SUPERVISORY SKILLS FOR BUSINESS AND INDUSTRY

2. SUPERVISORY SKILLS FOR BUSINESS AND INDUSTRY Module 7: Lines of Communication Part 1 - Verbal

3. Is there any such thing as perfect communication? Or are there merely varying degrees of MIScommunication?

4. Some Wisdom on Words Words don’t have meaning . . . - only people do And sometimes they don’t either!

5. Have a sharpened awareness of the flow of communications within the organization, and of associated barriers and gateways. Have a heightened understanding of the nature of active listening, and be prepped to continue practicing the basic skills involved; Have examined the processes of making presentations and conducting interviews, and have learned tools and techniques for increasing individual effectiveness in these important communication skill areas. MLCP: Supervisory Skills for Business & Industry MODULE 7: LINES OF COMMUNICATION - VERBAL LEARNING OUTCOMES: On successful completion of this module, participants will:

6. Study by Dr. Paul Rankin - Ohio State University. (65-member study group; every 15 mins; 2-mth study period) What’s your guess at the percentages?

7. Study by Dr. Paul Rankin - Ohio State University. (65-member study group; every 15 mins; 2-mth study period) Our ‘Upside-Down’ Educational Priorities!

8. Tone & Facials Words “Wow! Hardly worth bothering with the words!” Body Language Findings by Dr Albert Mehrabian – U Cal-LA - How We Deliver Meaning When we communicate, we convey meaning as follows: 38% through tone and facials 55% through body language) 7% through the spoken words

9. PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS Lawrence Appley, a former President of the American Management Association, defined the management function as, “Simply, the business of getting others to do the things that must be done” If this is the management task, then communication must be the very heart and soul of managing any enterprise. But if we can’t communicate effectively, then how are we to get others to do those things that must be done? - Poor communication is a handicap we just can’t afford!

10. Hierarchical Organic Rigid Departmentalization Cross-Functional Teams Clear Chain of Command Cross Hierarchical Teams High Specialization Free Information Flow Narrow Spans of Control Wide Spans of Control Centralization Decentralization High Formalization Low Formalization PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS STRUCTURES:

11. 100% 67% 53% 40% 30% 20% PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS Communication Loss by Transmission and Poor Retention Board Chief Exec Sr. VPs VPs Directors Managers Employees Findings from 100 Organizations Savage-Lewis Corp., Minneapolis Peer Intercommunication: 90%

12. PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS How can organizations expect to survive with only 20% information efficiency? - THEY CAN'T! Every year, more than 5% of North American companies go bankrupt! New businesses have only a 40% chance of lasting their 1st Year 90% of North American businesses have disappeared after 25 years!

13. An unstructured & informal network, founded on social relationships The oldest of the communication channels – and still often the fastest Fuelled by rumour – but more often than not having at least a kernel of truth. When the subjects are critical - or fascinating – to employees When there is ambiguity Under conditions that arouse anxiety PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS The Communication ‘Grapevine’ Grapevines flourish . . .

14. Helps employees make sense of situations when more formal information not available. Affords social interaction; helps relieve anxiety; satisfies drive to bond; a sign of inclusion. Can undermine morale when mgmt is slower than grapevine on important matters – suggests lack of concern Info may become distorted enough to escalate anxieties PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS The Communication ‘Grapevine’ E-mail and the wwweb have carried the grapevine far beyond the watercooler e.g., www.vault.com Pros and Cons:

15. We judge ourselves by our intentions, People hear what we say; they see what we do… If you can’t do it, don’t say it! Words to live by are just words . . . PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS Walking the Talk: while others judge us by our actions. - but actions talk louder than words! And if you can’t say it . . . . . . Don’t play it! . . . Unless you live by them. YOU MUST WALK THE TALK!

16. PERSPECTIVES ON ORGANIZATIONAL COMMUNICATIONS WORKSHOP #1

17. For a full text version, visit the MLCP Supplemental Materials Website FAST CYCLE - FULL PARTICIPATION: THE SEQUENCE: Facilitator ‘Primes the Pump’ with an opening review of subject Participants complete individual assignment on the subject Sub-teams brainstorm, consensus-reach, and prepare summaries Sub-team speakers report back to main group

18. MLCP: Supervisory Skills for Business & Industry MODULE 7: LINES OF COMMUNICATION - VERBAL T= Statement isTrue F= Statement isFalse ?= Not Specified

20. INTERPRETING INFORMATION Please jot down 3 or more prescriptions for improving interpretation accuracy. Please think of a workplace example involving inaccurate interpretation; note it down. Please jot down 2 or more factors that contribute to inaccurate interpretation

21. “I have a pet” “What kind?” “It’s a dog” “What kind?” “St Bernard” “Pup or old?” “Colour?” “Full-grown” “Tan & white” Wow! I see what you mean! “Why didn’t you just say you have a grown tan & white St Bernard pet?”

22. ACTIVE LISTENING

23. ACTIVE LISTENING Components of Active Listening Based on Steven L. McShane Canadian Organizational Behaviour 5th Edition – McGraw-Hill Ryerson

24. ACTIVE LISTENING SENSING: Avoid first impressions about the subject; keep an open mind. Withhold evaluation until the speaker finishes. When speaker’s train disrupted, receiver gets a broken or incomplete message. Interruptions tend to result from second-guessing the speaker, contributing to problem of premature evaluation. Postponing Evaluation: Avoiding Interruptions: Two adverse effects of interruptions:

25. ACTIVE LISTENING SENSING: Maintaining Interest: Active interest requires motivation: We so often call a subject uninteresting or boring “In all this world, there’s no such thing as an uninteresting subject – only uninterested people!” - G. K. Chesterton, Writer / Philosopher Try the position, “There’s usually something of value in a conversation: It’s just a case of actively looking (listening) for it”

26. ACTIVE LISTENING EVALUATING: Active listeners try to be sensitive to the speaker’s feelings, thoughts & situation, so can more accurately interpret the speaker’s verbal and non-verbal cues. Empathizing includes listening from speaker’s point of view, and making efforts to ‘synchronize’ with the speaker. This component includes: - Understanding the meaning of the message; - Evaluating the message; and - Remembering the message Empathizing:

27. ACTIVE LISTENING Normal talking: 100 – 120 words/minute Thought speed: 400 – 800 words/minute 10 seconds of attention; 50 seconds of ‘Out’; EVALUATING: Organizing Information: First we’ll explore perhaps the biggest and least-recognized listening trap of all: • The differential between • speech speed and thought speed Typically in every 60 seconds:

28. ACTIVE LISTENING EVALUATING: Listen carefully to what the speaker has to say, - and what he AVOIDS saying; 1 2 Anticipate what his next point is going to be; Throw in mental summaries every few minutes as though preparing to make a speech-end report. 3 Organizing Information: Harnessing the differential between speech speed and thought speed is at the very heart of listening skills development:

29. ACTIVE LISTENING Responding: maintaining good eye contact; ‘mirroring’; ‘matching’. Responding deals with the listener’s development and behaviours that support the communication process, Showing Interest: Active listeners show interest in such ways as:

30. ACTIVE LISTENING Responding: Show commonality; Reflect posture People like it when they sense empathy Matching others’ movements makes people feel in synch Nod when they emphasize key points Smile when the words indicate pleasure But Remember: Subtlety is paramount! ‘Mirroring’ (Signalling Similarity) ‘Matching’ (Synchronizing)

31. Eye Contact and the ‘Business Triangle’ Aim to maintain eye contact about 60% of the time Imagine a small triangle on the forehead, just above the nose, and between the eyebrows Looking at the triangle creates the impression of maintaining eye contact without experiencing the feeling of discomfort that that can come from staring into a person’s eyes

32. ACTIVE LISTENING Responding: Further demonstrates your interest’ Helps consolidate what you’ve heard; Enables speaker to gauge your level of understanding. Clarifying the Message: Active listeners provide feedback by rephrasing the speaker’s ideas at appropriate breaks “So you’re saying that . . .” Provides three important benefits:

33. ACTIVE LISTENING “Oh boy! Time to confess!” Now it’s time for your Active Listening Self-Assessment! Working individually, please fill out the questionnaire. The sheet won’t be collected in - ‘Say it the way you see it’ Scoring and interpretation info will follow.

34. ACTIVE LISTENING

35. Developing and Delivering Presentations People’s Greatest Fears: Death - 19% Sickness - 19% Drowning - 21% Money problems - 22% Insects & bugs - 22% Heights- 32% Public speaking - 41%

36. Developing and Delivering Presentations Start with the end in mind! - Get clear on the mission: - What’s your objective? - What’s the desired outcome? Consider this: If you don’t know where you’re going. . . -How can you reasonably expect to get there? - How would you know if you strayed off-course? - How would you even know if you got there?

37. Cater to your audience’s composition, disposition, subject matter grasp, language level. Rapport provides the essential context for successful communication. Developing and Delivering Presentations Consider Your Audience “The meaning of a communication is the response it elicits” R. Bandler & J. Grinder The success of a presentation can only be measured from the audience’s perspective. Knowing something well and being able to communicate it are two different things!

38. 100% 90% Primacy Recency 80% 70% 60% 50% 40% 30% 20% 10% 0% Developing and Delivering Presentations Concentration and Recall CONCENTRATION / RECALL TIME START END

39. Developing and Delivering Presentations A Simple Three-Part Presentation Plan: • The Opening: ‘TELL THEM WHAT YOU’LL TELL THEM’ Key concepts; WII-FM; timing; ‘rules of play’ 2. The Body: ‘TELL THEM’ Your case; keypoints; data; arguments 3. The Close: ‘TELL THEM WHAT YOU’VE TOLD THEM’ Keypoint summary; action statement

40. Meet the ‘Phantom Critic’ He’s the toughest, most critical audience I can think of, and he reads over my shoulder while I write, challenging me at will. He’s intolerant of . . . - Long sentences - Lack-of-Clarities - Ambiguities - Other long words He’s Mr. K.I.S.S. personified, and he holds me accountable for my every word!

41. Communication Self-Appraisal - Fifteen tough questions to ponder . . 1. Do I assume that if an idea is clear to me, it will also be clear to the receiver? 2. Am I tolerant of other peoples’ feelings, realizing that their feelings - which may be different from mine- affect their communication? 3. Do I listen to understand, rather than spending my thought-power preparing my next remark?

42. Communication Self-Appraisal - Fifteen tough questions to ponder . . 4. Do I really try to listen from the point of view of the sender before evaluating the message from my point of view? 5. Do I make a conscious effort to determine my own bias, if any, and try to make allowances for it? 6. Do I check my understanding of what the other person has told me before I reply?

43. Communication Self-Appraisal - Fifteen tough questions to ponder . . 7. Do I listen primarily for ideas and underlying feelings, or do I concern myself mainly with the detailed ‘facts’? 8. How skilful am I at being brief, concise, and ‘to the point’ in my communications? 9. Do I make a conscious effort to use the ‘feedback’ process to advantage both as a speaker and as a listener?

44. Communication Self-Appraisal - Fifteen tough questions to ponder . . In my face-to-face communications, am I alert to the expressions, gestures, or mannerisms -the “Non-verbals” - that might indicate a conflict or breakdown in understanding? 10. 11. Do I make it comfortable for others to tell me what’s really on their minds - or do I tend to encourage them to tell me what I like to hear? 12. How easy is it for people to disagree with me when they have evidence or the experience to support their position?

45. Communication Self-Appraisal . . and now the last three closing questions . . 13. When a point at issue is under discussion, do I tend to make it so strongly that other people yield too rapidly, despite their convictions to the contrary? 14. How willing am I to let others know when I don’t understand, particularly in situations where, by doing so, I might be considered ‘dumb’? 15. Do I always have to have the ‘last word’?

46. “In the final analysis, WHAT we are communicates far more eloquently than anything we say or do” Stephen R. Covey, Author - Principle-Centred Leadership - The ‘7 Habits’ Series, and More.

47. Take Care, Folks! See You Next Week. tsi&@execulink.com