The document discusses active listening skills, questioning techniques, and the GROW coaching model. It defines active listening as focusing attention on the speaker to improve understanding. The 4 steps of active listening are outlined. Open, closed, and probing questions are defined and their uses explained. The GROW model is introduced as a structure for coaching conversations, with the stages of Goal, Reality, Options, and Wrap-up described. Activities to practice these skills are proposed.
Effective communication Skills for EveryoneToday Indya
Communication skills is the ability to use language
(receptive) and express (expressive) information.
Effective communication skills are a critical element in
your career and personal lives
Effective communication Skills for EveryoneToday Indya
Communication skills is the ability to use language
(receptive) and express (expressive) information.
Effective communication skills are a critical element in
your career and personal lives
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15BizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring.
www.bizlibrary.com
Communication in the workplace is all to often ignored. We all assume we know how to do it well even though it's the simple things we forget to do. This slide set is a breakdown of the important aspects of communication.
Active Listening: Tips for Effective CommunicationJeffrey Stevens
A short micro-presentation on the tenets of Active Listening, a process for communicating clearly and effectively and opening yourself to truly understanding and processing the other in a conversation. Presented to the UF Health Creative Team Meeting.
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15BizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring.
www.bizlibrary.com
Communication in the workplace is all to often ignored. We all assume we know how to do it well even though it's the simple things we forget to do. This slide set is a breakdown of the important aspects of communication.
Active Listening: Tips for Effective CommunicationJeffrey Stevens
A short micro-presentation on the tenets of Active Listening, a process for communicating clearly and effectively and opening yourself to truly understanding and processing the other in a conversation. Presented to the UF Health Creative Team Meeting.
To those who would like to have a copy of this slide, just email me at martzmonette@yahoo.com and please tell me why would you want this presentation. Thank you very much and GOD BLESS YOU
Five Fun Activities to Build Listening Skillsallisg43
Can listening activities be fun and motivating? These slides look at listening in the EFL classroom and outline five fun and easy-to-use activities to help EFL learners build listening skills in an enjoyable and exciting way. Material from the e-future texts Listen Up and Listen Up Plus are used in the slides.
These slides are from a presentation delivered at KOTESOL in Seoul on October 12th, 2013.
Why Am I So Angry? And What Are You Going to Do About It?Paul Signorelli
This one-hour webinar for WebJunction, co-presented by Maurice Coleman (Technical Trainer, Harford County Public Library) and Paul Signorelli (Writer, Trainer, and Consultant, Paul Signorelli & Associates) focuses on how we can better work within and resolve difficult situations involving people ranging from those who are somewhat angry to those whose behavior requires security or police intervention. Although designed for an audience of colleagues working in libraries, the material is adaptable to anyone involved in customer service.
Guest lecture impact business question on application landscapeLeon Smiers
Guest lecture at the Erasmus University Rotterdam.
In this presentation the impact of a business question on the application landscape is explained.
Key topics
(1) When looking at the impact of a business question, do not forget the Why question
(2) Change required by the business impacts
- People
- Process
- Technology
(3) CORA model is used to determine impact of Technology part
The Role of the Human Resources Function in Influencing Organizational CultureLaura Pasquini
Mariya Gavrilova Aguilar, A. Esther Joshua-Gojer, Denise Philpot, & Laura A. Pasquini - University of North Texas
AHRD International Research Conference in the Americas
St. Louis, MO #AHRD15
February 20, 2015
When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher.
You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involve the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are in the pipeline. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.
Traditionally, mentoring pairs junior employees (mentees) with more senior employees (mentors). But there are many ways to use this format to achieve company goals.
We’ve gathered up the most popular ways corporations use mentoring in our in-depth whitepaper. You'll read details and case studies about:
Employee career development
High potential development
Diversity training
Reverse mentoring
Knowledge transfer
...all incorporating the mentoring method of learning for learning effectiveness.
Learn from our experience here in this SlideShare!
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Chronus is the leading provider of mentoring and talent development software. Leveraging the power of learning through others, Chronus creates experiences that drive employee career and leadership development, new hire onboarding, student mentoring, and more. Chronus' mentoring, coaching, and onboarding solutions are used by organizations worldwide.
Communication and Interpersonal SkillsTimothy Wooi
Interpersonal skills are the attitudes and habits that make workers at any seniority level valuable employees and contributing members of the work environment.
Interpersonal skills comes from the root word Interaction & Person. In other words it is the communication among two or more persons.
They include communication and social skills, teamwork, problem solving and critical thinking, and professionalism (time management and appearance).
Course Purpose
To set clear guidelines for effective communication and to consider the role of good interpersonal skills in the multicultural workplace by understanding:
- different behavioral styles and learn to modify your behavior to achieve best results
- how to stay present 'in the moment', 'listen for intent', and influence your listener positively
- how to give and receive constructive feedback as a way to build better relationships to demonstrate assertive behavior
- how to communicate effectively when the stakes are high and you need to neutralize arguments effectively
To create individual action plans for ongoing personal development by making use of all of the above skills to ensure effective teamwork
KW Inner Strength - Assertive and Effective Communication - SlideShare.pptxKarenWarren29
This presentation can help you to communicate assertively and effectively, particularly in a Team Leader or Line Manager role.
In a leadership role, you'll need to communicate effectively with people. We often get back what we give out so make your communication style positive and constructive to help define your expectations of people and to support them if they're struggling.
If you can make people feel safe, they'll usually tell you where they're at, and that can help you to develop effective work relationships and a proactive style of line management.
Our impact and influence are not usually about what we say, they're about how we say things. This presentation can help you to think about how you communicate in business to support individual and team success.
The success of a leader relies on the ability to unlock employee potential, find solutions, and meet organizational objectives.There are some practical tips to improve and leverage listening skills that will enhance your leadership capabilities.
TOPIC 1 Active Listening Skill Set; Assessing your Listening Skills.docxherthaweston
TOPIC 1: Active Listening Skill Set; Assessing your Listening Skills, Barriers to Active Listening, and Improving your Listening Skills
First, we will look at "What is an Active Listener"? It’s a great question. Are you someone who while another is speaking is already preparing in your head your next statement?
I have had experiences where I was talking to a person who was not listening at all. Some have even been engaged with their phones, pretending to listen. It can be very discouraging!
Hoppe (2014) briefly stated:
Active listening is the willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to others. Avoiding premature judgment, reflecting understanding, clarifying information, summarizing and sharing are the steps to great listening. By learning and committing to these skills and behaviors, leaders can become more active listeners and, over time, improve their ability to lead.
Listening with your heart.
I am still learning to do this. Yeshua listened to others with His heart. "Yeshua who was a great teacher listened without prejudice. There is an example where we can especially see His interaction with the woman at the well (Jn. 4:4-42 NIV).
Despite culture, gender, racial, and moral strikes against her, Yeshua lovingly interacted with her … both listening and talking" (
taken from Train Christian Leaders website
)
Humphries (2012) expands on this….
Emotional listening involves a range of qualities: politeness, political intelligence, an awareness of verbal and non-verbal cues, and a willingness to make the exchange enjoyable. (Humphrey, 2012, p. 55)
Learning Activities
Activity 3:1 My Listening Skills
Complete the following activities to learn about and assess your listening skills:
a) Reading: Read Hoppe, M. (2014).
Active Listening: Improve Your Ability to Listen and Lead.
b) Active Listening Assessment: Read the questions given and answer them by rating yourself on your listening behaviors towards others.
c) How to Improve Your Listening Skills After taking the self-assessment. If you gave yourself a 4 or 5 rating on any question, you will find that item on pages 16 through 20 (Note:
pages may differ with e-books
).
HOMEWORK Submit your Self Assessment to the Dropbox below due Saturday, May 13th 2021.
Activity 3:2 Levels of Listening
Leadership communication is not only about what you say, it’s about how you respond to others. Your listening skills are crucial to your ability to understand and respond to thinking that may be different from your own.
All leaders must cultivate their listening on three levels:
LISTEN PHYSICALLY
Be present. You must be “in the moment” to connect with others.
Use open body language and eye contact to create rapport.
Eliminate physical distractions such as laptops, phones, and papers.
LISTEN MENTALLY
Stay with the speaker—rather than skipping ahead in your mind.
Paraphrase and mi.
Interpersonal skills & entrepreneur by muhammad shahbaz atishM Shahbaz Atish
Interpersonal Skills presented by Muhammad shahbaz Atish
Interpersonal Skills is intended to provide the basis for class discussion and relatively effective and ineffective situation of a management and personality developments . This slide can be use in modules on decision making, relationship of management, learning and performance.
The skills used by a person to properly interact with others. In the business domain,
the term generally refers to an employee's ability to get along with others while getting the job done.
Interpersonal skills include everything from communication and listening skills to attitude and deportment.
Good interpersonal skills are a requirement for many positions in an organization.
Reengineering: A complete rethinking and redesign of business processes to increase efficiency, quality, innovation, or responsiveness to customers.
Restructuring: Altering an organization’s structure (e.g., by eliminating a department) to streamline the organization’s operations and reduce costs.
Outsourcing: Acquiring goods or services from sources outside the organization.
Freelancers: Independent individuals who contract with an organization to perform specific services.
A. View all these approaches as a “bag of tricks.” Alternatives to choose from, remembering that all are not compatible.
B. Judge whether you believe each “works.” Rely on the scientific data presented, your experiences, and your common sense.
C. Evaluate your prospects for successfully implementing each one--we all vary in our interpersonal skills and ability to render social rewards sincerely.
D. The question is not whether each of these approaches to motivation works, but where and when they work best.
eLearning TechnologiesHelping Educational Institutions Unlock Human Potentia...
Active Listening, Questioning Skills & Coaching Conversations
1. Active Listening, Questioning Skills & Coaching Conversations Mostafa Ewees (PhD) Stanford University at California Assistant Professor at German University in Cairo (GUC) EDUCATIONAL CONSULTANT
38. Coaching Practice #1 Coach Coaches Coaches will talk about a situation they have that needs coaching. (Challenge or from Coaching Raw Material Handout) (2) Feedback. 3 min . (1) Coach 7 min.
39.
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Editor's Notes
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1 minute Transform a climate of resignation into a climate of opportunity Set higher performance goals and standards for yourself and others Offer a teachable point of view on a business issue Share practical know-how with colleagues when asked Intervene when you anticipate an individual or group making a mistake Provide potentially embarrassing feedback needed for growth and learning Things a Coach may do Release aspirations-improve strategic thinking about business future you want to create Build capacity-ignite personal & team learning in solving business problems while building the organizational capability you need to succeed. Produce desired results-produce extraordinary results-don’t need coaching for ordinary results. Everything you do to give your entire organization an edge and advantage . Mentor someone on his or her professional development Expand team capability through teaching collaboration skills Create a development plan for each person in the group Coach leaders on their thinking, performance, development Foster leadership and teamwork at the top with a teachable point of view Create stretch goals with others Connect everyone so that coaching of individuals and groups is possible across the organization
3 minutes The first building block we will explore is Active Listening Move to next slide, CREATIVE ORIGAMI, then run that activity
Assumption: In the sharing and the reflection (thoughts/feelings) from Back to Earth participants will have brought out points about listening. Facilitation Framing: Based on what came from Back to Earth, frame the next unit on active listening in a way that transitions and links smoothly.
Time: 2 min Transition: The way to improve mutual understanding is to practice the skill of confirming what you understood the speaker to communicate. There are 4 steps involved in confirming our understanding. Next Slide
1 minute
Confirming Your Understanding Instructions: Briefly state the 4 steps involved in confirming your understanding Ask participants to go to WB p. ____ and go over examples as listed below of each type Solicit a few volunteers to give a couple of examples of how they might have confirmed understanding in the 1st stage messages Step 1 Use a confirming statement Let me confirm… Let me make sure I understand your request… So you want… I’d just like to confirm that… Step 2 Summarize key facts. You want to compare benefits of the mutual fund products. You’d like to find out if we have any resources we could provide you with this week. Your shipment never arrived. Step 3 Ask if your understanding is correct. Did I get that right? Is that correct? Did I understand you correctly? Right? Is that it? Step 4 Clarify misunderstandings (if necessary ). Go to next slide which talks about why active listening is important for client relationships and business.
TIME: 3 min Acknowledge the ones that participants offered, add new ones Transition: Mention that #2 Pausing or Silence is one element of Active Listening that most of us can improve on Body Language: leaning forward, nodding Next Slide
2 min
Time: 2.5 min Instructions : Ask participants to turn in their Participant Binders to p. and complete the Thoughts/Reflections page. The idea is to try and record the exact internal thoughts you were having during the exercise (in your role as either the instructor or the client) and the feelings you were experiencing and to write down any exact thoughts they can remember having during the class or any feelings they experienced under the two columns in their role as client or instructor As they are doing this, collect the envelopes from the Instructors and DISTRIBUTE new envelopes to the other participant who will play INSTRUCTOR for Round 2 Transition to Round 2…
10 minutes Instructor Instructions: (Activity follows the instructions) Overview: (1minutes) Explain to the individual or group that one of the most important skills of the emotionally intelligent leader is his/her listening skills. Explain that effective listening builds trust and encourages positive problem solving and other behaviors conducive to creativity, quality and productivity. Tell the group that just like developing a good golf or tennis swing, listening takes practice. Explain that it is also helpful to be aware of negative habits that could influence listening skills and work against the mission of building high trust in the workplace. Objective: (1 minute) The purpose of this exercise is to help you gain self-awareness regarding negative listening patterns that may have developed over the years. By being aware of your negative listening patterns, you are then in a position to do something about it. However, listening is second nature to most people, and they don’t give it much thought or study. Therefore, sometimes it is very important to step back and analyze your listening habits or to get some feedback about your listening habits to that you can work to improve them. In this exercise, you will do just that. You will analyze your current listening patterns to determine if you have any negative habits that you would like to break, and you will get some feedback from others on your listening habits. GO OVER NEXT 6 SLIDES defining each of the negative listening habits Task Directions: (6 min) After going over the Slides, give Participants Listening Habits Handout Review and give examples of the six negative listening habits listed on the worksheet. Demonstrate these negative habits and ask if the participants know of people who practice them. (The Next set of Ask participants… below are optional-don’t have to ask all but which ones seem appropriate to group and where they are…) Ask participants to put a check mark next to those negative habits that they think they may sometimes practice with employees Ask participants to break into groups of five to discuss the impact of each of the negative listening habits on employees. Ask participants to state why these listening habits could cause harm and interfere with building strong bonds with employees. Ask participants to log their listening habits over the next week. Ask them to record any negative listening habits that they practice with employees. Encourage them to actually fill out the form and mark on the form to indicate any listening patterns that they have practiced. Ask participants the following week to analyze their negative listening habits and make commitments to change negative patterns. NOTE : Usually this exercise is powerful enough to elicit change on the part of the participant, even if no opportunity for follow up is available. Debrief: (2 min) What patterns did you discover? Where you more aware of your listening habits? How so? Where you more aware of the listening habits of others? Please explain. What changes did you make in your listening habits? Jot down any reflections in your learning journal .
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Time: 1 min Framing: There are three type of questions we are going to focus on: Next Slide:
Read the 3 types Ask” What is an open question Draw: answers from several participants Next slide
ACKNOWLEDGE ones participants have contributed ADD and comment on any ones they haven’t mentioned Transition: ASK: What is a probing question? DRAW: Answers and probe for more specifics where appropriate and if you do this point out that you have just asked a probing question to draw more specifics about what a probing Question is. Next slide
Acknowledge what participants shared Add-on and comment on one’s they didn’t bring out Transition: Being Clear on all 3 types of Q’s let’s do one more practice scenario
Time: 5 min Acknowledge ones participants contributed Add and comment on any ones they haven’t mentioned Transition: With clarity on what open & probing Questions are, let’s get some practice using them! NEXT SLIDE:
Quickly summarize by explaining the funnel model as you have basically explained when doing the two mini-exercises. This is a visual model that helps make clear your verbal explanation. Transition: To summarize open, probing, closed and one more type (Leading questions) Next slide
1 min
10 min total The questions listed here are supplementary to the GROW page of Questions they will have in their Workbook. Some questions may be the same, but some will be new. For facilitator reference if you want to add any. Goal What is it you would like to discuss? What would you like to achieve? What would you like from (to achieve in) this session? What would need to happen for you to walk away feeling that this was time well spent? If I could grant you a wish for this session what would it be? What would you like to be different when you leave this session? What would you like to happen that is not happening now, OR What would you like not to happen that it happening now? What outcome would you like from this session/discussion/interaction? Is that realistic? Can we do that in the time we have available? Will that be of real value to you? Reality: What is happening at the moment? How do you know that this is accurate? When does this happen? How often does this happen? Be precise if possible What effect does this have? How have you verified, or would you verify that that is so? What other factors are relevant? Who else is relevant? What is their perception of the situation? What have you tried so far?
(cont’d 10 min total) OPTIONS: What could you do to change the situation? What alternatives are there to that approach? Tell me what possibilities for action you see. Do not worry about whether they are realistic at this stage What approach/actions have you seen used, or used yourself in similar circumstances? Who might be able to help? Would you like suggestions from me? Which options do you like the most? What are the benefits and pitfalls of these options? WRAP-UP: What are the next steps? Precisely when will you take them? What might get in the way? Do you need to log the steps in your diary? What support do you need? How and when will you enlist that support?
45 minutes TOTAL TIME: 1(0 min Coaching + 5 min to write S.B.I. + 30 min to have participants go live with S.B.I. and coach them) Facilitator will now model a GROW coaching session and you will have an opportunity to practice giving feedback to the coach in the form of S.B.I. Coaching (facilitator runs a coaching session-start by asking what the person wants to talk about and go from there…) Alternative: go back to Negative Listening Habits Checklist and ask for volunteer who wants to be coached on one of negative listening habits After the Coaching session is over, ask observers and coachee to each write S.B.I. feedback for you: 1 motivational and 1 formative: (can give S.B.I. on the use of GROW, or any other aspects you observed that appeared to be effective Start with coachee and ask him/her to share SBI, then ask several others who have different points to share. (Coach them as required to help them understand how to make it SBI if it isn’t)
40 minutes total The purpose of this first Coaching Practice Roulette is to give each person a chance to experience “coaching”, “being coached” and “giving feedback” without any formal instruction. That means that the Coach will do whatever they think they “ought to”-might talk and give a lot of advice; might ask questions, might display effective or poor listening skills and the Coachee in giving feedback will also give feedback in the way they have in the past. Some may have had experience coaching in Leading People or Leading Teams and if that is the case, they may hopefully try to use the GROW conversation model and possibly SBI feedback model. Others may have had no previous training at all ANYTHING that happens will be OK. It is a foundation practice session for them. ______________________________________________________________________ Each round will take 10 min. + 2 min to change roles and get rolling again=12 min/round Two rounds with cushion time: 24 min Debriefing Questions: 5 min to write answers in Learning Journal + 10 min facilitator draw answers and F/C at front of room Then wrap up. _________________________________________________________________________________ INSTRUCTIONS: This first round is Coachee initiated. So coachee comes to Coach to talk about a situation, problem, issue. Options: We will hand out Coaching Raw Material and they can choose from this list throughout the day as they enter Coaching Practice sessions Another way to do this is to cut the Coaching Raw Material into strips and hand out one we select each round. My preference is #1. Facilitator can decide on #2 if they prefer Assuming a group of 12 participants: Split them into pairs (6 groups of 2) *There is no observer Facilitator should have 6 copies of 3 different coachee initiated situations ready to distribute (1 situation per round) After completing the Coaching Practice #1, give them 5 min to write answers in their learning journal to debrief Q’s 1-4. Then draw answers from them and F/C at front of room, summarize, make transition to Self-Assessment and move on…Total (15 min) DEBRIEF QUESTIONS: When you were in the role of coach what were some things you feel you did well? Not do so well? When you were in the role of observer and giving feedback, what were some things you felt you did well? Not do so well? What do you think you need to do or develop to improve your coaching ability moving forward? What do you think you need to do or develop to improve your feedback skills moving forward?
15 min .(included in previous slide time of 40 min) 5 min writing in learning journals 10 min drawing out through questioning and probing (facilitator flipchart responses) Transition to Coaching Self-Assessment
5 minutes Read the quote aloud. Read slowly and at a pace that people can hear and digest it.