a number of different types of brief. Briefs may be about action to be taken in the future, or the may be debriefing reports that explain what has happened and why. Compiling a Brief –Put the aim at the top –Give the resources available –Provide a time horizon –Describe the method –If the brief is to produce a document, identify to whom this should be sent
© Accenture 2009 25 Acquiring More Skills – Briefing Effectively Structuring a Brief
© Accenture 2009 26 Acquiring More Skills – Communicating One To One Use one-to-ones to check performance and find out if coaching or counseling is needed. Try to meet staff for formal one-to-one meetings at least monthly Stick to an agenda, and make sure you agree on any decisions Remember to listen to what is being said, and do not dominate the meeting Remember that a good meeting is one that has produced results Coaching Staff –Good Managers must be good coaches who know how to encourage staff to raise their performance at work, improve their knowledge, and realize their full potential. –As a manager, take the initiative be setting staff goals and by discussing any strengths or weaknesses.
© Accenture 2009 27 Acquiring More Skills – Communicating One To One Counseling Staff –Problems that arise either from work or from personal life can be helped by counseling. –Be aware of you staff’s problems, because they affect performance.
© Accenture 2009 28 Acquiring More Skills – Communicating To Sell Soft Selling –All good selling is “soft” :you seek to establish a need and promise to fulfill that need. You can use this approach at work, and adapt your “sales pitch” to suit the situation. Techniques include: Exploring a situation by using questions and listening, rather than making statements. Letting others reply, even at the price of pauses Showing sympathetic understanding if you encounter resistance – but persevering until the other person accepts your view Hard Selling –The old-fashioned hard-sell method works by putting people on the spot and forcing them to make a decision. Hard-sell tactics include: Making a “final, final” offer Stressing loss of opportunity Emphasizing a competitive situation Making a hard, clear proposition Pressing for immediate agreement
© Accenture 2009 29 Acquiring More Skills – Negotiating To Win All negotiation requires first-class communication skills. You need to be able to put forward proposals clearly and to understand exactly what the other side is offering. Such skills are vital in all kinds of management, so try to improve tem
© Accenture 2009 30 Summary
© Accenture 2009 31 Summary Learning The Basics –The art of getting your message across effectively is a vital part of being a successful manager –Methods of communication can be grouped into five main types: Written Word Spoken Word Symbolic Gestures Visual Images Multimedia (Combination of these) Using Neuro-Linguistic Programming (NLP) –One basic theory behind neuro-linguistic programming (NLP) is that the way in which people speak shows how they think Acquiring More Skills –Use one-to-ones to check performance and find out if coaching or counseling is needed. –Try to meet staff for formal one-to-one meetings at least monthly –Stick to an agenda, and make sure you agree on any decisions –Remember to listen to what is being said, and do not dominate the meeting –Remember that a good meeting is one that has produced results
© Accenture 2009 32 Reference –Essential Manager’s Manual, Robert Heller & Tim Hindle DK Publishing
© Accenture 2009 33 Thank You For Your Time …
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