Communicating more effectively in      your organization       by Toronto Training and HR               May 2012
3-4     Introduction to Toronto    Training and HR           5-6     DefinitionContents   7-8           9-12              ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Definition   Page 5
DefinitionWhat is a communication medium?                    Page 6
Systems of communication           Page 7
Systems of communicationTWO ASPECTSDoes it work effectively?Will people use it?Consider meetingsConsider how ideas may be ...
Points to think aboutwhen communicating         Page 9
Points to think about when     communicating 1 of 3Leadership must support the change (even if theydon‟t necessarily agree...
Points to think about when     communicating 2 of 3Communicate consistent messages – andcommunicate them oftenUse a number...
Points to think about when     communicating 3 of 3Be honest about what you don‟t know and aboveall – do not make things u...
Nine stages of a message          Page 13
Nine stages of a message 1 of 2A MESSAGE MUST BE:SentReceivedUnderstoodBelieved or trustedBelieved to be important to the ...
Nine stages of a message 2 of 2A MESSAGE MUST BE:„Stored‟ then retrieved and acted on whennecessary (operational informati...
Meetings  Page 16
Meetings 1 of 4Overt reasons for meetingsCovert reasons for meetings                     Page 17
Meetings 2 of 4A MEETINGS CHECKLISTWho should attend the meeting?What is the brief or terms of reference of themeeting?Wha...
Meetings 3 of 4A MEETINGS CHECKLISTHow can contributors be stimulated andcontrolled?Minutes or report of the meetingImplem...
Meetings 4 of 4VIRTUAL MEETINGSBuild an effective agendaChoose the right mediumAddress time zone barriersMinimize tangenti...
Employee voice     Page 21
Employee voiceDefinitionHistory of employee involvement at workMechanisms of employee voiceUpward problem-solvingRepresent...
Harmlessness    Page 23
HarmlessnessAcknowledging the truth as you see itBeing honest about your intentionsLooking at the truth from the other per...
Why not tell the truth?          Page 25
Why not tell the truth?Fear of the unknownFear of the tough situationsLoss of power                      Page 26
Communication mistakesmade by new supervisors          Page 27
Communication mistakes made    by new supervisorsLack of focus on the teamFailing to offer and solicit feedbackDelegating ...
Minimizing gender-basedcommunication mishaps          Page 29
Minimizing gender-based     communication mishapsFacial expressionsBody languageSpeech patternsBehaviour                  ...
Age-related considerations           Page 31
Age-related considerations             1 of 8COMMUNICATION BARRIERS AND SOLUTIONSOutdated assumptions about seniors‟ lifes...
Age-related considerations             2 of 8SENSORY CHANGESVisual acuityHearing acuityAgility and mobilitySocial/emotiona...
Age-related considerations            3 of 8COMMUNICATING WITH ABORIGINAL SENIORSMulti-level communicationsPersonal contac...
Age-related considerations             4 of 8Verbal communicationNon-verbal communication                    Page 35
Age-related considerations            5 of 8FORMULATING THE MESSAGECommunication conceptMessage conceptCommunication conce...
Age-related considerations             6 of 8WEBSITESTypefaceWriting styleOther mediaNavigation                Page 37
Age-related considerations             7 of 8KEY MEDIAPersonal communicationTelephoneMeetingsPrintOnlineForms             ...
Age-related considerations             8 of 8KEY MEDIASignageRadioTelevision and videoPublic address systemsPublicity and ...
Communication after a  conflict meeting or      mediation         Page 40
Communication after a conflict   meeting or mediationPay attention to contentDistinguish tone of voiceObserve body languag...
Issues around emails        Page 42
Issues around emailsWhen you‟re having an email exchange with a co-worker, and he or she escalates the conversationby snea...
4 Cs of intra-company   communication         Page 44
4Cs of intra-company          communicationClearConciseConsistentContinual               Page 45
What does organizationalbehaviour teach us about    communication?          Page 46
What does organizational    behaviour teach us about     communication? 1 of 2Communicating in organizations is a two-wayp...
What does organizational    behaviour teach us about     communication? 2 of 2In order to communicate, organizations need ...
Presentations     Page 49
PresentationsOwn the spaceDon‟t hold your breathRelax your feetSoftly softlyYou‟re never alone                     Page 50
Conclusion and questions          Page 51
Conclusion and questionsSummaryVideosQuestions               Page 52
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Communicating more effectively in your organization May 2012

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Half day open training event held in London, Ontario.

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Communicating more effectively in your organization May 2012

  1. 1. Communicating more effectively in your organization by Toronto Training and HR May 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-8 9-12 Systems of communication Points to think about when communicating 13-15 Nine stages of a message 16-20 Meetings 21-22 Employee voice 23-24 Harmlessness 25-26 Why not tell the truth? 27-28 Communication mistakes made by new supervisors 29-30 Minimizing gender-based communication mishaps 31-39 Age-related considerations 40-41 Communication after a conflict meeting or mediation 42-43 Issues around emails 44-45 4 Cs of intra-company communication 46-48 What does organizational behaviour teach us about communication? 49-50 Presentations 51-52 Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. DefinitionWhat is a communication medium? Page 6
  7. 7. Systems of communication Page 7
  8. 8. Systems of communicationTWO ASPECTSDoes it work effectively?Will people use it?Consider meetingsConsider how ideas may be generated Page 8
  9. 9. Points to think aboutwhen communicating Page 9
  10. 10. Points to think about when communicating 1 of 3Leadership must support the change (even if theydon‟t necessarily agree, they shouldn‟t share thatwith subordinates)Rationale for the change must also becommunicated clearly – help make it make senseBe sure to ask for questions from those impactedand listen to what is said – dialogue with theimpacted parties is very important – otherwise theemployee buy in is hampered Page 10
  11. 11. Points to think about when communicating 2 of 3Communicate consistent messages – andcommunicate them oftenUse a number of ways to communicate – speaking,writing, video, training, focus groups, bulletinboards, IntranetsCommunicate what you know, when you know it –you may not know everything up front Page 11
  12. 12. Points to think about when communicating 3 of 3Be honest about what you don‟t know and aboveall – do not make things up – you will destroy trustEncourage dialogueKeep everyone in the loop to avoid gossip and fearmongering Page 12
  13. 13. Nine stages of a message Page 13
  14. 14. Nine stages of a message 1 of 2A MESSAGE MUST BE:SentReceivedUnderstoodBelieved or trustedBelieved to be important to the organizationFelt (more than just believed) to be relevant to theemployee personallyHeld at the front of the mind and acted oncontinuously (corporate values and goals) Page 14
  15. 15. Nine stages of a message 2 of 2A MESSAGE MUST BE:„Stored‟ then retrieved and acted on whennecessary (operational information)Communicated to teams, customers and otherexternal contacts Page 15
  16. 16. Meetings Page 16
  17. 17. Meetings 1 of 4Overt reasons for meetingsCovert reasons for meetings Page 17
  18. 18. Meetings 2 of 4A MEETINGS CHECKLISTWho should attend the meeting?What is the brief or terms of reference of themeeting?What should the agenda be?What about the physical location andarrangements? Page 18
  19. 19. Meetings 3 of 4A MEETINGS CHECKLISTHow can contributors be stimulated andcontrolled?Minutes or report of the meetingImplementation of proposals Page 19
  20. 20. Meetings 4 of 4VIRTUAL MEETINGSBuild an effective agendaChoose the right mediumAddress time zone barriersMinimize tangential discussionsReinforce shared responsibilityBalance tasks and trust Page 20
  21. 21. Employee voice Page 21
  22. 22. Employee voiceDefinitionHistory of employee involvement at workMechanisms of employee voiceUpward problem-solvingRepresentative participationBenefits for employeesBenefits for employeesSuccess factors Page 22
  23. 23. Harmlessness Page 23
  24. 24. HarmlessnessAcknowledging the truth as you see itBeing honest about your intentionsLooking at the truth from the other person‟sperspectiveLooking forward to see what must happen toensure that each person feels respected and thatthe outcome is most effective for the people andfor the organizationRe-examining your original truth Page 24
  25. 25. Why not tell the truth? Page 25
  26. 26. Why not tell the truth?Fear of the unknownFear of the tough situationsLoss of power Page 26
  27. 27. Communication mistakesmade by new supervisors Page 27
  28. 28. Communication mistakes made by new supervisorsLack of focus on the teamFailing to offer and solicit feedbackDelegating without authorizingReprimanding employees in the presence of othersSupervising everyone in the same way Page 28
  29. 29. Minimizing gender-basedcommunication mishaps Page 29
  30. 30. Minimizing gender-based communication mishapsFacial expressionsBody languageSpeech patternsBehaviour Page 30
  31. 31. Age-related considerations Page 31
  32. 32. Age-related considerations 1 of 8COMMUNICATION BARRIERS AND SOLUTIONSOutdated assumptions about seniors‟ lifestyles,interests, capacitiesPhysical changes of agingCommunication materials and media not suited toaudience Page 32
  33. 33. Age-related considerations 2 of 8SENSORY CHANGESVisual acuityHearing acuityAgility and mobilitySocial/emotional changes Page 33
  34. 34. Age-related considerations 3 of 8COMMUNICATING WITH ABORIGINAL SENIORSMulti-level communicationsPersonal contactCommunity supportLanguage accessibilityMinimize print use Page 34
  35. 35. Age-related considerations 4 of 8Verbal communicationNon-verbal communication Page 35
  36. 36. Age-related considerations 5 of 8FORMULATING THE MESSAGECommunication conceptMessage conceptCommunication conceptUsing printEffective design Page 36
  37. 37. Age-related considerations 6 of 8WEBSITESTypefaceWriting styleOther mediaNavigation Page 37
  38. 38. Age-related considerations 7 of 8KEY MEDIAPersonal communicationTelephoneMeetingsPrintOnlineForms Page 38
  39. 39. Age-related considerations 8 of 8KEY MEDIASignageRadioTelevision and videoPublic address systemsPublicity and packagingAutomated communication Page 39
  40. 40. Communication after a conflict meeting or mediation Page 40
  41. 41. Communication after a conflict meeting or mediationPay attention to contentDistinguish tone of voiceObserve body languageWatch reactions to difficult conversationsMonitor gossip levels Page 41
  42. 42. Issues around emails Page 42
  43. 43. Issues around emailsWhen you‟re having an email exchange with a co-worker, and he or she escalates the conversationby sneakily cc‟ing a more senior colleaguePreemptive auto-responses such as “Thank you foryour email. I get an overwhelming amount ofemail, but I care about each one of them! I willrespond as soon as it‟s convenient”The instant follow-up Page 43
  44. 44. 4 Cs of intra-company communication Page 44
  45. 45. 4Cs of intra-company communicationClearConciseConsistentContinual Page 45
  46. 46. What does organizationalbehaviour teach us about communication? Page 46
  47. 47. What does organizational behaviour teach us about communication? 1 of 2Communicating in organizations is a two-wayprocess-there‟s both upward and downwardcommunicationsEffective listening skills are just as important asstrong writing or verbal communications skillsGroupthink (the tendency not to question orcritically examine decisions made by highlycohesive teams) can be avoided at least partiallythrough effective communications Page 47
  48. 48. What does organizational behaviour teach us about communication? 2 of 2In order to communicate, organizations need tounderstand and deal with some of the barriers toeffective communication such as “noise,”distractions, poor choice of words, culturaldifferences, linguistic background, status andpower differentials and lack of time Page 48
  49. 49. Presentations Page 49
  50. 50. PresentationsOwn the spaceDon‟t hold your breathRelax your feetSoftly softlyYou‟re never alone Page 50
  51. 51. Conclusion and questions Page 51
  52. 52. Conclusion and questionsSummaryVideosQuestions Page 52
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