This lecture discusses key concepts related to becoming a world-class employee and leader, including: - How good communication skills help organizations succeed by allowing them to set objectives, lead teams, communicate clearly, and achieve results. - How to find and keep passion for work by pursuing interests, helping others, and feeling valued. - Why it is important to establish healthy boundaries at work to avoid burnout and communicate effectively even under pressure. - How to exceed expectations by going above job requirements, developing a positive attitude, and adding value.

1. Chapter 16: Becoming a World-Class Employee and Leader
Lecture 1
Becoming a World-Class Employee and Leader Objectives
Introduction
This lecture shows how the 21st century communication skills
you have learned so far will serve you in college, your career,
and your life. By the end of this lecture, you will be able to
answer the following learning objective questions:
· How do good communication skills help organizations
succeed?
· How do you find and keep your passion for your work?
· Why is it important to establish healthy boundaries at work?
· How do you exceed expectations on the job?
Learning Objective 1
Communication Skills
How do good communication skills help organizations succeed?
Nonprofit and for-profit organizations need people with solid
business skills. The most important of those skills are:
· the ability to set objectives
· lead or participate in teams
· communicate clearly
· meet deadlines
Without these skills, plans cannot be made, work cannot be
done, funds cannot be raised, and results cannot be achieved.
Your ability to convey your message successfully and your
ability to maintain a passion for what you do will directly affect
your success.
Learning Objective 2
Maintaining Passion for Your Work
How do you find and keep your passion for your work?
Passion and enthusiasm go a long way in the corporate and

2. nonprofit world. People who like what they do are fun to be
around, and they inspire others to do and be their best.
Employers prefer people who like what they do because they
tend to perform their jobs well, are highly productive, and
motivate others. Your passion may start with an interest but it
needs to be nurtured and sustained.
Many people find their passion for their work is sustained by:
· the ability to pursue what they love
· the chance to stretch themselves
· the opportunity to help others
· the feeling of being valued and rewarded for a job well done
Answering the questions in the table at the bottom of the page
can help you find out if you are pursuing your passion.
1. How do you feel about your current stage of life—do you like
what you are doing?
2. Are energized by the path of study you have chosen? If not,
what are you enthusiastic about? Are you gathering information
and soliciting advice so as to change your study path?
3. What interests and excites you? How do you plan to integrate
your interests into your career?
4. When you graduate, will your first full-time job be a step
toward your dream career or simply a job to get you from point
A to point B?
5. Are you looking forward to the challenges of the working
world?
6. What is standing between good and great for you?
Learning Objective 3
Establishing Boundaries in the Workplace
Why is it important to establish healthy boundaries at work?
Establishing healthy boundaries in the workplace enables
employees to stay on a productive track during the business day
so that life at work and outside of work can both be rewarding.
Tips for setting personal limits in the workplace include:
· Avoiding burnout
· Communicating under pressure

3. · Marinating the boundaries between friendships and coworker
relationships
Avoiding Burnout
Burnout is a workplace situation characterized by:
· Irritation or unproductiveness
· An inability to think clearly
· An inability to effectively verbalize your thoughts
Job burnout is nature’s way of telling you that you have been
merely going through the motions of your job and that perhaps
you have lost the passion for your work.
The table at the bottom of the page provides some suggestion
for managing small bouts of job burnout. Click on each
technique to learn more.
Burnout Management Technique
Actions to Take
Establish a system of balance.
Listen to the nonverbal ways your body communicates its need
for a break. Is your head throbbing? Are your eyes glazing
over? Do you get tense in your neck and shoulders? If so, this is
another sign that you need to balance periods of hard work with
breaks.
Change your state and take a “think break.”
If you are sitting, try standing while you go about your
business. If you have been standing, sit down and relax. Or,
take a short walk, even if it’s inside the building. Take a stretch
break to reactivate your blood flow.
Know when you need to refuel.
Refueling involves more than just a short break. Make time to
eat, rest, breathe deeply, exercise, and interact with others or
take some time alone.
Communicating Under Pressure
One of the most difficult situations in the workplace is
communicating under pressure.
There are three common pitfalls of communicating when you are
under stress:

4. 1. Undergoing personality change. In extreme circumstances,
people have the potential to shift into back-up behavior. Back-
up behavior is a coping behavior that different personality types
exhibit under stress. Givers may become passive-aggressive
while organizers might become controlling and autocratic.
Learn to recognize back-up behaviors in others and in yourself,
and then think before you speak and act.
2. Sacrificing relationships to get the job done. Even under
pressure, you need to preserve relationships among your
coworkers. You must continue to communicate with key players
to provide checks and balances in terms of solutions your group
decides on.
3. Becoming paralyzed by indecision. No one makes the right
decisions all of the time. Deal with feeling overwhelmed by
doing something to relax. Keep communication positive and the
repercussions of any mistakes you make will probably be minor.
Friends versus Coworkers
When you work with people every day, it’s easy to start over-
communicating personal information. You may need to set
limits on friendships so they do not get in the way of working
relationships.
Establish healthy workplace boundaries by maintaining friendly
communication with everyone instead of developing friendships
with people who have the same personality traits as you. This
will enable you to consider other people’s points of view and
increase your ability to lead a diverse group of people.
Learning Objective 4
Exceeding Expectations
How do you exceed expectations on the job?
Instead of thinking about what the company can do for you,
think about what you can do for the company.
Successful employees are those who consistently look for ways
to improve the environment in which they work and seek
opportunities to stretch their abilities.
Click through the numbers at the bottom of the page to learn

5. about the steps you can take to exceed the expectations of your
employer.
1. Paying Your Dues
Be willing to pay your dues and don’t think you’re above the
entry-level jobs where you learn the most. Your skills and
talents will develop over time and your experience will increase
the longer you work. Every type of work you do is a stepping
stone to the next move in your career.
2. Going the Extra Mile
You are hired with the expectation that you can skillfully and
effectively meet your employer’s job requirements. However,
don’t limit yourself to your job description. Work to exceed
your job’s requirements so you’re seen as someone who adds
value to the company.
Adding value—or going the extra mile—refers to what you
personally bring to your job that exceeds your employer’s
expectations and is unique to your personality and style.
If you see a problem that needs solving, get involved in solving
it even if it’s not a direct part of your job. All companies have
problems, some of which management may not even be aware
of.
Learn as much as you can about your company so you can
contribute on all levels beyond your basic job function.
Take time to consider how your actions might impact the bigger
picture. As you start offering assistance in areas outside your
job description, people will begin to notice you.
In order to go the extra mile and exceed your employer’s
expectations, ask yourself the questions shown in the table at
the bottom of the page.
1. Do I look for problems to solve?
2. Do I look for opportunities to take a leadership role?
3. Do I ask for assignments no one else wants or no one else can
take on?
4. Do I offer to assist my coworkers with their projects?
5. Do I give others credit?
6. Do I get involved with projects outside of work?

6. 3. Developing Your Game Face
Your game face relates to your ability to keep a professional
outlook and communicate positively in the workplace even
when you may be working through personal difficulties or
setbacks. Business professionals are successful because they
have a positive, confident game face even when they are
privately stressed, discouraged, or agitated.
The behaviors you exhibit in the workplace are an extension of
the communication behaviors you exhibit in college and on the
job. The table at the bottom of the page lists professional
behaviors to embrace and unprofessional behaviors to avoid.
[ Professional/Unprofessional Behaviors table – illegible ]
Knowledge Check
Question 1 of 8
Which of the following is NOT a key important business skill?
· the ability to set objectives
· the ability to communicate clearly
· the ability to lead or participate in teams
· the ability to manage complex financial matters
the ability to manage complex financial matters: Correct
That is correct. Setting objectives, communicating clearly, and
leading and participating in teams are all key business skills.
Question 2 of 8
Only for-profit organizations require their employees to have
key business skills.
· True
· False
False: Correct
That is correct. Both for-profit and non-profit organizations
look for employees with key business skills like the ability to
communicate clearly, set objectives, and lead teams.
Question 3 of 8
Which of the following is NOT a typical characteristic of
people who love what they do?
· They tend to be highly productive.

7. · They tend to perform their jobs well.
· They tend to motivate others.
· They tend to earn more.
They tend to earn more.: Correct
That is correct. People who love what they do are highly
desirable employees because they tend to perform well, are
highly productive, and are able to motivate others.
Question 4 of 8
Which of the following are ways to sustain and nurture a
passion for what you do?
· the chance to stretch your abilities
· the opportunity to help others
· the opportunity to determine company policies
· the opportunity to lead others
· the ability to pursue what you love
· the feeling of being valued and rewarded for a job well done
the chance to stretch your abilities, the opportunity to help
others, the ability to pursue what you love, the feeling of being
valued and rewarded for a job well done: Correct
That is correct. Sustaining and nurturing your passion for your
work enables you to avoid burnout and remain a productive and
high performing employee.
Question 5 of 8
What are three signs of job burnout?
· irritation, an inability to think clearly, and decreased
productivity
· decreased productivity, an inability to effectively verbalize
thoughts, and depression
· irritation, an inability to think clearly, and an inability to
effectively verbalize thoughts
· absenteeism, irritation, and an inability to think clearly
irritation, an inability to think clearly, and an inability to
effectively verbalize thoughts: Correct
That is correct. Job burnout is an indication that an individual
has lost the passion for his or her work.
Question 6 of 8

8. Which of the following is NOT one of the pitfalls of
communicating under pressure?
· undergoing personality changes
· becoming paralyzed by indecision
· ignoring company policies and procedures
· sacrificing relationships to get the job done
ignoring company policies and procedures: Correct
That is correct. Being aware of these pitfalls and overcoming
them in extreme circumstances is a vital communication skill.
Question 7 of 8
What term refers to the ability to keep a professional outlook
and communicate positively in the workplace even when an
individual may be working through personal difficulties or
setbacks?
· paying dues
· healthy boundaries
· game face
· exceeding expectations
game face: Correct
That is correct. Your game face shows that you embrace
professional behaviors and avoid unprofessional behaviors.
Question 8 of 8
The term “adding value” refers to your willingness to take a
lower starting salary in order to enter a field for which you have
a passion.
· True
· False
False: Correct
That is correct. “Adding value” refers to what you personally
bring to your job that exceeds your employer’s expectations and
is unique to your personality and style.
Becoming a World-Class Employee and Leader Summary
Summary
This lecture has discussed key concepts related to the following
learning objectives:

9. · How communication skills help organizations succeed.
(Textbook reference: see page 466)
· How to find and keep your passion for your work. (Textbook
reference: see pages 466-467)
· Why it is important to establish healthy boundaries at work.
(Textbook reference: see pages 467-469)
· How to exceed expectations on the job. (Textbook reference:
see pages 469-471)
Chapter 7: Positive, Everyday Messages
Positive, Everyday Messages Objectives
Introduction
Realizing how to compose positive and everyday messages is an
essential component of business communication. After
completing this lecture, you will be able to answer the
following questions:
· What are positive, everyday messages?
· Why is effective writing critical for communicating positive,
everyday messages?
· What channels are used to deliver positive, everyday
messages?
· Why should you separate your professional communications
from your personal communications?
Learning Objective 1
Positive, Everyday Messages
What are positive, everyday messages?
Positive, everyday messages are routine message that deliver
good news or neutral news.
Click the five segments of this diagram to explore everyday
messages.
Most business communication is sent via everyday messages.
Writing effective, everyday messages is a necessary skill for
succeeding in business. Everyday messages fall into five

10. categories. They:
· Inform
· Ask questions
· Respond to questions
· Request action
· Express appreciation
Informing
Messages that inform simply update the reader. They might
include facts, figures, or changes to a schedule.
Asking Questions
Messages that ask direct questions and require a response fall
into this category. They can ask simple, brief questions or more
complex queries.
Responding to Questions
Messages that respond to questions can include simple one-line
answers, such as a date, a time, a name, or a resource. They can
also include longer responses, such as detailed explanations,
action plans, and recommendations.
Requesting Action
Messages that request action ask the reader to do something.
The requests can range from simple to complex.
Expressing Appreciation
Messages that express appreciation give the reader thanks.
Writing a thank-you note to acknowledge a job well done, a
favor granted, or a gift received goes a long way toward
showing your appreciation. Thank-you notes can be sent by e-
mail, although a handwritten note is even better.
Learning Objective 2
Writing Effectively
Why is effective writing critical for communicating positive,
everyday messages?
The ability to write effective messages affects both how
business is conducted and how your managers and fellow
workers perceive you. The ability to write well is also important
for conveying essential details.

11. Your child’s health is important to us at the Cleveland Public
Health Clinic. To receive free vaccinations in November, please
call today for your appointment.
Sincerely,
Edward Dwight
Chief Administrator
Cleveland Public Health Clinic
Click through the numbers at the bottom of the page to learn
more about approaches to effective writing.
1. Strategies for Writing Effective Positive, Everyday Messages
Your communication will be effective if you keep in mind the
following writing practices:
· Plan your message before you write
· Strive for simplicity in language and formatting
· Review and revise your message before distributing it
· Avoid multitasking and other distractions
· Reread the messages you write and find a way to eliminate
words, phrases , and sentences that aren’t necessary
2. Open with the Message’s Main Objective
Being clear about your main idea will help you write a direct
opening to your message.
Check in about whether you are:
· responding to a request or complaint
· asking a question
· informing the reader about a policy
3. Explain the Message’s Information in a Logical and Positive
Way
The opening of your message should be followed with further
details organized in a clear and logical way:
· Use lists, bullet points, italics, and other graphical devices to
help structure your content.
· The tone of your message should be positive.
· Avoid negative words such as unfortunately, error, mistake,
regret, fault, and so forth.
· Focus on the solutions being pursued or changes being made.

12. 4. End the Message with a Goodwill Closing and Any
Directions for Action
Don’t miss the opportunity to create goodwill in your closing.
Depending on the context, choose one of two options:
· Outline what needs to be done, by what date, and why.
· Explain what you will do and when the reader can expect the
action to be completed.
Learning Objective 3
Delivery Channels
What channels are used to deliver positive, everyday messages?
One of the greatest challenges a communicator faces is choosing
the most effective communication medium for a given situation.
American Alliance of Actuaries
3090 Connecticut Street, NW, Suite 500
Washington, D.C. 20049
Phone: 202-596-8357 • Fax: 202-596-8399 • www.amalac.com
Click through the numbers at the bottom of the page to explore
how to deliver positive, everyday messages.
1. Letters
A letter is the most formal way to communicate an everyday
message.
· Business letters have two types of standard designs:
· Block style letters: almost all of the components begin at the
left-hand margin.
· Modified block style letters: some of the elements, including
the date of the letter and the sender’s signature, begin at the
center of the page.
· Letters should be written on letterhead and include the
following:
· Return address
· Date
· Inside Address
· Salutation
· Body
· Closing and Signature Block

13. · Reference Initials
· Enclosures
· Copies
2. Memos
Memos are usually reserved for messages sent within an
organization.
· Managers use memos:
· when they must present important messages in a formal
manner
· when they need to convey confidential details
· when they have to send longer messages
· Memos can also serve as official records when they are used
for employee performance appraisals, changes in policy, or
other documentation.
· Memos help avoid clutter.
3. E-mails
E-mails have replaced memos as the primary form of internal
written communication for many organizations.
· E-mails are similar to memos but less formal.
· They are quick to send, inexpensive, and easy to distribute.
· They don’t create a lot of paper waste.
· They have become the predominant channel for delivering
everyday, positive messages.
E-mail allows for quick and efficient communication, but
beware of its pitfalls.
· It’s easy to make mistakes.
· You can overwhelm coworkers by overusing “Reply to All.”
4. Instant Messages
Instant messaging is now a common way in which many
companies communicate internally.
Instant messages are distributed directly to the recipients in real
time and have the following characteristics:
· They are designed for short messages and quick questions.
· They occur between a sender and a receiver only.
· They have security issues and can be distracting.
5. Text Messages

14. Proper spelling and punctuation apply to business-related text
messages, just as they do to formal letters. Keep the following
in mind when preparing text messages:
· Text messages written without punctuation, or in lowercase
letters only, are very difficult to read.
· Text messages containing spelling errors and punctuation
mistakes look unprofessional.
6. Blogs
A blog is a shortened expression for the two words Web log.
They are typically used to deliver good or neutral news for the
following purposes:
· Public relations
· Customer support
· Discussion forums
· Crisis management
· Recruiting
7. Social Networking Communications
Social networking sites are Web sites that allow people to
connect with one another online for personal or professional
reasons, as outlined below:
· People use LinkedIn to connect with their coworkers, or
people who could become their coworkers, and who share their
interests, and potential employers.
· People use Facebook to connect with their friends and
acquaintances, play games, and present their “public face” to
the online world.
8. Emerging Business Communications
Other emerging technologies are finding their way into
mainstream business communications. These include:
· Microblogs: short messages sent to specific networks of
people
· Wikis: Web sites that allow workers to collaborate on
documents and projects by directly editing them on the Internet
· E-zines: electronic magazines that communicate information
· RSS: syndication feeds
9. Choosing the Best Channel for Sending Positive, Everyday

15. Messages
Ask yourself the following questions to determine which
channels of communication best suit your needs:
· Is a phone call or face-to-face communication more effective
than a letter or e-mail?
· How urgent is your message?
· How private is your message?
· Is your message complicated?
· Does your message need to be archived?
Learning Objective 4
Separating the Personal and the Professional Objectives
Why should you separate your professional communications
from your personal communications?
It is easy to loosen the boundaries between your personal and
professional life when using technology. To be as productive as
possible on the job, separate the two. People who do not draw
such boundaries run into trouble.
Click through the questions below or use the search box in the
upper right to learn more about the separation process.
Why should you separate the personal from the professional?
Sitting at your desk reading a magazine that you brought in
from home is not appropriate; neither is perusing the Internet
for your own purposes on company time.
How does bringing personal communications into the workplace
affect your work?
It shifts your attention. You are then likely to need several more
minutes to refocus on your work and finish your projects. It also
causes information overload, which is a common reason why
people cease to be productive.
How can you separate the two effectively?
Turn off your phone and don’t check personal e-mail for part of
the business day. Let technology serve you rather than
becoming a slave to it. Your success in business will depend
upon your ability to manage your time effectively while still
using electronic resources.

16. How would an employer know you are using professional time
to complete personal communications?
Assume that your employer monitors all company electronic
communication. Messages sent by electronic media can be used
against you in court, just as official letters and memos can.
Knowledge Check
Question 1 of 8
Which of the following is NOT an example of an everyday
message?
· a request for information
· a letter of condolence
· a thank-you note
· a report about a change
a letter of condolence: Correct
That is correct. A letter of condolence is not an example of an
everyday message.
Question 2 of 8
The BEST way to send thank-you notes is via e-mail.
· True
· False
False: Correct
That is correct. The best way to send thank-you notes is via a
handwritten letter, rather than via e-mail.
Question 3 of 8
When you end a message, you should conclude with
_________________________________.
· a goodwill closing and directions for action
· a restatement of your main objective
· a logical and clear explanation
a goodwill closing and directions for action: Correct
That is correct. When you end a message, you should conclude
with a goodwill closing and directions for action.
Question 4 of 8
Which of the following is NOT one of the writing practices that
help make communication more effective?

17. · Avoid multitasking and other distractions
· Plan your message before you write
· Strive for simplicity in language and formatting
· Reread the messages you write and find a way to add words,
phrases, and sentences
· Review and revise your message before distributing it
Reread the messages you write and find a way to add words,
phrases, and sentences: Correct
That is correct. The writing practices that help make
communication more effective are: avoid multitasking and other
distractions, review and revise your message before distributing
it, plan your message before you write, and strive for simplicity
in language and formatting.
Question 5 of 8
Which of the following is the MOST formal way to send a
message?
· by memo
· by letter
· by phone
· by e-mail
by letter: Correct
That is correct. A letter is the most formal way to send a
message.
Question 6 of 8
Despite the popularity of e-mail, memos remain the primary
form of internal written communication for many organizations.
· True
· False
False: Correct
That is correct. E-mails have actually replaced memos as the
primary form of internal written communication for many
organizations.
Question 7 of 8
Bringing personal communications into the workplace affects
your work by ______________________.
· increasing motivation

18. · changing your mood
· causing information overload
causing information overload: Correct
That is correct. Bringing personal communications into the
workplace affects your work by causing information overload.
Question 8 of 8
It is possible for an employer to know you are using
professional time to complete personal communications.
· True
· False
True: Correct
That is correct. It is possible for an employer to know you are
using professional time to complete personal communications.
Positive, Everyday Messages Summary
Summary
This lecture has discussed key concepts related to the following
learning objectives:
· Know what positive, everyday messages are. (Textbook
reference: see pages 172-175)
· Understand why effective writing is critical for
communicating positive, everyday messages. (Textbook
reference: see pages 175-178)
· Know the channels used to deliver positive, everyday
messages. (Textbook reference: see pages 178-195)
· Understand why you should separate your professional
communications from your personal communications. (Textbook
reference: see pages 195-196)
Chapter 2: Teamwork, Leadership, and Business
Communication
Teamwork, Leadership, and Business Communication
Objectives
Introduction

19. Effective teamwork, leadership, and communication are what it
takes to motivate and inspire others in the business world. The
goal of this lecture is to help you develop communication skills
that will make you an effective team player and a good leader.
After completing this lecture, you will be able to answer the
following questions:
· What are business teams like today?
· What do you have to offer a team?
· What makes a team work together effectively?
· What causes teams to break down?
· How can you become an effective team leader?
Learning Objective 1
What Business Teams Are Like Today
What are business teams like today?
Work teams today look very different than they did 20 years
ago. Before the 1970s, companies were generally organized into
divisions representing their different operations. However, this
structure led to many managerial levels. It also led to duplicated
roles, with each division relying on its own accountants,
engineers, and so forth, and limited the ways teams across
different divisions worked together. Organizations are much
flatter today. In other words, there are few layers of managers,
and teams are the norm.
Although teamwork can be difficult, teams are an integral part
of business. The following are some of the advantages and
disadvantages of working on teams:
Advantages
Disadvantages
Multiple ideas can be generated for solving problems.
Although teams can at times speed up the problem-solving
process, they can also slow it down as their size grows larger.
Various talents of team players are brought to the table.
Employees who prefer working alone can become frustrated.
Employees can energize one another.
Meeting tight deadlines can be more difficult.

20. Teamwork can add a social element to jobs, strengthening the
bonds between employees and improving their job satisfaction.
Frequently, team members don’t all participate equally on the
team.
Large tasks can be more easily tackled.
If not effectively managed, teams can damage the morale of a
company.
Most of the disadvantages of teams can be overcome if team
members know how to communicate with one another. How you
communicate with and function on a team can, in fact, make or
break your career.
Many firms utilize geographically dispersed teams. A
geographically dispersed team consists of members who work in
different locations both inside and outside of an organization.
As a result, it is a virtual team, and members must rely on
technology to work together. When using technology with
teams, it is important to factor in the following: the technical
proficiency of the team’s members, the technology available to
each member, and the goals of the team. Navigate through this
guided diagram with the arrows in the upper right to learn more
about the seven ways that virtual team members can
communicate with one another.
Telephone Conferences
Three or more team members converse simultaneously.
Participants dial one number and then punch in a code to
connect to the call—or—a moderator calls all the participants
and connects them to the call.
VoIP (voice over Internet protocol)
This technology transfers audio signals to digital data, which is
transmitted through the Internet. This allows team members to
speak directly with one another and avoid long-distance
telephone charges.
Web Conferences
Team members conduct meetings through the Internet, using a
Web-based application, where each member uses a separate

21. computer with attached Webcam. The technology is ideal for
small, interactive sessions. Examples include Web Train,
Microsoft Office Live Meeting, Acrobat Connect, and WebEx.
Videoconferences
Two or more sites interact by two-way video and audio
transmissions through interactive telecommunications
technology. Video images are projected onto large screens for
viewing.
Online Chat and Social Networking
Internet-based communication tools that let team members send
messages and share ideas using e-mails, instant messaging
software such as Instant Messenger, Google, or TokBox, and
social-networking Web sites similar to Facebook.
Collaborative Writing Software
Teams use software such as Google Docs, Whiteboard, and
Wikis to collaboratively create, edit, and revise written reports
and documents.
Webcasts
Teams use Webcasts for formal presentations to large and
dispersed audiences. They can broadcast their presentations
over the Internet.
Learning Objective 2
What You Have to Offer A Team
Successful business people share a common ability to maximize
their strengths, and compensate for their weaknesses.
Understanding how you process information, read the signals
other people are sending, and express yourself will help you
succeed in teams and emerge as a leader.
Personality Spectrum
What do you have to offer a team?
Self-awareness is critical for functioning well in any group.
Emotional intelligence is the ability to monitor and control your
emotions, thoughts, and feelings, all while remaining sensitive
to and aware of others’ feelings. Your emotional quotient (EQ)
is said to measure your emotional intelligence, much like your

22. intelligence quotient (IQ) measures your intellectual
intelligence. Author Daniel Goleman claims that in business,
your EQ is arguably more important than your IQ.
How can you learn about yourself and develop your emotional
intelligence? There are many self-assessments available,
including the Keirsey Sorter and Myers/Briggs personality tests
and the VARK questionnaire. The assessment in this lecture is
based on the Keirsey Sorter personality types test, which will
allow you to see your own dominant strengths and your lower-
scoring areas, called “growth areas.” Use the graphics below to
perform a self-assessment using the Keirsey Sorter personality
types test.
[ Keirsey Sorter personality types test images ]
Managers and Personality Types
Knowing about the Keirsey Sorter personality types will not
only help you to communicate better with your team members,
but will also help you to understand and work more efficiently
with people to whom you report.
There are strategies for communicating with managers, based on
the different personality types in the Keirsey Sorter. Click on
the headings in the graphic below to reveal them.
However people are not objects that can be easily categorized
and put into boxes like nuts and bolts, sorted by size. Never
assume you know everything about a person just because you
think you have figured out his or her personality type.
[ Keirsey Sorter personality types chart image ]
Thinker: Give a thinker well-analyzed memos and oral
summaries. Have your data and your facts handy and double
check their accuracy. Do your homework, in other words.
Giver: Provide communication that is genuine and interesting.
Use stories to illustrate an accomplishment or a job well done.
Be willing to give feedback and acknowledgement for work
being done.
Organizer: Provide solid information presented in an organized
way. Proofread, prepare, rehearse, and re-rehearse your
delivery. Find the most attractive and effective way to package

23. information.
Adventurer: Be interesting, challenging, or entertaining. Use
stories and humor to illustrate your message with visuals,
music, and an element of surprise. Be creative and convey
passion.
Learning Objective 3
Working Together Effectively in a Team
What makes a team work together effectively?
What happens when you simply do not like a team member? The
fact is you are not going to like everyone with whom you work.
However, liking or disliking someone is very different than
working well with him or her. Regardless of your feelings,
behave professionally and communicate respectfully with the
person. One way to do this is to remain focused on the team’s
desired outcomes.
In 1965, Bruce Tuckman, a psychologist and education
specialist, attempted to explain the dynamics of groups by
describing their stages of development. Tuckman maintained
that the stages are necessary and inevitable for teams to go
through in order to plan, strategize, address problems, and
deliver results. The easy-to-remember stages are forming,
storming, norming, performing, and adjourning. Click on the
numbers below to get a sense of what these five stages are
about.
1. Forming
During a series of initial meetings, group members observe and
assess one another while gauging their chances of successful
teamwork.
2. Storming
A few weeks down the road, the group begins to run into some
challenges. One member might have poor attendance, and
another might seem disconnected.
3. Norming
The group leader calls for a meeting to discuss issues and
concerns. Team members then revisit group goals and individual

24. roles. A plan is developed for handling conflicts and
communication breakdowns. Members then recommit to roles
and responsibilities, and begin to build consensus.
4. Performing
After meeting and communicating regularly for about two
months, the members now have a good understanding of each
other’s strengths. This has resulted in the accomplishment of a
major team goal. In other words, the team has now delivered
what it had set out to accomplish.
5. Adjourning
The team leader now brings the team members together to
congratulate them on their success. Based on their
effectiveness, the leader informs them that they will be brought
back together again for future projects.
A team’s size affects its ability to communicate effectively. If a
team is too large, it becomes difficult for everyone to voice
their opinions, and consensus can be difficult to build. If a team
is too small, it often lacks the multiple perspectives that are
advantageous in teamwork. According to Edward Hall, a noted
anthropologist and psychoanalyst, the ideal business team has
between 8 and 12 members.
One of the biggest challenges teams face is making decisions
that reflect the thinking of the entire group. The graphic below
shows four common decision-making models that teams use.
Regardless of the model a team chooses for its decision-making
process, the best communication occurs when:
· The team has a clearly defined goal.
· The need for making the decision is understood by all
members.
· Supporting information has been gathered to aid in the
decision-making process.
· Some time is dedicated to coming up with alternate solutions.
Many teams find it beneficial to share a common set of “ground
rules,” or agreed-upon standards, for the group. Click on the
headings in the graphic below to see some suggestions.
Identify Desired Outcomes

25. Outline the team’s goals and how you will know when those
goals have been met. This will help each member be
accountable to the overall objectives.
Begin with the End in Mind
Identify the end result. This will prevent members from falling
off course and becoming distracted by other issues.
Define Expectations
Name attainable goals to increase motivation:
· Use an agenda every time
· Agree to work through conflict
· Start and end meetings on time
Use Diversity
Solicit different points of view and examine the pros and cons.
This allows you to see the big picture when solving problems.
Starting with a diverse team can make this easier.
Plan Ahead in Detail
Create well-defined action steps and time frames for
completion. This is a good way to summarize a meeting and
have all members on the same page.
Working on a team can be a slow process, but proper team
etiquette can help teams avoid frustrations. Consider the
following tips:
· Show up on time.
· Be prepared.
· Try to sit where you can see all of the other team members.
· Be courteous.
· Use polite language.
· Respect the team’s confidentiality.
· If you have an issue with a teammate, talk to the person
directly.
· Make a point to acknowledge team members when appropriate.
· Keep your personal business outside of the meeting.
· Avoid sending text message, e-mails, and instant messages
during meetings.
· Clean up after yourself.
6. Use a Meeting Agenda

26. A meeting agenda is another vital way of keeping teams on
track. The example below shows all the components of an
effective team-meeting agenda. Navigate through this guided
example with the arrows in the upper right to learn more about
them.
Training Team Meeting Agenda
December 2, 2011, 9:00 A.M.–10:30 A.M. [note the items in the
agenda: (start and end time, date, location, and attendees).]
Location: 2nd floor conference room
Remote members: Dial 1-800-672-2345, PIN: 2534.
Access screen-sharing at: gotomeeting.com, PIN: 2534.
Attendees: Jose Oliff, Jeff Tartun, Aaron Kneel, Amy Lassiter,
Maria Dennen
Absent: Leo Kahn (Amy will send notes to Leo)
Agenda:
1. Check-in: 5 minutes
2. Review of action items from Nov. 1 meeting: 30 minutes
[Review: summarizes the last meeting and previous action
plans.]
· Jeff: Status on training module template
· Amy: Update on new training software
· Maria: Reporting system progress
3. Module rollout discussion: 10 minutes [Agenda items:
provides structure for the meeting and assignments for the next
meeting.]
4. Identify next raining topics: 10 minutes
5. Timing of Launch: 10 minutes
6. Other: 5 minutes
7. Action items for next meeting: 10 minutes
8. Open-discussion period: 10 minutes [Open discussion: allows
members to bring up other relevant information.]
7. Virtual Teams
Virtual teams are increasingly common because companies
recognize that the best people for projects are often in different
locations. Working across geographical distances, time zones,
and cultures can be challenging, but the core principles of team

27. dynamics remain the same.
Virtual teams require extra attention to the communication
process to combat the obstacles that could result from not
having regular face-to-face interaction. In a face-to-face
meeting, the interpersonal connections between individuals are
much easier to make than through collaborative meeting
software.
Working in a virtual team often means working with people who
live in different parts of the country or world. People’s accents
can sometimes be difficult to understand. Speak clearly, not too
fast, and loudly enough for everyone to hear. Lastly, try to
eliminate any background noise.
E-mail, instant messaging, and other electronic communication
allow for easy communication. However, the personal touch can
get lost in the mix. Taking the time to have a phone
conversation can help bridge the gap that can result from
electronic communication. Picking up the phone can also help
when several e-mail messages have not produced the results you
want.
Learning Objective 4
How Teams Break Down
What causes teams to break down?
Even the best-managed teams have problems. In this section, we
will discuss problems teams can experience, and hot to use your
communication skills to work through these problems.
Irving Janis, a research psychologist from Yale University,
coined the term groupthink to describe the phenomenon that
occurs when the members of a group “go with the flow,” or
tacitly agree with one another’s ideas to avoid conflict—even
when they might silently object to those ideas. Groupthink
creates a false consensus.
Team conflicts can result from the following:
· power struggles
· personality differences
· limited resources

28. · opposing interests
· a lack of clarity regarding the roles each member plays in the
group
Conflicts within teams are inevitable and can even be positive.
The following tips can help you resolve conflict, regardless of
its source:
· What are you trying to accomplish? Keep the outcome in
mind.
· Avoid personality disputes. Focus on the problem, not the
person.
· Maintain a positive outlook and attitude toward other members
of the group.
· Have confidence that you will get to a win-win outcome.
The graphic below lists sources of workplace conflicts and
strategies for solving them. Click on the Source button to learn
about the sources of workplace conflicts. Then, click on the
Strategies button to learn how to resolve them.
Conflict
Conflicts of Interest
Lack of Clarity about Roles
Limited Resources
Power Struggles
Personality Differences
Source
Individuals can get caught up in their own agendas and lose
sight of organizational goals.
Team members can experience conflict when their roles and
boundaries are not clearly defined.
Lack of time, money, resources, supplies, and space can cause
conflict.
The need to control a project or outcome causes conflict.
Differences in personalities can result in conflict due to
differing approaches and work styles.
Strategy for Resolution
Consistently remind team members how the roles they play fit
into the broader mission of the organization.

29. Clarify what each member is expected to deliver to the team.
Make sure a time frame is agreed upon and that everyone has
the necessary, up-to-date information.
Include teams in resource allocation discussions so they
understand why resources are distributed the way they are.
Promote an environment that fosters positive relationships.
Teach team members how to effectively navigate political
“minefields” or situations where conflicts are likely to occur.
Work toward understanding your own personality. Share what
you know about yourself and discuss with the team how to work
with people with various personalities.
Conflicts can also arise because of the behaviors of the team
members. Toxic team members prevent a team from reaching its
potential. Click through the numbers at the bottom of the page
to learn more about “toxic” team members.
1. The Lone Ranger
A highly competitive introvert who prefers to work alone, and
who becomes easily impatient with others. Often the
entrepreneurial type.
2. The Know-It-All
Doesn’t really listen to team input. Is already convinced of
having the right answers. Often intimidates others with this
attitude.
3. The Passive-Aggressive
Blames others rather than taking personal responsibility.
Retaliates for perceived affronts by stalling, withholding, and
indirectly sabotaging.
4. The Intimidated
Continually compares himself or herself negatively to other
team members. Becomes easily intimidated by those perceived
as smarter or more talented.
5. The Gossip
Gossips about others in order to feel better, stronger, or more
powerful about himself or herself by comparison.
6. The Taker

30. Often takes credit for the work of others.
7. The Slacker
Avoids volunteering for assignments out of lack of belief in
himself or herself. Does the minimum required.
8. The Seat Filler
Resembles the slacker, except that he or she does nothing rather
than the minimum required.
Fortunately, there are conflict-resolution steps to take when
team breakdowns occur. Click through the eight steps in the
diagram below to learn about working through team conflicts
and impasses.
1. Calm Yourself
· How: Take a deep breath, and refrain from raising your voice.
Remind yourself to relax.
· Why: This clears your thinking and helps you control your
emotions.
2. Restore Order
· How: Take a “timeout.”
· Why: This stops the fight and contains the damage.
3. Hear People’s Stories
· How: Ask the person to “Help me understand your concern.”
· Why: This gathers information and defuses tension among
people.
4. Listen Carefully
· How: Make eye contact and don’t interrupt people.
· Why: This honors the need for people to be heard.
5. Create Alternate
Solution
s
· How: Ask, “How could we resolve this?”

31. · Why: This moves the discussion from accusations to solutions.
6. Agree on a