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Professional Development Tool Box: Communication & Messaging. Jacqueline Coleman, M.Ed , MSM February 28, 2012. Learning Objectives. MLP Participants will: Learn the interdependent components of the Leadership Paradigm Identify the various skills utilized in effective communication

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Professional Development Tool Box: Communication & Messaging

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Professional development tool box communication messaging

Professional Development Tool Box: Communication & Messaging

Jacqueline Coleman, M.Ed, MSM

February 28, 2012

Learning objectives

Learning Objectives

  • MLP Participants will:

    • Learn the interdependent components of the Leadership Paradigm

    • Identify the various skills utilized in effective communication

    • Recognize the various types of communication styles

    • Discuss enhancers and barriers to effective communication and strategies to overcome barriers

    • Identify the distinction between communication and dialogue and elements of crucial conversations

    • Understand the process of effective meeting facilitation

Professional development

Professional Development

Professional development tool box communication messaging

Communications 101





Effective Communication


The Art of Dialogue

Presentation Anxiety & Strategies to Overcome




To convey a message to someone else clearly and in a manner that everyone involved understands the same information.



Body language



Communication styles


Servers and protectors, cornerstones of society


Concerned with personal growth, passionate


Problem solvers


Spontaneous, adaptable and competitive

Communication Styles

Non verbal communication




Body Language

Eye Contact

Non-Verbal Communication

Effective communication

What examples of non-verbal communication have you experienced that significantly impacted the presentation?

What was the impact?

What are the enhancers or promoters to effective communication that you have experienced?

What are the barriers to effective communication that you have experienced?

Effective Communication

Your experiences with communications brainstorm

Your Experiences with Communications Brainstorm

Traits of effective communicators



Speaks Clearly




Aware of body language


Traits of Effective Communicators

Communication skills

Use of humor


Eye Contact




Communication Skills

Professional development tool box communication messaging

Learning How to Hold Crucial Conversations

Crucial conversations

Crucial Conversations

  • Four principles of turning ideas into action:

    • Master the content

    • Master the skills

    • Enhance your motive

    • Watch for cues

      [Source: Patterson, 2002]

Style under stress test

Style Under Stress Test

  • STYLE UNDER STRESSThis 33-question assessment allows you to see how you respond in crucial conversations in a specific relationship. The results indicate your natural tendencies to move toward silence or violence as well as the dialogue skills or tools you use well or need improvement in.


Crucial tip

Crucial Tip

  • Work on Me First

    • "There's only one corner of the universe you can be certain of improving, and that's your own self.“

      - Aldous Huxley

    • A focus only on improving your own responses and reactions, will allow you to have the power to improve both your results and your relationships.

Professional development tool box communication messaging

Making Effective Presentations

Presentation anxiety

When you present or think of presenting, what makes you anxious?

Presentation Anxiety

Strategies to overcome anxiety

Master the four key elements of presenting





Strategies to Overcome Anxiety

10 points to consider

10 Points to Consider

  • Once you have written your text, cut, cut, cut

  • Group similar ideas together and organize into thematic groupings

  • Make sure audience departs more informed

  • Involve audience in presentation where possible

  • For every hour of presentation, prep for 10 hours

10 points to consider1

10 Points to Consider

6. Research the audience

  • Test the microphone and other technology ahead of presentation

  • Open effectively, close memorably

  • Prepare yourself – think positively; believe in yourself

  • Visualize success








Prepare, Prepare, Prepare

Select Key Points

Be Clear

Be Concise

Use examples


Process delivery


Follow a natural sequence

Think through possible questions

Anticipate Murphy’s arrival

Manage the silence



Check out the space in advance

Arrive early

Ensure equipment is working

Dress appropriately


Additional tips

Practice relaxation techniques


Make eye contact

Use excess energy…move

Additional Tips

Preparing your visual aids

According to researchers, people retain:

20% of what they hear

30% of what they see

50% of what they hear and see and;

90% of what they see, hear, say and do

Preparing your Visual Aids

Use of powerpoint


Provides framework

Makes visual connection

Guides the presenter

Use of PowerPoint

Powerpoint basics

Less is more

Use contrasting colors

Use phrases not complete sentences

Use large font

Proof your slides

PowerPoint Basics

No no s

Distracting animation

Sound effects

Too much text

Too many photos, etc





  • Recognize the various styles of communication

  • Identify skills used in effective communication

  • Overcome anxiety through preparation

  • Keep your presentation simple

Quiz on presentation effectiveness

Quiz on Presentation Effectiveness

Professional development tool box communication messaging

The Art of Facilitation

What is facilitation

What is Facilitation?

  • The art and science of managing meetings and group processes, facilitation involves guiding meetings and groups while using a specific set of skills and tools.



  • An effective facilitator smooths the way for group members to:

    • Brainstorm options

    • Identify viable solutions

    • Develop and implement action plans

The skills

The Skills

Facilitator s main task

Facilitator’s Main Task

  • Keep the group on task

  • Assess the group’s concentration and engagement

  • Clarify confusing discussions

  • Provide feedback to the group

  • Enforce group rules

Professional development tool box communication messaging

The Art of Dialogue

What is dialogue

What is Dialogue ?

  • di-a-logue or di-a-log (n)

    • The free flow of meaning between two or more people.

A model of dialogue

A Model of Dialogue

[Source: Patterson, 2002]

Crucial conversation tip

Crucial Conversation Tip

  • "If an issue is so serious that we find ourselves acting it out instead of talking it out, we need to hold the conversation with the person in question."

    - Al Switzler, coauthor of Crucial Conversations

How does it work

How Does it Work?

  • Fill the pool of shared meaning

  • Start with heart

    • Work on you first – you’re the only person you can control

  • Focus on what you really want

    • Ask: what does my behavior tell me about what my motives are?

    • What do I really want for myself?

    • For others?

    • For the relationship?

      [Source: Patterson, 2002]

How does it work1

How Does it Work?

  • Open yourself to change

  • Search for the elusive And

    • Avoid the Sucker’s choice

    • Watch to see if you are making yourself choose between peace and honesty, winning and losing, right or wrong

    • Break free and search for And

    • Clarify what you don’t want, add to what you want and ask your brain to search for healthy options

Professional development tool box communication messaging

Professional Development

Tools & Resources

My development plan grid for success

My Development Plan-Grid For Success

Organizational quiz

Organizational Quiz

The 7 habits of highly effective managers

The 7 Habits of Highly Effective Managers

1) Know your limits

2) Listen first before speaking

3) Ask ‘Why?’ not ‘What?’

4) Be decisive

5) Be responsive

6) Communicate frequently

7) Manage passion

Competency best practices

Competency Best Practices

  • Communication (effectively express to and receive information from individuals and diverse groups)

  • Conflict management (communicating performance feedback in a timely and effective manner, using resistance, and receiving criticism)

Competency best practices1

Competency Best Practices

  • Coaching (developing clear individual goals and implementation plans for team members, developing trust, and supporting, motivating and reinforcing individual performance in support of their own and organizational goals)

Competency best practices2

Competency Best Practices

  • Focus (establishing a clear vision, values, and mission to drive and sustain a customer-centered, strategic change)

  • Team development (establishing team processes that support diverse professionals to work together for the joint mission)

    [Source: Change Central, 2001]

Leadership empowerment rules

Leadership Empowerment Rules

  • Rule # 1 – Do one or two things well and avoid the rest.

    • The first 90 percent of a project takes 90 per cent of the time. The last 10 percent takes the other 90 percent of the time. -Anonymous

  • Rule # 2 – Avoid straightjacket thinking.

    • No one is less ready for tomorrow than the person who holds the most rigid beliefs about what tomorrow will contain. -Watts Wacker, The Visionary’s Handbook

Leadership empowerment rules1

Leadership Empowerment Rules

  • Rule # 3 – It is easy to forget that you are supposed to be an innovative, creative, cutting-edge sort of manager.

    • Consider how you would view the job, dept. and team if you were a stranger

  • Rule # 4 – Every job is a self-portrait of the person who does it. Autograph your work with excellence.

  • Rule #5 – Train them to bring you solutions, not just problems.

Leadership empowerment rules2

Leadership Empowerment Rules

  • Rule #5 – Train them to bring you solutions, not just problems

  • Rule #6 – Create a good atmosphere

  • Rule # 7 – Hold effective meetings – no, really effective

    • Meetings have 4 purposes:

      • To create and fuse a team

      • To impart information

      • To brainstorm ideas [and make decisions]

      • To collect information [and make decisions]

Leadership paradigm

Leadership Paradigm



  • Patterson, K., Grenny, J.; McMillan, R.; & Switzler, A. [2002]. Crucial conversations: tools for talking when stakes are high. New York, NY: McGraw Hill.

  • Templar, R. [2005]. The rules of management. London: Pearson Education Limited.

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