This document summarizes a training on communicating with diplomacy and professionalism. The goals of the training were to 1) manage conflict by disagreeing agreeably, 2) innovate by creating innovative products, and 3) model diplomatic behavior. It provided tips on how to manage conflicts through assertive questioning, active listening, using visual aids, seeking to understand others' perspectives, and creating win-win solutions. The training also discussed how to model diplomatic behavior through building trust, sharing common ground, understanding different personality types, dealing with morale issues, being genuine, and practicing diplomatic communication habits.
SOFT SKILLS: Hardening Up the soft Skills for EmployabilityKee-Man Chuah
This shares some simple tips to "improve' your soft skills during your learning journey at universities. It helps students to identify what they need to be ready for the working world.
Effective communication in the workplaceDavid Giard
After 15 years in the IT industry, I've discovered that the single biggest contributor to success is effective communication. In this situation, I'll describe lessons I've learned about how to improve communication and how to increase the chance of high customer satisfaction.
It will give an idea of how persuasion can be managed and can be changed. What others want to listen to and how you can frame your genuine story so someone wants to hear it again and again.
SOFT SKILLS: Hardening Up the soft Skills for EmployabilityKee-Man Chuah
This shares some simple tips to "improve' your soft skills during your learning journey at universities. It helps students to identify what they need to be ready for the working world.
Effective communication in the workplaceDavid Giard
After 15 years in the IT industry, I've discovered that the single biggest contributor to success is effective communication. In this situation, I'll describe lessons I've learned about how to improve communication and how to increase the chance of high customer satisfaction.
It will give an idea of how persuasion can be managed and can be changed. What others want to listen to and how you can frame your genuine story so someone wants to hear it again and again.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
Difficult coworkers exist in every workplace. Do you know how to handle them? The actions and personality traits of difficult people make it hard to work with them. They come in many types.
■The chatterbox never stops talking and prevents work from getting done. Chatterboxes include those who gossip and share “too much information.” (TMI!)
■The criticizer/complainer is a negative person who never says anything good about anyone. The complaints go on and on!
■The illusionist promises the world, but later doesn’t follow through and fails to meet commitments.
■The glory hog wants power, credit, and the spotlight, whether deserved or not.
■The delegator never completes his or her fair share of the work and always has an excuse such as "I'm sick." or "I have to pick up my kids." The key to intervention is to interrupt the difficult coworker’s pattern early in your relationship or it will only get worse. If you don’t, you could be blamed later when conflict with the difficult person becomes a pattern others notice—such as your boss. Dealing with Difficult Workers and Difficult People at Work and on the Job Download this at the following link -https://www.workexcel.com/e038-dealing-with-difficult-coworkers/
How to Describe Yourself in an InterviewLucas Group
It’s almost always the first question: “How would you describe yourself?” You must know that this dreaded interview question is coming, and you have to be prepared to answer it well. Let us help you come up with the words to describe yourself in an interview.
What do you do when you are having an ongoing problem with one of your virtual team members? Do you get frustrated and fire them? Do you ignore it and hope it gets better? Do you react in an unkind way? This presentation will give you an alternative solution.
As a job seeker, how do you handle the "NO's" in your search. Often it is not just the fact that you may not be a fit. In fact, it could be a number of factors that contribute to a company parting ways.
Soft Skills: Why are They Important for Successful Leaders by Dr. Diane Hami...Diane Hamilton, Ph.D.
Dr. Diane Hamilton's presentation to EdAssist regarding: Soft Skills: Why are They Important for Successful Leaders. Leaders must have knowledge and experience; however, without interpersonal skills, emotional intelligence, and other soft skills, their success may be limited. Dr. Hamilton explains why soft skills are important for successful leaders.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Selling Smart Workshop - December 5, 2012AnnArborSPARK
This session will examine reluctance feelings and proven methods for overcoming them, as well as proven tactics for getting to decision makers. For many business people, prospecting, especially making cold calls is a dreaded activity. In this session we’ll learn what causes call reluctance; work on techniques for overcoming call reluctance and ultimately how to make effective prospecting happen. Attendees will also compose and practice a prospecting approach customized for their business.
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.
Communication skills are essential for success in one’s personal life, in business and in all other endeavors one might take on. Often times, it isn’t the substance of a message or sentiment that matters; conversely, presentation matters many times more. In interpersonal communication, one’s intentions can be analogized to the substance of a message, whereas one’s tone of voice, the timing of wordplay and facial expressions can be compared to the presentation of such a message.
This short guide provides you with an insight into your own communication style and how you can use this to engage effectively with others. We then include guidance on its application in improving the performance of teams and delivery of change.
This short guide provides you with an insight into your own communication style and how you can use this to engage effectively with others. We then include guidance on its application in improving the performance of teams and delivery of change. www.ima-pm.co.uk
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
Difficult coworkers exist in every workplace. Do you know how to handle them? The actions and personality traits of difficult people make it hard to work with them. They come in many types.
■The chatterbox never stops talking and prevents work from getting done. Chatterboxes include those who gossip and share “too much information.” (TMI!)
■The criticizer/complainer is a negative person who never says anything good about anyone. The complaints go on and on!
■The illusionist promises the world, but later doesn’t follow through and fails to meet commitments.
■The glory hog wants power, credit, and the spotlight, whether deserved or not.
■The delegator never completes his or her fair share of the work and always has an excuse such as "I'm sick." or "I have to pick up my kids." The key to intervention is to interrupt the difficult coworker’s pattern early in your relationship or it will only get worse. If you don’t, you could be blamed later when conflict with the difficult person becomes a pattern others notice—such as your boss. Dealing with Difficult Workers and Difficult People at Work and on the Job Download this at the following link -https://www.workexcel.com/e038-dealing-with-difficult-coworkers/
How to Describe Yourself in an InterviewLucas Group
It’s almost always the first question: “How would you describe yourself?” You must know that this dreaded interview question is coming, and you have to be prepared to answer it well. Let us help you come up with the words to describe yourself in an interview.
What do you do when you are having an ongoing problem with one of your virtual team members? Do you get frustrated and fire them? Do you ignore it and hope it gets better? Do you react in an unkind way? This presentation will give you an alternative solution.
As a job seeker, how do you handle the "NO's" in your search. Often it is not just the fact that you may not be a fit. In fact, it could be a number of factors that contribute to a company parting ways.
Soft Skills: Why are They Important for Successful Leaders by Dr. Diane Hami...Diane Hamilton, Ph.D.
Dr. Diane Hamilton's presentation to EdAssist regarding: Soft Skills: Why are They Important for Successful Leaders. Leaders must have knowledge and experience; however, without interpersonal skills, emotional intelligence, and other soft skills, their success may be limited. Dr. Hamilton explains why soft skills are important for successful leaders.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Selling Smart Workshop - December 5, 2012AnnArborSPARK
This session will examine reluctance feelings and proven methods for overcoming them, as well as proven tactics for getting to decision makers. For many business people, prospecting, especially making cold calls is a dreaded activity. In this session we’ll learn what causes call reluctance; work on techniques for overcoming call reluctance and ultimately how to make effective prospecting happen. Attendees will also compose and practice a prospecting approach customized for their business.
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.
Communication skills are essential for success in one’s personal life, in business and in all other endeavors one might take on. Often times, it isn’t the substance of a message or sentiment that matters; conversely, presentation matters many times more. In interpersonal communication, one’s intentions can be analogized to the substance of a message, whereas one’s tone of voice, the timing of wordplay and facial expressions can be compared to the presentation of such a message.
This short guide provides you with an insight into your own communication style and how you can use this to engage effectively with others. We then include guidance on its application in improving the performance of teams and delivery of change.
This short guide provides you with an insight into your own communication style and how you can use this to engage effectively with others. We then include guidance on its application in improving the performance of teams and delivery of change. www.ima-pm.co.uk
Personal Branding Create Your Plan, Promote Your BrandSeuss+
You’ll learn the importance of personal branding and the impact it has on your career. You’ll discover examples and exercises for how to identify, activate, and live your own unique brand and how it will positively impact your career path. You’ll learn about why it is important to have a personal brand, how to identify and build your personal brand, how to present, communicate, and live your personal brand, and how to incorporate your personal brand into your career goals.
Learn more about how Seuss+ can help you at our website www.seuss.plus
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
An extract from our book "Your Genius Ideas Book: A dose of commercial creativity for busy L&D professionals" to help you contribute more, drive change and ensure your organisation thrives.
Check out the resources that were made available to the UNESCO MIL Hackathon participants to help think and act like an entrepreneur, how to design think and gain access to free IBM badges & resources for pitching, learning more & completing two important templates: (1) business model canvas & (2) buyer persona. Best of luck with your hackathon projects everyone!
How to communicate values without telling people to 'live the values' Liz Hayward
At the heart of culture change are the values.
The problem is that it doesn’t work to TELL people to live the values. Discover how to avoid the parent/child trap and experience adult-to-adult communication.
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy.
Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
This short guide provides you with an insight into your own communication style and how you can use this to engage effectively with others. We then include guidance on its application in improving the performance of teams and delivery of change.
Communicating Architecture with Clients- Toronto Tour 2007 Ann Abel
Communicating Architecture with Clients- Toronto Tour 2007
Public Relations as an Architect included taking the Client to tour exemplary multi-family housing projects in Toronto. This presentation shares the plans and images in a way that connects with the client. 2007 12-10
Lunch and Learn slide presentation about communicating as professionals, with diplomacy and respect. This is a summary at re-presentation of Skillpath course I attended, lead by Trainer MaryJo Asmuth.
1. Communicating with Diplomacy & Professionalism
LUNCH & LEARN – SEPTEMBER 2013
DISAGREEING WITHOUT BEING DISAGREEABLE
A Summary of the Skillpath Course
The Essentials Of Communicating with Diplomacy & Professionalism
By Trainer Mary Jo Asmuth on October 4-5, 2012
2. LUNCH & LEARN
COMMUNICATING WITH DIPLOMACY & PROFESSIONALISM
GOALS of LUNCH & LEARN:
1 MANAGE CONFLICT Disagree agreeably with co-workers and clients.
2 INNOVATE Create innovative products in an innovative workplace.
3 MODEL BEHAVIOR Practice tips & tricks.
3. 0
10
20
30
40
50
60
Worry Anger Pain
% of People with Daily Hours of Negative Emotions
0-3 HOURS 4-6 HOURS 7-9 HOURS 10+ HOURS
Teams that focus on strengths
every day
have 12.5% greater productivity.
MANAGE CONFLICTS Daily
Stress Sadness
4. MANAGE CONFLICT Disagree agreeably with co-workers and clients.
WHY COMMUNICATE IF WE ALL DISAGREE?
HOW DO WE COMMUNICATE IF WE DISAGREE?
Tip: The Law of the Garbage Truck
A mission to increase happiness, success, and civility
in the world.
by David J. Pollay
Without useful disagreement, all is milktoast.
Disagree … without being disagreeable.
5. MANAGE CONFLICT Disagree agreeably with co-workers and clients.
MANAGE
Run | Direct | Administer | Supervise | Handle | Deal with | Control | Cope
9. For the Organization and Department
to achieve our Missions and Visions
We are the ones to foster respect, and grow innovative environments.
We are the ones to make innovative offerings possible… and beautiful.
WHY Communicate if We All Disagree?
10. HOW to Communicate with Diplomacy & Professionalism
• Get to the values of the organization
• Use the Mission statement for system integrity.Values
• Establish an objective or goal.
• Example: % growth of sub-business by end of Q3.Goals
• Facilitate interdependence with others.
• Know what each other needs. Get it on the table.Priorities
• Co-create a process.
• Let’s take on this process for 3 mos. We can compare the
results.
Methods
• Focus on measurable results
• Example: Here are the current results with the current
method. Let’s compare it with the data of the other method.
Information
INNOVATE Negotiate a New Understanding.
11. HOW to Communicate with Diplomacy & Professionalism
INNOVATE Create Win-Win Solutions.
Ask for recommendations
Help me to see the other side of this issue…
Express your appreciation
Thanks for your input and assistance...
Write it down.
Let’s take 5 minutes for a brainstorm...
Negotiate
Your idea opens up new possibilities... What if…
How would it look if…
Follow up.
Let’s plan to exchange email tomorrow,
for continuity in our progress
12. HOW to Communicate with Diplomacy & Professionalism.
ASK QUESTIONS
• Don’t Assume. Ask for solid facts.
• Ask Assertive Questions. Someone else is wondering too.
• Where does the conflict reside? At what level?…
• I should know this. I won’t ask.”…
LISTEN SKILLFULLY 3:1
“You” statements and “I” statements.
Each person takes responsibility for their feelings/actions.
• I hear you saying… … I understand you’re angry…
WRITE/DRAW.
Use visuals to remove the emotion/personal.
• Brain wants to picture things. Mind works in images.
• Draw, write with bullet points, etc
• Let’s summarize the facts of our discussion with a list.
INNOVATE Seek first to understand, then to be understood.
13. HOW to Communicate with Diplomacy & Professionalism
• Move on to solving the problem
Remove fault-finding focus.
• Create a Win-Win solution, rather than a Win-Lose.
Differentiate a New Understanding from a Compromise
• Let’s fix it!
Demonstrate a goal.
• We are all valid.
Maintain self worth for each person.
INNOVATE Negotiate a New Understanding.
< Watch a
video
14. Build Strong relationships.
Smile and say hello to everyone with whom you work.
Ask for what you need.
Do not hint, insinuate, expect, or assume others can read your mind.
Give people the benefit of the doubt. Assume the best intentions.
In any case, they are doing the best they can do.
Treat people like people.
Micro management and belittling breaks down trust, innovation.
Share and work within our common value systems.
HOW to Communicate with Diplomacy & Professionalism.
MODEL BEHAVIOR Build trust and rapport.
15. HOW to Communicate with Diplomacy & Professionalism.
MODEL BEHAVIOR Speak Assertively.
16. HOW to Communicate If We All Disagree.
“When you two have finished arguing your opinions,
I actually have data.”
MODEL BEHAVIOR Share common ground.
17. Relate to Personality Types
Relater, Integrator, Operator, Driver
Grow self-esteem.
Affirm self worth. Minimize damage to others.
Deal with morale destroyers and fault-finders.
CAVE Dwellers: Constantly Against Virtually Everything.
HOW to Communicate with Diplomacy & Professionalism
It takes all kinds.
~ my Grandma Elsa
MODEL BEHAVIOR Understand People.
We are different,
not wrong.
18. Tell the Truth without Fear
FEAR – False Expectations Appearing Real
Be Unconditionally Constructive
Increase other people’s self-esteem.
Praise achievements
Solve problems
Seek win-win situations.
HOW to Communicate with Diplomacy & Professionalism
Say what you mean, mean what you say,
without being mean.
MODEL BEHAVIOR Be Genuine and Generous.
19. HABITS NEED TO BE MODIFIED AND PRACTICED
You can’t drop a bad habit…
you replace it with the one you want.
HOW to Communicate with Diplomacy & Professionalism
Our life is what our thoughts make it. ~
Marcus Aurelius
MODEL BEHAVIOR Practice.
20. Goodbye to dumping garbage and conflict on others.
MODEL Diplomacy & Professionalism
Hello to civility, innovation, and success in the world!
Live The Law of the Garbage Truck