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Maximizing
 Interpersonal Skills
     Human Synergy at Work

            City Of Burbank


Sahar Consulting, LLC
Sahar Andrade, MB.BCh
Positive personal Impact




1- Confidence 2- Credibility 3- Competence
Creating a Powerful Introduction




Three steps to introducing yourself effectively:
1. Project warmth and confidence.
2. State your first name and your last name.
3. When the other person has given their
   name, repeat it in acknowledgment.
Interpersonal Skills
           Include
• Effectively translating and conveying
  information.
• Being able to accurately interpret
  other people's emotions.
• Being sensitive to other people's
  feelings.
• Calmly arriving at resolutions to
  conflict.
• Avoiding gossip.
• Being polite
Interpersonal skills
Uncivil Behavior-
                       Difficult People
•   Failing to acknowledge another person‟s presence
•   Using abusive language
•   Gossiping
•   Discounting employee contribution
•   Bullying and intimidating co-workers
•   Sabotaging individual and company efforts
•   Discriminating against a particular individual or group
•   Practicing insensitivity against co-workers‟ needs
•   Practicing poor etiquette in dealing with correspondence
What is effective Communications


• Using appropriate understandable
  language
• Transmitting a clear message to be
  received the way intended.
• Developing relationships with others.
• Avoiding the communication Barriers
• Communication that installs
  trust, openness, honesty&
  cooperation.
• Providing feedback.
Non-Verbal Communications

                             Silence,
Appearance     Body
                            Time, and
             Language
                              Space



                Facial
              Expressions
 Sound                           Gesture
                Body
              Language
Smell                             Posture

              Movement
Nonverbal Communication
• Body Movement
   – Unconscious motions that provide
     meaning
   – Shows extent of interest
• Intonations and Voice Emphasis
   – The way something is said can change
     meaning
   – Silence
• Facial Expressions
   – Show emotion or not
• Personal Space
   – Depends on cultural norms
   – Can express interest or status
Positive Feedback

1. Kiss- Slap - Kiss
2. Show interest and your willingness to
   help
3. Explain the problem and show
   solutions
4. Give encouraging suggestions
5. Criticize an issue and not a person.
6. Do not bring out past failures or
   problems
7. Avoid the Blame game
8. Be aware of negative criticism
9. Consider the source
Active Listening
Active listening is the basis of
effective communications

Noise can get in the way of active
listening by the receiver.

Types of Noise

Steps of Active Listening

The monk and the tea pot
Influencing People




 Seeing the other side
    Build a Bridge
    Actively Listen
   Same Language
 Highlight Similarities
What is Conflict?

 • Opposition leads to Conflict or
   when a solution cannot be found
   for a disagreement.

 • Is a disagreement where the
   parties involved perceive a threat
   to      their     needs,      well-
   being, interests or concerns.

 • Threat      perceived  can    be
   physical, emotional, power, statu
   s, intellectual, etc.
Interpersonal Conflict
                                                  Conflict is the
•   Needs- ignoring our or others‟ needs
                                                  energy (positive
•   Values-holding incompatible, unclear values   and/ or
•   Unresolved Disagreements                      negative) that
•   Feelings and Emotions- Ignoring own or        builds up when
    others' feelings and emotions                 individuals or
•   Underlying Stress and Tension- demands        groups of
    exceeds our capacity to deal/ deliver         people pursue
•   Ego      problem-     Not    admitting own    incompatible
    mistakes, Personality Clashes                 goals to meet
•   Power- trying to make others change their     their needs and
    actions or to gain an unfair advantage        interests
Conflict Styles
         Based on Thomas& Kilmann
There is no one best way to deal with conflict. It
depends on the current situation. Here are the
major ways that people use to deal with conflict:




       Withdrawing          Attacking

Smoothing       Compromising            Confronting
Conflict Resolution
Is a range of processes aimed at alleviating
or eliminating sources of conflict.
Steps:
1. "Know Thyself" and Take Care of Self
2. Clarify Personal Needs Threatened by the
    Dispute
3. Identify a Safe Place for Negotiation
4. Take a Listening Stance into the
    Interaction
5. Assert Your Needs Clearly and
    Specifically
6. Approach Problem-Solving with Flexibility
7. Build an Agreement that Works
Ground Rules   Statements reflecting people's best
               intentions regarding how they wish to
               treat one another in civil dialogue.

               1) One person speaks at a time.
               2) Commitment to listen, understand
                  first
               3) It is confidential, unless otherwise
                  stated
               4) Talk directly with the person and
                  not involve others in "gossip" or
                  "alliance building.“
               5) Do the our hardest/ best possible
               6) Offer safe environment -
                  harassment free
               7) Attack the issues, not the people
Tips for conflict resolution
  1. Put yourself in the other person's shoes.
  2. Don‟t be judgmental. Do not embarrass the
     other person.
  3. Never accuse anyone
  4. Watch your body language as posture, tone
     of voice, and facial expressions
  5. Do not take it personally in conflicts people
     night say things they don‟t mean
  6. Let the other person know that you want to
     find a win-win resolution
  7. Apologize for anything you may have said or
     done to offend them.
Be Tactful

T = Think before you speak
A = Apologize quickly when you blunder
C = Converse, don‟t compete
T = Time your comments
F = Focus on behavior – not personality
U = Uncover hidden feelings
L = Listen to feedback
Resolving Conflicts
Dialogue has six rules:

1. Be Open& Suspend Judgment

2. Keep Dialogue & Decision making separate

3. Speak for yourself and not as a representative
   & Treat all participants as peers

4. Listen for understanding with empathy,
   acknowledge that you heard, and that you care

5. Look for common ground& Identify on what you
   agree

6. Search for and disclose hidden assumptions
   especially in yourself
Emotional Intelligence
1. Think intelligently about our emotions to
   think more intelligently, and regulate
   others‟ emotions by influencing and
   engaging and motivating groups

2. People resonate to people who connect
   to them emotionally. Learned ability

3. Can reduce stress by decreasing
   conflict,                      improving
   relationships, understanding, increasing
   stability, continuity and harmony. Start
   within by self awareness and continues
   outwardly in how they impact and
IQ (Genetic) VS. EI (Learned)

People with EQ, even with average
IQ have been found to be more
successful because they are social,
empathetic and cheerful‟.
IQ is mostly determined by genetics
and so it can not be changed
drastically.
But EQ is mostly learned and
people can be trained.
Having People’s Skills is

     1. Effective Communication
     2. Understanding People
     3. Expressing Yourself clearly
     4. Asserting your needs
     5. Exchanging Feedback
     6. Influencing Others
     7. Resolving Conflicts
     8. Being a Team player
Emotional Intelligence
The elements of “EI” include:
1. Self-Awareness: Knowing your
   emotions and their effects.
2. Self-Management: Knowing how to
   manage your emotions, how to keep
   disruptive impulses in check. Being
   flexible and comfortable with new ideas.
3. Social Awareness: Ability to listen, to be
   persuasive, to nurture relationships.
4. Relationship Management: Ability to
   influence others, handle
   conflict, develop, lead and work with
Five stages:
How can you develop
                      1.   Identify your ideal self

                      2.   Identify your real self
     EI skills?


                      3.   Specify any gaps, establish
                           your goals and establish a list
                           of activities to help reach them,

                      4.   Experimentation, practice and
                           reflection

                      5.   Support through trusting
                           relationships
Assertiveness vs. Aggressiveness




                  Assertiveness
    Your Needs                     Their Needs




Aggressiveness                    Submission
Assertiveness

 Assertiveness is a measure of the degree to which you see
 yourself as tending to ASK or as tending to TELL as you
 interact with others



                             Equally
     Ask Assertive                           Tell Assertive
                            Important   Tend to be opinionated
Tend to be
cautious, reserved about                & forceful, makes
sharing                                 statements, declaration
opinions, questioning, lo               and direct actions of
w key and quiet.                        others
Assertiveness
                           ME
ASK Assertive                          TELL Assertive
•   Slower Pace                 •   Faster Pace
•   Fewer Statements            •   More Statements
•   Quieter Volume              •   Louder Volume
•   Non Directive               •   Directive
•   Relaxed use of hands        •   Points hands for emphasis
•   Leans Backwards             •   Leans Forward
•   Indirect Eye Contact        •   Direct Eye Contact
Responsiveness
                    (Emotional)

Is a measure of the degree to which you see
yourself as tending to control your feelings i.e. keep
them inside or display them to others

       B     Control: Do not show any
       e         feelings publicly
       h
       a
       v
       i
       o         Emote: Readily share
       r     feelings, express anger, joy&
       s              Hurt feelings
Styles

    More Controlling         More Emoting
•   Monotone                 •   Inflection
•   Task Subjects            •   People Subjects
•   Tasks/ Data              •   Opinions/ Stories
•   Less Use of hands        •   More use of hands
•   Rigid Posture            •   Casual Posture
•   Controlled facial        •   Animated facial
    expression                   expression
Control
                     Monotone, Task Subjects, Tasks/ Data, Less Use of
Theory               hands, Rigid Posture, Controlled facial expression




              ASK                                                TELL
            Assertive                                          Assertive

         Slower Pace, Fewer                                Faster Pace, More
         Statements, Quieter                               Statements, Louder
         Volume, Non Directive,                            Volume, Directive,
         Relaxed use Of Hands,                             Use Of Hands, Leans
         Leans Backwards,                                  Forward, Direct Eye
         Indirect Eye Contact                              Contact
                                         Emote
                 Inflection, People Subjects, Opinions/ Stories, More Use
                 of hands, Casual Posture, Animated facial expression
Framework
Conscientious/ Analytical             Dominant/ Driving
  ASK Assertiveness+ Emotion          TELL Assertive+ Emotion
           Control                           Control




 Influential/ Amiable               Steadiness/ Expressive
   ASK Assertive + Emotive            TELL Assertive+ Emotive
Conscientious/                       Dominant/
                 Analytical                          Driving
Framework
             Thorough, Serious, Sy          Efficient, Decisive, Candid
               stematic, Prudent                   , Independent




            Influential/                               Steadiness/
             Amiable                                   Expressive
            Cooperative, Supportive, Di   Enthusiastic, Spontaneous,
              plomatic, Patient           Outgoing, Persuasive, Fun
                                                   Loving
More Facts
 Conscientious/ Analytical              Dominant/ Driving
Needs to be right, Orientation:         Needs: Results, Orientation:
Thinking, Back-up: Withdraw            Action, Back-up: Take Charge




  Influential/ Amiable                  Steadiness/ Expressive
         Needs Personal                      Needs Approval,
      security, Orientation:             Orientation: Spontaneity,
  Relationships, Back-up: Goes              Back-up: Confront
              along
They Need To:
Conscientious/ Analytical         Dominant/ Driving
     To Declare                     To Listen




Influential/ Amiable          Steadiness/ Expressive
       To Initiate                  To Check
ALL STYLES
                                Uses
Conscientious/ Analytical       Data      Dominant/ Driving


                    1. Historical   1- Cost
                    Data            Benefit
                    2. Doing is     Analysis
                    Experience      2- Pushing to
                                    conclusion
         Avoids                                      Takes
         Risks                                       Risks
                    1- Relation-    1- Vivid
                    based           2- Dramatic
                    2- Trust&       3- Testimonies
                    Reassurance


 Influential/ Amiable           Uses Steadiness/ Expressive
                               Opinions
To Develop Better EI

Understand both your strengths and your weaknesses
Attend to detail and complete projects
Stay open-minded to change and new ideas
Intrinsic motivation and commitment
Always be optimistic, even in trouble
Put yourself in others‟ shoes
Let customers‟ needs determine how you serve them
Enjoy helping co-workers develop their skills
Know office politics and rules
Find „win-win‟ solutions
Work well on teams
Persuade others
11 Tips To Improve Your Interpersonal Skills

1.  Set the ground for respectful communication
2.  Work on your attitude.
3.  Have reasonable expectations.
4.  Chose the right time and place
5.  Watch your body Language, have an open
    demeanor
6. Actively listen and respond periodically.
7. Avoid “fire starters” such as: hot words, over-
    dramatization, blaming, guilt induction, and
    past events
8. Choose to behave assertively. Avoid being
    aggressive
9. Stay focused on the issue
10. Reflect upon the interaction and get ready to
    keep developing the relationship.
11. Be ready to change and keep exploring
    continuously.
DiSC- Pre-Dominant Character
DiSC- Pre-Dominant Character
Best way to deal with “D”
    •

D
        Direct/ Demanding
    •   Results-oriented
    •   Determined             Come prepared
    •   Outspoken
                               Be specific and stick
    •   Domineering             to business
    •   Heavy Authority/
        Responsibility         Present facts logically
                                and efficiently
    •   Adventuresome
    •   Decisive/ Confident    Stress “what,” not
    •   Challenging             “how”
    •   Competitive            Ask questions to get
    •   Quick                   opinions
    •   Risk-taker
Best way to deal with “I”
    •

I
        Enthusiastic
    •   Positive/ Talkative
    •   Generous
    •   Motivational
                               Engage in stimulating,
    •   Persuasive              fast-moving interaction
    •   Friendly
                               Talk about people and
    •   Self-confident          their goals
    •   Trusting/ Poised
                               Ask for opinions
    •   Sociable/Popular
                               Put details in writing
    •   Impulsive
    •   Emotional              Leave time for
                                socializing
    •   Self-promoting
Best way to deal with “S”
    •   Dependable/Helpful


S   •
    •
    •
        Easygoing
        Restrained
                                  Present ideas non-
                                   threateningly
        Considerate/ Sympathetic  Stress “what” and
                                   “how”
    •   Procedure-oriented
    •   Predictable               Patiently draw out
                                   personal goals and
    •   Possessive                 assist in the
    •   Patient/ Calm/ Steady      achievement of
                                   those goals
    •   Deliberate
    •   Loyal                     Clearly define
                                   roles& goals
    •   Team Player/Loyal
                                  Persuade with
    •   Asks “How?”                assurances of
                                   support
Best way to deal with “C”

C   •
    •
    •
        Accurate/Precise
        Controlling
        Worrisome
                               Prepare details in
                                advance
    •   Thorough/Prepared      Support ideas with
                                accurate data; list pros
    •   Systematic              and cons
    •   Risk-reducing
                               Be patient; allow for
    •   Conventional            changes& criticisms
    •   Cautious/Logical       Jointly schedule
    •   Organized/Neat          implementation plans
    •   Perfectionist/ Critical  Persuade with
                                  guarantees and
    •   Detail-oriented           contingency plans
    •   Asks “Why?”
Workbook
• This workbook is the intellectual property of, and is proprietary to
  Sahar Consulting, LLC and it is not to be disclosed, in whole or in
  part, without the express written authorization of Sahar
  Consulting, LLC. It shall not be duplicated or used, in whole or in
  part, for any purpose other than to be educational material for the
  “Interpersonal Relationships- Human Synergy at Work” workshop
  training for the City Of Burbank. The workbook can‟t be used in part
  of whole in the same program/ similar or different programs if not
  facilitated by Sahar Consulting, LLC.
• The pictures are being used ONLY for educational purposes and
  are copy righted
•   Credit to Richard Chang& Associates
Sahar Andrade, MB.BCh
 Sahar Consulting, LLC
 www.saharconsulting.com

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Maximizing Interpersonal Skills

  • 1. Maximizing Interpersonal Skills Human Synergy at Work City Of Burbank Sahar Consulting, LLC Sahar Andrade, MB.BCh
  • 2. Positive personal Impact 1- Confidence 2- Credibility 3- Competence
  • 3. Creating a Powerful Introduction Three steps to introducing yourself effectively: 1. Project warmth and confidence. 2. State your first name and your last name. 3. When the other person has given their name, repeat it in acknowledgment.
  • 4. Interpersonal Skills Include • Effectively translating and conveying information. • Being able to accurately interpret other people's emotions. • Being sensitive to other people's feelings. • Calmly arriving at resolutions to conflict. • Avoiding gossip. • Being polite
  • 6. Uncivil Behavior- Difficult People • Failing to acknowledge another person‟s presence • Using abusive language • Gossiping • Discounting employee contribution • Bullying and intimidating co-workers • Sabotaging individual and company efforts • Discriminating against a particular individual or group • Practicing insensitivity against co-workers‟ needs • Practicing poor etiquette in dealing with correspondence
  • 7. What is effective Communications • Using appropriate understandable language • Transmitting a clear message to be received the way intended. • Developing relationships with others. • Avoiding the communication Barriers • Communication that installs trust, openness, honesty& cooperation. • Providing feedback.
  • 8. Non-Verbal Communications Silence, Appearance Body Time, and Language Space Facial Expressions Sound Gesture Body Language Smell Posture Movement
  • 9. Nonverbal Communication • Body Movement – Unconscious motions that provide meaning – Shows extent of interest • Intonations and Voice Emphasis – The way something is said can change meaning – Silence • Facial Expressions – Show emotion or not • Personal Space – Depends on cultural norms – Can express interest or status
  • 10. Positive Feedback 1. Kiss- Slap - Kiss 2. Show interest and your willingness to help 3. Explain the problem and show solutions 4. Give encouraging suggestions 5. Criticize an issue and not a person. 6. Do not bring out past failures or problems 7. Avoid the Blame game 8. Be aware of negative criticism 9. Consider the source
  • 11. Active Listening Active listening is the basis of effective communications Noise can get in the way of active listening by the receiver. Types of Noise Steps of Active Listening The monk and the tea pot
  • 12. Influencing People Seeing the other side Build a Bridge Actively Listen Same Language Highlight Similarities
  • 13. What is Conflict? • Opposition leads to Conflict or when a solution cannot be found for a disagreement. • Is a disagreement where the parties involved perceive a threat to their needs, well- being, interests or concerns. • Threat perceived can be physical, emotional, power, statu s, intellectual, etc.
  • 14. Interpersonal Conflict Conflict is the • Needs- ignoring our or others‟ needs energy (positive • Values-holding incompatible, unclear values and/ or • Unresolved Disagreements negative) that • Feelings and Emotions- Ignoring own or builds up when others' feelings and emotions individuals or • Underlying Stress and Tension- demands groups of exceeds our capacity to deal/ deliver people pursue • Ego problem- Not admitting own incompatible mistakes, Personality Clashes goals to meet • Power- trying to make others change their their needs and actions or to gain an unfair advantage interests
  • 15. Conflict Styles Based on Thomas& Kilmann There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict: Withdrawing Attacking Smoothing Compromising Confronting
  • 16. Conflict Resolution Is a range of processes aimed at alleviating or eliminating sources of conflict. Steps: 1. "Know Thyself" and Take Care of Self 2. Clarify Personal Needs Threatened by the Dispute 3. Identify a Safe Place for Negotiation 4. Take a Listening Stance into the Interaction 5. Assert Your Needs Clearly and Specifically 6. Approach Problem-Solving with Flexibility 7. Build an Agreement that Works
  • 17. Ground Rules Statements reflecting people's best intentions regarding how they wish to treat one another in civil dialogue. 1) One person speaks at a time. 2) Commitment to listen, understand first 3) It is confidential, unless otherwise stated 4) Talk directly with the person and not involve others in "gossip" or "alliance building.“ 5) Do the our hardest/ best possible 6) Offer safe environment - harassment free 7) Attack the issues, not the people
  • 18. Tips for conflict resolution 1. Put yourself in the other person's shoes. 2. Don‟t be judgmental. Do not embarrass the other person. 3. Never accuse anyone 4. Watch your body language as posture, tone of voice, and facial expressions 5. Do not take it personally in conflicts people night say things they don‟t mean 6. Let the other person know that you want to find a win-win resolution 7. Apologize for anything you may have said or done to offend them.
  • 19. Be Tactful T = Think before you speak A = Apologize quickly when you blunder C = Converse, don‟t compete T = Time your comments F = Focus on behavior – not personality U = Uncover hidden feelings L = Listen to feedback
  • 20. Resolving Conflicts Dialogue has six rules: 1. Be Open& Suspend Judgment 2. Keep Dialogue & Decision making separate 3. Speak for yourself and not as a representative & Treat all participants as peers 4. Listen for understanding with empathy, acknowledge that you heard, and that you care 5. Look for common ground& Identify on what you agree 6. Search for and disclose hidden assumptions especially in yourself
  • 21. Emotional Intelligence 1. Think intelligently about our emotions to think more intelligently, and regulate others‟ emotions by influencing and engaging and motivating groups 2. People resonate to people who connect to them emotionally. Learned ability 3. Can reduce stress by decreasing conflict, improving relationships, understanding, increasing stability, continuity and harmony. Start within by self awareness and continues outwardly in how they impact and
  • 22. IQ (Genetic) VS. EI (Learned) People with EQ, even with average IQ have been found to be more successful because they are social, empathetic and cheerful‟. IQ is mostly determined by genetics and so it can not be changed drastically. But EQ is mostly learned and people can be trained.
  • 23. Having People’s Skills is 1. Effective Communication 2. Understanding People 3. Expressing Yourself clearly 4. Asserting your needs 5. Exchanging Feedback 6. Influencing Others 7. Resolving Conflicts 8. Being a Team player
  • 24. Emotional Intelligence The elements of “EI” include: 1. Self-Awareness: Knowing your emotions and their effects. 2. Self-Management: Knowing how to manage your emotions, how to keep disruptive impulses in check. Being flexible and comfortable with new ideas. 3. Social Awareness: Ability to listen, to be persuasive, to nurture relationships. 4. Relationship Management: Ability to influence others, handle conflict, develop, lead and work with
  • 25. Five stages: How can you develop 1. Identify your ideal self 2. Identify your real self EI skills? 3. Specify any gaps, establish your goals and establish a list of activities to help reach them, 4. Experimentation, practice and reflection 5. Support through trusting relationships
  • 26. Assertiveness vs. Aggressiveness Assertiveness Your Needs Their Needs Aggressiveness Submission
  • 27. Assertiveness Assertiveness is a measure of the degree to which you see yourself as tending to ASK or as tending to TELL as you interact with others Equally Ask Assertive Tell Assertive Important Tend to be opinionated Tend to be cautious, reserved about & forceful, makes sharing statements, declaration opinions, questioning, lo and direct actions of w key and quiet. others
  • 28. Assertiveness ME ASK Assertive TELL Assertive • Slower Pace • Faster Pace • Fewer Statements • More Statements • Quieter Volume • Louder Volume • Non Directive • Directive • Relaxed use of hands • Points hands for emphasis • Leans Backwards • Leans Forward • Indirect Eye Contact • Direct Eye Contact
  • 29. Responsiveness (Emotional) Is a measure of the degree to which you see yourself as tending to control your feelings i.e. keep them inside or display them to others B Control: Do not show any e feelings publicly h a v i o Emote: Readily share r feelings, express anger, joy& s Hurt feelings
  • 30. Styles More Controlling More Emoting • Monotone • Inflection • Task Subjects • People Subjects • Tasks/ Data • Opinions/ Stories • Less Use of hands • More use of hands • Rigid Posture • Casual Posture • Controlled facial • Animated facial expression expression
  • 31. Control Monotone, Task Subjects, Tasks/ Data, Less Use of Theory hands, Rigid Posture, Controlled facial expression ASK TELL Assertive Assertive Slower Pace, Fewer Faster Pace, More Statements, Quieter Statements, Louder Volume, Non Directive, Volume, Directive, Relaxed use Of Hands, Use Of Hands, Leans Leans Backwards, Forward, Direct Eye Indirect Eye Contact Contact Emote Inflection, People Subjects, Opinions/ Stories, More Use of hands, Casual Posture, Animated facial expression
  • 32. Framework Conscientious/ Analytical Dominant/ Driving ASK Assertiveness+ Emotion TELL Assertive+ Emotion Control Control Influential/ Amiable Steadiness/ Expressive ASK Assertive + Emotive TELL Assertive+ Emotive
  • 33. Conscientious/ Dominant/ Analytical Driving Framework Thorough, Serious, Sy Efficient, Decisive, Candid stematic, Prudent , Independent Influential/ Steadiness/ Amiable Expressive Cooperative, Supportive, Di Enthusiastic, Spontaneous, plomatic, Patient Outgoing, Persuasive, Fun Loving
  • 34. More Facts Conscientious/ Analytical Dominant/ Driving Needs to be right, Orientation: Needs: Results, Orientation: Thinking, Back-up: Withdraw Action, Back-up: Take Charge Influential/ Amiable Steadiness/ Expressive Needs Personal Needs Approval, security, Orientation: Orientation: Spontaneity, Relationships, Back-up: Goes Back-up: Confront along
  • 35. They Need To: Conscientious/ Analytical Dominant/ Driving To Declare To Listen Influential/ Amiable Steadiness/ Expressive To Initiate To Check
  • 36. ALL STYLES Uses Conscientious/ Analytical Data Dominant/ Driving 1. Historical 1- Cost Data Benefit 2. Doing is Analysis Experience 2- Pushing to conclusion Avoids Takes Risks Risks 1- Relation- 1- Vivid based 2- Dramatic 2- Trust& 3- Testimonies Reassurance Influential/ Amiable Uses Steadiness/ Expressive Opinions
  • 37. To Develop Better EI Understand both your strengths and your weaknesses Attend to detail and complete projects Stay open-minded to change and new ideas Intrinsic motivation and commitment Always be optimistic, even in trouble Put yourself in others‟ shoes Let customers‟ needs determine how you serve them Enjoy helping co-workers develop their skills Know office politics and rules Find „win-win‟ solutions Work well on teams Persuade others
  • 38. 11 Tips To Improve Your Interpersonal Skills 1. Set the ground for respectful communication 2. Work on your attitude. 3. Have reasonable expectations. 4. Chose the right time and place 5. Watch your body Language, have an open demeanor 6. Actively listen and respond periodically. 7. Avoid “fire starters” such as: hot words, over- dramatization, blaming, guilt induction, and past events 8. Choose to behave assertively. Avoid being aggressive 9. Stay focused on the issue 10. Reflect upon the interaction and get ready to keep developing the relationship. 11. Be ready to change and keep exploring continuously.
  • 41. Best way to deal with “D” • D Direct/ Demanding • Results-oriented • Determined  Come prepared • Outspoken  Be specific and stick • Domineering to business • Heavy Authority/ Responsibility  Present facts logically and efficiently • Adventuresome • Decisive/ Confident  Stress “what,” not • Challenging “how” • Competitive  Ask questions to get • Quick opinions • Risk-taker
  • 42. Best way to deal with “I” • I Enthusiastic • Positive/ Talkative • Generous • Motivational  Engage in stimulating, • Persuasive fast-moving interaction • Friendly  Talk about people and • Self-confident their goals • Trusting/ Poised  Ask for opinions • Sociable/Popular  Put details in writing • Impulsive • Emotional  Leave time for socializing • Self-promoting
  • 43. Best way to deal with “S” • Dependable/Helpful S • • • Easygoing Restrained  Present ideas non- threateningly Considerate/ Sympathetic  Stress “what” and “how” • Procedure-oriented • Predictable  Patiently draw out personal goals and • Possessive assist in the • Patient/ Calm/ Steady achievement of those goals • Deliberate • Loyal  Clearly define roles& goals • Team Player/Loyal  Persuade with • Asks “How?” assurances of support
  • 44. Best way to deal with “C” C • • • Accurate/Precise Controlling Worrisome  Prepare details in advance • Thorough/Prepared  Support ideas with accurate data; list pros • Systematic and cons • Risk-reducing  Be patient; allow for • Conventional changes& criticisms • Cautious/Logical  Jointly schedule • Organized/Neat implementation plans • Perfectionist/ Critical  Persuade with guarantees and • Detail-oriented contingency plans • Asks “Why?”
  • 45. Workbook • This workbook is the intellectual property of, and is proprietary to Sahar Consulting, LLC and it is not to be disclosed, in whole or in part, without the express written authorization of Sahar Consulting, LLC. It shall not be duplicated or used, in whole or in part, for any purpose other than to be educational material for the “Interpersonal Relationships- Human Synergy at Work” workshop training for the City Of Burbank. The workbook can‟t be used in part of whole in the same program/ similar or different programs if not facilitated by Sahar Consulting, LLC. • The pictures are being used ONLY for educational purposes and are copy righted • Credit to Richard Chang& Associates
  • 46. Sahar Andrade, MB.BCh Sahar Consulting, LLC www.saharconsulting.com