Communication Skills
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This document discusses communication skills and effective communication styles. It covers non-verbal communication and body language. It presents a communication model of a sender encoding a message that is sent through a channel and decoded by a receiver. Feedback is also part of the model. The document discusses four main communication styles based on levels of assertiveness and focus on tasks versus people. These styles are presented as colors - red (driver), yellow (expressive), blue (analytical), and green (amicable). Tips are provided for communicating effectively with each style. Body language signals and their potential meanings are also outlined. Breakout group exercises are included to discuss topics like the importance of communication and qualities of an effective communicator.
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Communication Skills
- 1. Communication Skills Paul DuBois Apropos Productions Ltd.
- 2. ZOOM Chat
- 3. Communication Skills EFFECTIVE STYLES NON-VERBAL
- 4. Introduction: Chat Where are you? Your favourite food and your favourite pastime?
- 5. Communication Why do we do it? Chat
- 8. Communication Model Sender Receiver EXCHANGE: ideas, knowledge, information, attitudes or feelings between two parties Encode Encode Decode Decode CHANNEL FEEDBACK
- 9. Exercise
- 10. Breakout Rooms Group One Why is effective communication 1 Group Two What prevents effective communication? 2 Group Three Qualities of an effective communicator? 3
- 11. Debrief: GROUP ONE Why is effective communication important?
- 12. Why is it important? Improved relationships with others Increased personal effectiveness Achieving greater results through other people Respect Recognition Increased involvement Self-esteem Improved influencing and persuasive skills Greater impact in meetings Increased personal profile
- 13. Debrief: GROUP TWO What prevents effective communication?
- 14. What Prevents Communication? Only hearing what we expect or want to hear Vocabulary/jargon Irrelevant and/or overly lengthy content Lack of confidence Making assumptions Not listening to the other party The effects of emotions One-way, not two-way Mixed messages between verbal and non-verbal communication Distractions and noise Technology Rehearsal & Prejudice
- 15. Debrief: GROUP THREE What are the qualities of an effective communicator?
- 16. Qualities? Speaking with clarity and assurance Actively listening Using language appropriate to the recipient Avoiding assumptions, keeping an open mind Checking for understanding regularly Asking open questions Utilising non-verbal communication to enhance messages Positive attitude Using pauses, good timing Looking to understand before being understood Staying present Using technology effectively
- 17. Exercise
- 18. Breakout Rooms In your pair, talk about any subject you would like to discuss. Make sure you both have a chance to speak.
- 20. + 85% of what we have learned is through listening (not talking or reading).(Shorpe) + 75% of the time, we are distracted, preoccupied or forgetful. (Hunsaker) + After listening to someone talk, we can immediately recall about 50% of what was said. (Robinson) + One hour later, we remember less than 20% of what we heard. (Shorpe) + We listen at 125-250 words per minute but think at 1000-3000 words per minute. (HighGain, Inc.) Listening
- 21. 1. Ask questions 2. Eliminate distractions 3. Avoid interruptions 4. Be respectful 5. Sometimes listening is all they want Listening skills
- 22. Effective Communication The 4Cs Model
- 23. The 4Cs
- 26. Four Humours: Hippocrates Choleric appear as natural leaders seen as tough-minded outgoing, optimistic fun-loving Sanguine Melancholic like orderly lives prone to mood changes observe from the sidelines and tend to comply to others' demands Phlegmatic
- 27. Four Styles High Assertive High Task Focus Low Assertive Low People Focus ASK TELL INTROVERT EXTROVERT Source: Jung BIG LITTLE REFLECT ACTIVE RED DRIVER YELLOW EXPRESSIVE BLUE ANALYTICAL GREEN AMICABLE
- 31. Key Thoughts Be bright Be clear Be gone Involve me! Give me details Show me you care RED DRIVER YELLOW EXPRESSIVE BLUE ANALYTICAL GREEN AMICABLE AUTOCRAT AGGRESSIVE ACQUIESE AVOID
- 34. Exercise
- 35. In your pair YOUR STYLE: HIGHEST/LOWEST YOUR COLLEAGUES?
- 36. Pair debrief YOUR STYLE: HIGHEST/LOWEST YOUR COLLEAGUES? Chat
- 37. RED: extrovert/task Do… + Be clear, specific and to the point. + Stick to business. + Come prepared with all requirements, objectives, support material in a well-organised pack. + Present the facts logically, clearly and efficiently. + Ask specific (preferably ‘what’) questions. + Provide alternatives and choices for them to make their own decisions. + Provide facts and figures about probability of success of effectiveness to the options. + If you disagree, take issues with the facts, not the person. + If you agree, support results not the person. + Motivate and persuade by referring to objectives and results. + Support and maintain their decision-making process. + After talking business, depart promptly and graciously. Don’t… + Don’t ramble on or waste their time. + Don’t try to build a personal relationship. + Don’t be disorganised or messy; don’t distract them from business. + Avoid rhetorical or irrelevant questions. + Don’t leave loopholes or cloudy issues. + Don’t come with a ready-made decision and don’t make a decision for them. + Don’t speculate wildly or offer guarantees where there is a risk of not being able to meet them. + If you disagree, don’t let it reflect on them personally. + If you agree, don’t reinforce with personal statements such as ‘I’m with you!’ + Don’t try to convince by appealing to ‘personal’ issues or incentives. + Don’t give directive or give orders.
- 38. Yellow: extrovert/people Do… + Be supportive when they discuss their dreams and intentions. + Allow time for relating and socialising. + Be prepared to talk about people and their goals or about opinions they find stimulating. + Put details in writing, pin them to action modes. + Introduce the ‘human’ element into your discussion. + Provide concrete ideas for implementing action. + Allow spontaneity; inject some fun and vitality into the business routine. + Provide testimonials from people who they regard as important or prominent. + Offer special and immediate incentives for their willingness to take risks. Don’t… + Don’t oppose or stifle their aspirations. + Don’t be curt, cold or ‘tight-lipped’. + Don’t focus only on facts, figures or abstractions. + Don’t leave decisions hanging – get closure. + Don’t be impersonal or judgmental. + Don’t ‘dream’ with them – you’ll lose your focus. + Don’t be too task-orientated. + Don’t use examples and incentives that are unrelated to their interests and personalities. + Don’t be dogmatic.
- 39. Green: introvert/people Do… + Start with a personal comment, however brief; ‘break the ice’. + Be patient; draw out personal goals and work with them to help achieve their goals; listen; be responsive. + Present your ‘case’ softly, non-threateningly. + Ask ‘why?’ questions to draw out opinions. + Watch carefully for possible early disagreement or dissatisfaction. + If you disagree, look for hurt feelings, ‘personal’ reasons; stop and talk about them. + Define clearly (preferably in writing) the available options and individual responsibilities. + Provide guarantees that their decision will minimise risks; give assurances that provide them with benefits. + Provide personal assurances and clear specific solutions with maximum guarantees. Don’t… + Don’t rush headlong into the business agenda. + Don’t be rigid about business agenda; on the other hand, don’t lose sight of goals by being too personal. + Don’t force them to make a quick response; don’t say ‘Here’s how I see it’. + Don’t be domineering or demanding; don’t threaten them with the power of your position. + Don’t get preoccupied with facts and figures. + Don’t handle disagreement by supplying more facts and technical data. + Don’t be abrupt or rapid in your movements. + Don’t be vague; don’t offer too many options or lay out too many probabilities. + Don’t decide for them, but don’t leave them without support.
- 40. Blue: introvert/task Do… + Prepare your ‘case’ in advance. + Use a straightforward, direct approach; stick to business. + Show support for principles; use thoughtful approach. + Take your time but be persistent. + Draw up a scheduled approach to implementing action with step-by-step timetable; assure them there won’t be any surprises. + Follow through; do what you say you can do. + Make an organised presentation of your position. List pros and cons. + Allow time to verify the reliability of your actions; be accurate & realistic. + Provide tangible, practical evidence for your position. Don’t… + Don’t be disorganised or messy. + Don’t be too casual or informal; don’t use a loud voice. + Don’t make presumptions or expect ‘leaps of faith’. + Don’t waste time. + Don’t leave things to ‘chance’ or ‘luck’ + Don’t be vague about implementation. + Don’t appeal to personal gain as an incentive. + Don’t threaten or coax. + Don’t rush the decision-making process. + Don’t use opinions or other unreliable sources as evidence. + Don’t manipulate or use gimmicks.
- 41. Name that Style
- 43. Non-Verbal
- 46. Fear Anger Sadness Enjoyment Disgust
- 47. Body Language CULTURAL: GESTURES AND PROXIMITY LOOK FOR CLUSTERS ENVIRONMENTAL AND PHYSICAL FACTORS USE TO UNDERSTAND EMOTIONS
- 48. Body Language: meanings + Touching nose after statement + Fiddling with hair (typically female) + Picking lint off clothes + Hugging clipboard to chest + Two people with identical poses while talking + Rubbing their head (typically male) + Hands clenched (fingers woven together) in a raised position (elbows resting on table) + Ear rub while listening + Rubbing hands together when talking + Finger on side of face (thumb under chin supporting weight of head) + Chin stroking + Hands on hips
- 49. Communication Skills EFFECTIVE STYLES NON-VERBAL
- 51. Communication Skills Paul DuBois Apropos Productions Ltd. info@aproposltd.net