Page | 52 ( BSBLDR513 Communicate with influence Learner Guide ) Table of Contents Unit of Competency4 Application4 Performance Criteria5 Foundation Skills7 Assessment Requirements8 1. Communicate clearly10 1.1 – Confirm authority to present material on behalf of a business, in accordance with organisational policies and procedures11 Communicating at work11 Different forms of communication11 Present to the needs of your organisation12 Activity 1A14 1.2 – Identify information that may be subject to confidentiality and manage appropriately14 Your organisation’s protocols14 Being confidential15 Confidentiality requirements and privacy laws15 Intellectual property16 Activity 1B17 1.3 – Identify information needs of audience and prepare a position in line with purpose of communication17 Preparing for the needs of your audience17 Provide focused communications17 Cross-cultural communications18 Activity 1C19 1.4 – Use language, written or verbal, that is appropriate for the audience19 Create the right relationship19 Use appropriate language19 Present to the audience20 Activity 1D21 1.5 – Use active listening to seek stakeholder and intra-organisational input to achieve a balanced exchange of views21 Active listening21 Who are your stakeholders?21 Look to gain feedback to ensure understanding has been made23 Activity 1E24 2. Present and negotiate persuasively24 2.1 – Map stakeholder landscape, identifying key individuals and target groups in line with organisational objectives25 Know your audience25 Let’s look at the target groups25 Activity 2A26 2.2 – Prepare realistic positions and supporting arguments in advance of the likely expectations and tactics of others26 Understanding the position of others26 Present and negotiate your information26 Strategies for dealing with negotiations27 Plan your negotiations27 Activity 2B28 2.3 – Acknowledge differences of opinion to encourage the rigorous examination of all options28 Direct a successful negotiation28 Models of communication28 Being a good communicator29 Makes sure you acknowledge the contributions of others30 Activity 2C31 Communication styles31 Understanding your own style of communication32 Activity 2D33 2.5 – Seek mutually beneficial solutions by establishing areas of common ground and potential compromise33 2.6 – Keep negotiations focused on key issues and moving forward towards a final resolution33 Find a common ground33 Keep negotiations focused36 Activity 2E37 3. Participate in and lead meetings effectively37 3.1 – Identify the need for any meetings and schedule meetings in response to the need38 What is the need for your meeting?38 Activity 3A39 3.2 – Prepare materials relating to key issues and disseminate in advance39 3.3 – Develop and circulate an agenda, and use efficient, inclusive meeting procedures to maximise participation and maintain order39 The agenda39 Inclusive meeting procedures39 Go to meetings prepared40 Disseminate your information41 Activity 3B41 3.4 – Achieve agree ...

1. Page | 52
(
BSBLDR513
Communicate with influence
Learner Guide
)
Table of Contents
Unit of Competency4
Application4
Performance Criteria5
Foundation Skills7
Assessment Requirements8
1. Communicate clearly10
1.1 – Confirm authority to present material on behalf of a
business, in accordance with organisational policies and
procedures11
Communicating at work11
Different forms of communication11
Present to the needs of your organisation12
Activity 1A14
1.2 – Identify information that may be subject to confidentiality
and manage appropriately14
Your organisation’s protocols14
Being confidential15
Confidentiality requirements and privacy laws15
Intellectual property16
Activity 1B17

2. 1.3 – Identify information needs of audience and prepare a
position in line with purpose of communication17
Preparing for the needs of your audience17
Provide focused communications17
Cross-cultural communications18
Activity 1C19
1.4 – Use language, written or verbal, that is appropriate for the
audience19
Create the right relationship19
Use appropriate language19
Present to the audience20
Activity 1D21
1.5 – Use active listening to seek stakeholder and intra-
organisational input to achieve a balanced exchange of views21
Active listening21
Who are your stakeholders?21
Look to gain feedback to ensure understanding has been made23
Activity 1E24
2. Present and negotiate persuasively24
2.1 – Map stakeholder landscape, identifying key individuals
and target groups in line with organisational objectives25
Know your audience25
Let’s look at the target groups25
Activity 2A26
2.2 – Prepare realistic positions and supporting arguments in
advance of the likely expectations and tactics of others26
Understanding the position of others26
Present and negotiate your information26
Strategies for dealing with negotiations27
Plan your negotiations27
Activity 2B28
2.3 – Acknowledge differences of opinion to encourage the
rigorous examination of all options28
Direct a successful negotiation28
Models of communication28
Being a good communicator29

3. Makes sure you acknowledge the contributions of others30
Activity 2C31
Communication styles31
Understanding your own style of communication32
Activity 2D33
2.5 – Seek mutually beneficial solutions by establishing areas of
common ground and potential compromise33
2.6 – Keep negotiations focused on key issues and moving
forward towards a final resolution33
Find a common ground33
Keep negotiations focused36
Activity 2E37
3. Participate in and lead meetings effectively37
3.1 – Identify the need for any meetings and schedule meetings
in response to the need38
What is the need for your meeting?38
Activity 3A39
3.2 – Prepare materials relating to key issues and disseminate in
advance39
3.3 – Develop and circulate an agenda, and use efficient,
inclusive meeting procedures to maximise participation and
maintain order39
The agenda39
Inclusive meeting procedures39
Go to meetings prepared40
Disseminate your information41
Activity 3B41
3.4 – Achieve agreed outcomes in the available time by co-
operating with and seeking consensus and compromise41
3.5 – Summarise outcomes of meetings for action and distribute
to stakeholders promptly, as required41
First achieve the outcomes41
Document the meeting outcomes42
Activity 3C43
4. Make presentations at meetings, forums and conferences43
4.1 – Identify appropriate forums to present business positions,

4. in line with organisational objectives44
Choosing the right forum44
Research communication channels for your organisation45
Activity 4A46
4.2 – Obtain reliable information and advice to prepare
appropriate presentations46
Prepare information for making presentations46
Prepare your presentation46
Activity 4B48
4.3 – Adapt language, explanations, media and
information/entertainment balance to meet the needs of the
audience48
4.4 – Respond to questions openly, honestly, and in accordance
with organisational policies48
An effective presentation48
Interacting with your audience49
Activity 4C51
Summative Assessments51
References52
Unit of Competency
Application
This unit describes the skills and knowledge required to present
and negotiate persuasively, lead and participate in meetings and
make presentations to customers, clients and other key
stakeholders.
It applies to managers and leaders who are required to identify,
analyse, synthesise and act on information from a range of
sources, and who deal with unpredictable problems as part of
their job role. They use initiative and judgement to organise the
work of self and others and plan, evaluate and co-ordinate the
work of teams.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
Unit Mapping Information

5. BSBLDR503 Communicate with influence – Equivalent unit
Unit Sector
Management and Leadership - Leadership
Performance Criteria
Element
Elements describe the essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
1. Communicate clearly
1.1 Confirm authority to present material on behalf of a
business, in accordance with organisational policies and
procedures
1.2 Identify information that may be subject to confidentiality
and manage appropriately
1.3 Identify information needs of audience and prepare a
position in line with purpose of communication
1.4 Use language, written or verbal, that is appropriate for the
audience
1.5 Use active listening to seek stakeholder and intra-
organisational input to achieve a balanced exchange of views
2. Present and negotiate persuasively
2.1 Map stakeholder landscape, identifying key individuals and
target groups in line with organisational objectives
2.2 Prepare realistic positions and supporting arguments in
advance of the likely expectations and tactics of others
2.3 Acknowledge differences of opinion to encourage the
rigorous examination of all options
2.4 Use a variety of communication styles to present business

6. positions to best effect
2.5 Seek mutually beneficial solutions by establishing areas of
common ground and potential compromise
2.6 Keep negotiations focused on key issues and moving
forward towards a final resolution
3. Participate in and lead meetings effectively
3.1 Identify the need for any meetings and schedule meetings in
response to the need
3.2 Prepare materials relating to key issues and disseminate in
advance
3.3 Develop and circulate an agenda, and use efficient,
inclusive meeting procedures to maximise participation and
maintain order
3.4 Achieve agreed outcomes in the available time by co-
operating with and seeking consensus and compromise
3.5 Summarise outcomes of meetings for action and distribute to
stakeholders promptly, as required
4. Make presentations at meetings, forums and conferences
4.1 Identify appropriate forums to present business positions, in
line with organisational objectives
4.2 Obtain reliable information and advice to prepare
appropriate presentations
4.3 Adapt language, explanations, media and
information/entertainment balance to meet the needs of the
audience
4.4 Respond to questions openly, honestly, and in accordance
with organisational policies
Foundation Skills
This section describes language, literacy, numeracy and
employment skills incorporated in the performance criteria that

7. are required for competent performance.
Writing
· Prepares documentation that accurately summarises key
findings or outcomes for own use and for distribution to others
· Prepares presentations appropriate to audience needs, context
and purpose.
Oral communication
· Selects appropriate and engaging vocabulary adjusting
language and presentation features to maintain effectiveness of
interaction
· Uses active listening and questioning to seek information and
confirm understanding.
Navigate the world of work
· Understands the implications of legal and ethical
responsibilities to maintain confidentiality.
Interact with others
· Demonstrates sophisticated control over oral, visual and/or
written formats, drawing on a range of communication practices
to achieve goals
· Selects and uses appropriate conventions and protocols when
communicating with team members
· Adapts personal communication style to build trust and
positive working relationships and to show respect for the
opinions and values of others
· Plays a lead role in situations requiring effective negotiation
and collaboration, demonstrating high level conflict resolution
skills and ability to engage and motivate others.
Get the work done
· Plans, organises and implements complex tasks required to
achieve required outcomes
· Uses analytical processes to evaluate options, and aid in
problem-solving and decision-making.
Assessment Requirements

8. Performance Evidence
Evidence of the ability to:
· Review organisational policies to determine information that
may be subject to confidentiality
· Negotiate and present persuasively
· Identify relevant stakeholder groups
· Communicate clearly with key stakeholders to position the
business to best effect including listening actively,
understanding the information needs of others and adapting
communication to suit the audience
· Prepare for, participate in, and lead meetings to obtain
outcomes
· Prepare and make presentations to groups of people including:
· identifying suitable fora for presentations
· presenting reliable information
· designing the presentation to meet the needs of the audience
· answering questions clearly and concisely.
Note: If a specific volume or frequency is not stated, then
evidence must be provided at least once.
Knowledge Evidence
The candidate must be able to demonstrate the following
knowledge to effectively complete the tasks outlined in the
elements and performance criteria of this unit, and to manage
tasks and reasonably foreseeable contingencies in the context of
the work role:
· Key industry, media and government organisations, events and
communication channels that are relevant to the organisation
· Key principles of cross-cultural communication
· Key features of various techniques for negotiation, mediation,
conflict resolution and incident de-escalation
· Key features of structured and inclusive meeting procedures
· Key features of relevant organisational objectives
· Key features of relevant organisational policies and
procedures, including in relation to the confidentiality of
information.

9. Assessment Conditions
Assessment must be conducted in a safe environment where
evidence gathered demonstrates consistent performance of
typical activities experienced in the management and leadership
field of work and include access to:
· Relevant workplace documentation and resources
· Case studies and, where possible, real situations
· Interaction with others.
Assessors of this unit must satisfy the requirements for
assessors in applicable vocational education and training
legislation, frameworks and/or standards.
Links
Companion Volume implementation guides are found in
VETNet -
https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11e
f6853-ceed-4ba7-9d87-4da407e23c10
1. Communicate clearly
1.1.Confirm authority to present material on behalf of a
business, in accordance with organisational policies and
procedures
1.2.Identify information that may be subject to confidentiality
and manage appropriately
1.3.Identify information needs of audience and prepare a
position in line with purpose of communication
1.4.Use language, written or verbal, that is appropriate for the
audience
1.5.Use active listening to seek stakeholder and intra-
organisational input to achieve a balanced exchange of views
1.1 – Confirm authority to present material on behalf of a
business, in accordance with organisational policies and
procedures
By the end of this chapter, the learner should be able to:
· Follow organisational policies for the release of information
· Use appropriate forms of communication, both verbal and non-
verbal, to engage with different people
· Clarify and prepare the intentions of their message before

10. reaching out to communicate.
Communicating at work
Within your role at work, ensure that you have the correct
authority for your communications. You may need to obtain
authority from your immediate manager, or from a group of
senior personnel/ management. You may need to do this each
time you need to present a business communication, or just
when a new situation arises. However your role is defined, you
should make sure that you follow your organisational policies
and procedures for correct practice, and for the release of
information.
Having the correct authority will give you the confidence to
carry out your task. It will also enable you to clarify the exact
requirements and to check details that may not be clear.
Different forms of communication
You will need to engage with different types of people and may
need to use different forms of communication on a daily basis.
Your communication skills are made up of verbal and non-
verbal attributes:
Verbal skills, this includes:
speaking directly with others, as a one-to-one or within a group
scenario
telephone and video conference communications
Written skills, this includes:
emails
writing letters, reports and other documentation
using databases and other software programs which are also
used by others
Visual skills, this includes:
how you present yourself to others
use of body language to engage with people
using a visual presentation to communicate information.
You should also develop good listening skills to make your

11. communication a two-way process.
Present to the needs of your organisation
In order to present communications effectively and with
confidence, you should prepare your message and the delivery
of this in advance.
You should:
· Begin with defining the goals and objectives of the
communication and producing a situation analysis to look at the
strengths, weaknesses, opportunities and threats of the task (a
S.W.O.T. analysis)
· Check the information you have been given, or that you have
compiled yourself, and make sure this has been verified and is
correct
· Make sure your information is complete in all details, or as
much as is possible at the time of making your communication
· Plan how to deliver the information – will a simple written
communication suffice or will you need to make a full
presentation at a meeting and provide supporting
documentation?
· Make your communications concise and clear for the
recipient(s) – if the information is not understood correctly, this
can cause anxiety, frustration or confusion and lead to errors
further along with your organisation’s business
· Use a more conversational tone to ensure communications are
personable and invite interaction; this will help to avoid
confrontations. To communicate well, you should make your
communications non-emotional in style and content and
maintain a professional approach in your delivery
· Be considerate to others and look at how the communication
you are preparing will be received by the intended audience.
Once you have identified and prepared your message, ensure
that you use the correct channels at your place of work to obtain
approval for the delivery of your communication.
Follow your organisation’s procedures

12. Show your intended communication to the appropriate senior
person(s) and check that the message is correct to convey for
the needs of your organisation. Once this has been agreed and
signed-off to your organisation’s procedures, you will be able to
present your information.
Whether delivering your message internally to staff or
externally to other contacts, ensure that the information is
disclosed using the appropriate format and to all of the intended
person(s).
Activity 1A1.2 – Identify information that may be subject to
confidentiality and manage appropriately
By the end of this chapter, the learner should be able to:
· Follow organisational protocols to ensure good practice
throughout all communication
· Check any confidentiality requirements before dealing with
information or records
· Follow confidentiality and privacy laws and regulations
throughout professional practice.
Your organisation’s protocols
Be professional and work to your organisational protocols when
communicating for your business needs. Your organisation’s
protocols establish the groundwork for following good practice
with all business and communication requirements, and will
help to build successful work relationships.
This code of conduct will set out the professional rules and the
business etiquette that is required for you to make effective
communications.
This includes:
· Verbal communication etiquette – always be professional and
tailor your communications to be appropriate in the
circumstance that you are within, for example exchanging
information with a colleague will be more informal that
speaking at a client meeting

13. · Verbal communication guidelines – always be courteous and
reflect the values of the organisation to support its mission.
Only relay the information that you should/have been asked to
· Written communication etiquette – ensure the correct format is
used for the specific communication that you are making (as in
verbal communication etiquette above). For example, an
informal newsletter will need to be constructed to relay news in
a more light-hearted way rather than a financial report which
will convey facts and figures
· Written communication guidelines – determine the purpose of
if your communication, i.e. is it to inform, collaborate or
persuade? Arrange and produce your communication clearly in
both content and format of the document, make this readable
and engaging for your audience.
Check your organisation’s specific protocols for making any
type of business communication, both internally and externally
to the organisation.
Be aware that when you talk to colleagues within your
workplace in an informal setting that the exchange of
conversation does not infringe upon these protocols. Never give
out information to others without first checking who should be
included within the exchange.
Being confidential
For any business, confidentiality is a required attribute that all
of its workforce will need to have in the performance of work
duties. Work-related matters should not be divulged to those
who are not authorised. This is also true when you communicate
on behalf of your organisation. Always check any
confidentiality requirements on the information that you may be
handling on a day-to-day basis.
Make sure that information is stored appropriately within the
workplace as befits the specific nature and confidentiality
needs. Store and file all paper/hard copies under lock and key,
if needed, and also make sure file and system copies have the
required authorised access assigned to them.

14. Confidentiality requirements and privacy laws
The main aspect of confidentiality requirements is The Privacy
Act. This is an Australian law that came into force in 1988 and
governs how organisations handle personal information about
people, whether staff, clients or customers, etc.
The Privacy Act comprises of 13 Privacy Principles that legally
must be adhered to and also, as explained by the Office of the
Australian Information Commissioner (OAIC) website:
· “Regulates the collection, storage, use, disclosure, security
and disposal of individuals' tax file numbers
· Permits the handling of health information for health and
medical research purposes in certain circumstances, where
researchers are unable to seek individuals' consent
· Allows the information commissioner to approve and register
enforceable app codes that have been developed by an app code
developer, or developed by the information commissioner
directly
· Permits a small business operator, who would otherwise not be
subject to the Australian privacy principles (apps) and any
relevant privacy code, to opt-in to being covered by the apps
and any relevant app code
· Allows for privacy regulations to be made.”
As of March 2014, the following privacy legislation
amendments came into effect:
· Privacy Amendment (Enhancing Privacy Protection) Act 2012
· Privacy Regulation 2013
· Credit Reporting Privacy Code.
Further information on this can be found at the Australian
Government Office of the Australian Information Commissioner
website: http://www.oaic.gov.au/privacy/privacy-act/the-
privacy-act(Accessed: 23.11.18).
Intellectual property
Be aware of the intellectual property (IP) requirements of your
organisation. A confidentiality agreement with employees can

15. also safeguard the organisation from specific information being
given to others without the organisation’s permission. IP also
protects a business from others using its products, designs and
patents.
Further information can be found at the Australian Government
IP Australia website: https://www.ipaustralia.gov.au/trade-
marks/understanding-trade-marks/trade-mark-basics(Accessed:
23.11.18).
Activity 1B1.3 – Identify information needs of audience and
prepare a position in line with purpose of communication
By the end of this chapter, the learner should be able to:
· Focus communications on the needs of the audience
· Identify the purpose or goal of the message at the beginning of
communication
· Take the correct steps to ensure that communications are
inclusive for all the cultural backgrounds of your audience.
Preparing for the needs of your audience
When you come to prepare your communications, focus this to
the needs of the audience. Look at what information is of
importance to them and structure your presentation accordingly.
Ask yourself the following questions:
· What message do you need to convey?
· How can you best present the information to the needs of the
audience?
You may be tasked to present the same information to different
audiences within your organisation, such as management,
employees and contract staff. This may make a difference to
your preparations,and you may need to adapt or change parts to
focus on the aspects that are of more relevance or importance to
the specific audience. Supporting documents may need to be
used and should also be considered to the needs of the audience.
Your audience may include:
· Management

16. · Employees
· External business contacts
· Clients/customers
· Media
· Community members.
Provide focused communications
Communicate the purpose or the goal of the message at the start
of your delivery, so it is clear to your audience. This will also
help you to keep the communication/presentation on track. Back
up your information with facts and figures, or the reasons why a
particular decision has been made. Reference research or give
statistics to add credibility and to support your needs.
Treat your audience with respect and intelligence as they will
respond more positively than if information has been padded or
sugar-coated to make information more palatable.
Separate points clearly so the items you need to cover are easy
to identify and can be referenced by the audience. If you are
presenting information at a meeting, provide information and/or
a summary of points as a handout.
Cross-cultural communications
Ensure your communications are inclusive for all the cultural
backgrounds of your audience. Before presenting your message,
take the time to understand any cultural differences and how
subtle changes in language may affect the meaning of your
message. In meetings be aware of the differences with body
language, as this may vary across cultures and can also cause
misinterpretations within your communications.
You could consider advocating a cross-cultural awareness
program within your organisation so that the various differences
in language, cultures and lifestyles can be looked at to increase
understanding. This will also help your organisation in the
global market by improving current working relationships or in
an expansion with work abroad.
Cultural differences may include:

17. · Values of the culture and how this may affect day-to-day
business
· How relationships are conducted, including expressing
emotion, conversations and decision-making processes
· How time and scheduling may be treated; for example, some
cultures observe specific festival or religious days that may be
different to your own
· How the culture respects power and how they may respond to
authority.
Activity 1C1.4 – Use language, written or verbal, that is
appropriate for the audience
By the end of this chapter, the learner should be able to:
· Present information in a way that can be understood by the
audience
· Utilise different communication techniques to engage with the
audience and get the message across. This may include:
using body language to help convey the message
making eye contact to engage with the audience.
Create the right relationship
From the start of your communication, make sure you establish
your credibility to relay the message. You can inform the
audience of your position within the organisation and/or your
relationship to the organisation and the particular
communication that you are dealing with. This will give
confidence to your audience on your position and will help
build upon good faith with business relationships.
When presenting your information, establish a connection with
your audience. Look to engage them in the communication with
clear and personable communication skills.
Communication skills should include:
· The use of clear and straightforward language
· A message that is direct and concise
· An ability to attract and hold the attention of the audience.

18. Use appropriate language
The point of your communication is to ensure that a message
has been relayed to the intended person(s). Be articulate, speak
or present the information in a way that can be understood and
is effective for the needs of your business.
You should also be careful not to use words or phrases that may
cause offence to your audience. If appropriate to use humour
make sure you have first considered the cultural and moral
impact associated with this.
In face-to-face meetings:
· Use body language to help convey your message
· Make eye contact and engage with your audience
· Avoid mumbling
· Avoid unnecessary repetition of words and information.
Develop your language skills
To help you develop your communication and language skills,
look to widening your use of vocabulary. Use alternative words
rather than repeating the same words over and over; these can
be researched easily via the internet or by using a
thesaurus/dictionary that you may already have in the
workplace.
A business-specific dictionary is also useful for using business
terms and for understanding their usage within business
communications. You could also look at using training software
that can help broaden your knowledge of vocabulary through
taking part in exercises.
Read business and trade journals, magazines and articles. This
will improve your knowledge of vocabulary and also of the
current industry and business news (and trends). This will help
to increase your vocabulary use for business and will keep you
informed of changes in business which may also be applicable
to your organisation.
Play word games such as crosswords or word searches; find
versions that are business-themed. You could also make time to
watch business television programmes to keep abreast of

19. business news and to expose yourself to the key terms and
trends within the business world.
Lastly, take the time to practice your increased knowledge of
vocabulary within your workplace to maximise your usage and
to instil this into your everyday work.
Present to the audience
When presenting your information on paper or electronically,
take the time to check through afterwards so you can assess the
readability and clarity of the information. Always spelland
grammar check the content for errors, and ensure your
documentation is professionally put together. Use the correct
document templates and/or use of logo along with font size and
organisation style guides.
If presenting face-to-face to an audience, put together a brief
script/outline of your information so you can use this to prompt
yourself. Add appropriate key terms and the points to be
covered so you can keep to the intended agenda.
You should have:
· A positive attitude, so your communications reflects this
· Fluid speech skills, to avoid filling gaps with ‘um’ and
repeated phrases such as ‘I mean’
· Practice of engaging speech, to attract listeners.
Activity 1D1.5 – Use active listening to seek stakeholder and
intra-organisational input to achieve a balanced exchange of
views
By the end of this chapter, the learner should be able to:
· Practice active listening within the workplace in order to
clarify information when communicating with personnel such as
stakeholders
· Invite others to feedback to ensure that all stakeholders have a
thorough understanding of the information provided and a
chance to raise any issues
· Be prepared for direct and difficult questions when inviting
feedback.

20. Active listening
Active listening is a technique used in professions such as
training and conflict resolution. This technique requires the
listener to repeat back what they have heard from the speaker by
re-stating, or paraphrasing this in their own words. This enables
all parties to ensure the correct understanding has been made.
This can be a useful tool in business, as it enables you to clarify
information straightaway, and directly with the person(s)
involved.
When discussing your communications and looking for input
from the relevant stakeholders/your organisation, use active
listening skills. This can help all to understand the message and
engage people into talking and contributing their own views and
thoughts on the situation.
Who are your stakeholders?
Stakeholders are all the persons that are connected to, and have
a concern or interest within the organisation.
Stakeholders may include:
· Business owner
· CEO/Senior management
· Employees
· Contract staff
· Investors
· Customers and clients
· Shareholders.
Discuss the needs of the communication with the stakeholders.
If the views of the stakeholders are similar, you could raise
issues and other viewpoints to encourage further discussions.
By raising other possible views, you can invite open and
positive interactions from all involved and work towards an
overall outcome for your message.
Look to gain feedback to ensure understanding has been made

21. Invite others to feedback on your communication to make sure
that all stakeholders have made a thorough understanding of the
information and also of the other views raised.
It is important to clarify with stakeholders that they have
correctly understood all aspects and all possibilities, so that an
outcome can be reached in a positive and open manner.
Be prepared for difficult questions
When inviting feedback, be prepared for direct and difficult
questions to be asked. Make your own preparations in advance
to allow for these questions. This will allow you the time to
formulate considered responses that are able to accurately
answer the question while also enabling a sensitive or
confidential approach to be made, if needed.
Equally, if you find that very few questions are asked, or not
asked at all, prepare your own questions or alternative
viewpoints to cover aspects that may arise from your
communication. You can ask others to provide their thoughts
and opinions on these and encourage contributions. This will
help the stakeholders to look at other viewpoints and interact
accordingly.
Activity 1E2. Present and negotiate persuasively
2.1.Map stakeholder landscape, identifying key individuals and
target groups in line with organisational objectives
2.2.Prepare realistic positions and supporting arguments in
advance of the likely expectations and tactics of others
2.3.Acknowledge differences of opinion to encourage the
rigorous examination of all options
2.4.Use a variety of communication styles to present business
positions to best effect
2.5.Seek mutually beneficial solutions by establishing areas of
common ground and potential compromise
2.6.Keep negotiations focused on key issues and moving
forward towards a final resolution
2.1 – Map stakeholder landscape, identifying key individuals

22. and target groups in line with organisational objectives
By the end of this chapter, the learner should be able to:
· Select and use appropriate communication techniques for
different key individuals and target groups in order to maximise
business opportunities.
Know your audience
When delivering your communication, you need to identify the
key individuals and target groups that will be involved. You
should tailor your communication to your audience and also
consider the appropriate method to deliver this for a successful
result.
Different individuals and groups will respond to different
tactics
Determine their association with your organisation and look at
how you can maximise the opportunities with your
communication. For example, you may be able to source new
business from a marketing initiative or improve work
performance with employees.
Key individuals can help your organisation by:
· Supporting your organisation’s business
· Responding with required information
· Promoting your business needs
· Increasing your business output and profits.
Let’s look at the target groups
The target groups for your communication may be found
internally within your organisation or with external contacts.
All can help benefit your organisation’s business needs,and it is
important that the correct delivery is made to the specific
group(s) to gain the desired outcome.
Target groups may include:
· Employees
· Clients
· Potential new clients/new business
· Business associates

23. · Investors
· Suppliers
· Market research/focus groups.
Activity 2A2.2 – Prepare realistic positions and supporting
arguments in advance of the likely expectations and tactics of
others
By the end of this chapter, the learner should be able to:
· Show transparency in negotiations in order to aid
understanding and provide the required information
· Have a clear strategy and plan tactics to help stay focused
throughout negotiations.
Understanding the position of others
Look at the objectives for your communication and at the
outcome you are hoping to achieve. You should also look at the
required outcome from the position of your audience and the
impact this may have upon them. Is the outcome suitable for all
involved or will you experience difficulties and opposition from
others?
Look at the position of others and at the arguments and
opposing points they may raise, in reply. Gain an understanding
of the possible responses so you can formulate your own
supporting arguments and also show your understanding of their
position.
Present and negotiate your information
When you present your information and are looking to negotiate
an outcome, you should be as transparent as possible, and share
information with those involved. This will aid their
understanding and will provide them with required information
and data. By presenting as much information as you are able to,
you can better prepare a persuasive negotiation towards the
required outcome.
Order the priorities and any key factors to help explain your

24. organisation’s position; this will clarify specific details and put
the information into perspective.
Negotiation tactics include the following:
· Soft approach – giving in easily to the other party to the
detriment of own interests
· Hard approach – negotiating aggressively to reach the required
outcome
· Principled negotiation – the fairest approach for those
involved. The interests of both sides are considered, rather than
the positioning of each, and the options are looked into in order
to meet a set of objective criteria.
Principled negotiation is the best option for establishing your
positioning and in managing the expectations of those involved.
When negotiating
Determine the final position that your organisation will
negotiate to, this will keep you to remain focused when looking
at alternative arrangements and at other solutions. Take the lead
in establishing your requirements with the individuals/target
group(s) involved – this will allow you to set the starting point
and tone of the negotiations.
Listen and look to counter positions that may be presented to
you and consider if these can be incorporated to achieve the
requirements. Look to meeting the objectives in a mutually
agreeable way.
Strategies for dealing with negotiations
Depending upon the situation and the person(s) involved within
the negotiations, you may want to consider a strategy to help
you to communicate with the required influence and authority.
This can help when you are dealing with certain personality
types and specific groups.
Strategies for negotiating include:
· Problem-solving – all parties work together to discuss and
agree upon the outcome after careful consideration
· Compromising – to reach an agreement, compromise by

25. both/all parties can be a successful course of action
· Yielding – giving in, or up, on a point can help business
relationships and for further negotiations
· Contending – asserting a specific outcome or point can work
to your advantage in one-off negotiations
· Non-action – by taking time out to consider the options, you
can look at researching information further,or you can look
more closely at your next move.
Plan your negotiations
Preparation is key to a successful negotiation. Have a clear
strategy and plan your tactics to guide you through the process.
Stay focused, detached and calm when involved with your
communications. This will help you to be objective and keep
you to your intended path.
When planning you should have:
· Set objectives
· Anticipated a negative outcome and the course of action you
would need to take
· Determined your needs and the needs of those involved
· Researched the details and requirements for your negotiations
· Consulted with the relevant personnel at your organisation
A written agenda which includes the participant details,
location, schedule, points to be covered and areas for
discussion.
Activity 2B2.3 – Acknowledge differences of opinion to
encourage the rigorous examination of all options
By the end of this chapter, the learner should be able to:
· Communicate in a way which aims to respect and acknowledge
the input of others
· Consider different models of communication throughout
working practice in order to understand the communication
techniques of relevant people
· Adopt reflective listening in order to seek to understand the

26. contributions of others
· Listen to and explore the reactions of those receiving their
communication.
Direct a successful negotiation
Successful negotiations will take careful handling and will
require good communication skills and experience to direct
positively to the benefit of all those involved.
You should be:
· Flexible
· Aware of all sides of the negotiation
· Honest and open
· Organised and good at planning
· Positive
· A good communicator.
Models of communication
Lasswell’s model of communication
Harold Lasswell (1902 – 1978) developed a model of
communication to show the process in its simplest form as it
applies to everyday interactions.
This follows as:
· Who (the communication)
· Says what (the message)
· In which channel (the medium)
· To whom (the receiver)
· With what effect (the effect).
This linear model (similar to Aristotle’s communication model)
is straightforward and includes the concept of effect, but it does
not go as far to include feedback within the communication or
noise.
The Shannon and Weaver model of communication
A further model of communication was developed by Claude
Shannon and Warren Weaver in the late 1940s. This model goes
further than Lasswell’s model as it includes feedback and noise.
This model follows the following process:

27. (
Receiver
) (
Sender
Encoder
Decoder
Channel
Noise
Feedback
)
· The sender/originator of the information delivers the message
· The encoder/transmitter is the means by which the message is
sent via signals/sound waves/binary data
· The channel is the method used for delivery
· The decoder is where the signal/sound wave/binary data is
converted back into the information
· The receiver is the intended destination of the sender
· The receiver will then provide feedback to the sender in
response to the information.
Note: noise is the element of distraction that may occur through
the sending and receiving process, such as crowd noise or sound
distortion.
These models can help put communicating into perspective as it
reminds us of the processes that need to occur in order for a
communication to be successful.
Being a good communicator
As well as looking at the above communication models, it is
also useful to look further at the approach of your
communication.
Assertive communication will help you to take control and

28. guide the negotiations and can prove to be a good method for a
successful outcome. This approach requires a confident and firm
direction and should be non-emotional or critical to others.
Passive communication can lack direction and focus for a
negotiating-based communication and could lead to an
undetermined outcome. This can prolong matters and lead to
frustration. You should avoid an aggressive communication
technique, as this is confrontational and can lead to an
irrevocable breakdown in communication.
Be aware of those around you and how they respond to your
communications – look at their body language and listen to any
comments that are given.
Don’t use:
· Confrontation in your negotiations
· Emotional responses
· Blame to achieve your goals.
Makes sure you acknowledge the contributions of others
The opinions and reactions of those receiving your
communications should be listened to and explored further. All
opinions are valid contributions in your negotiations and can
help you to work towards solutions and outcomes that are
beneficial to all.
Encourage others to contribute by:
· Allowing others to speak and ask questions
· Including time for discussions to take place
· Using active and reflective listening skills in face-to-face
meetings
· Asking for feedback.
Make sure you give your full attention to the audience and if
meeting face-to-face give eye contact equally to all in the room.
Along with active listening skills, using reflective listening
skills is also a good way to show that you value the
contributions of others.
Reflective listening
This is where you seek to understand a contribution that has

29. been made verbally, by restating back the contribution to
confirm the understanding of this. It looks to reconstruct what
the person is thinking and feeling as well as the overall
understanding of the information.
This is very similar to active listening, but it goes the step
further in attempting to understand the other person’s feelings
as opposed to just the correct meaning.
Activity 2C
2.4 – Use a variety of communication styles to present business
positions to best effect
By the end of this chapter, the learner should be able to:
· Adopt appropriate communication techniques when presenting
information to a variety of different groups and individuals
· Recognise and assess own communication styles in order to
identify strengths which can be utilised as well as any
weaknesses which can be improved.
Communication styles
When presenting your information, you will need to be well
versed with the different communication styles that you may
need to use and may come into contact with from your different
target groups and individuals.
As touched on in Section 2.3/2.4 of this guide, the following
approaches in communications should be recognised and
understood so you can moderate your approach accordingly.
· Assertive
This style of communication is the most effective as it comes
from a place of confidence and a healthy self-esteem. This
direct communication is focussed and enables you to ask for
what you want. If used in the right way, it can help you to come
to the outcome that you want but be careful not to disregard the
position of the other party. If you are too pushy or determined it
can prevent you from looking at other viewpoints and make you
inflexible when looking to compromise

30. · Aggressive
This is all about achieving the goal – winning the point
regardless of the other party. It is not about mutual agreement,
and the individual can become forceful and bullying in their
efforts to achieve their goal. This style should never be used,but
it is important to recogniseso you are able to understand where
the individual is operating from and take the appropriate stance
in your communication
· Passive-aggressive
This can be more difficult to recognise, but essentially the
individual will appear passive and compliant on the surface
while using a more aggressive stance when taking actions. The
communications may be pleasant and easy to work through, but
the outcome can be different to what is agreed or expected.
Individuals can be unreliable and follow through by taking a
different course of action or by sabotage
· Submissive
This style is about pleasing others in order to avoid conflict.
The individual will disregard their own wants and needs and put
those of the other person above their own. This is not
necessarily a style you will experience in higher management
scenarios, but you may experience this in workers within your
organisation. This can leave the other party feeling unimportant
and devoid of responsibility while the more assertive individual
may feel frustrated at a lack of concern
· Manipulative
The characteristics of this style are more devious, such as
scheming and calculating to achieve the required goal. It may be
difficult to know the individual’s true intent as they will look to
influence or control the outcome in subtle ways. It can be hard
work to communicate with this individual, and you may feel
that you are always trying to work out what is going on.
Further communication styles include:
· The relator – relationship focussed, is warm and friendly to
others and cooperates well. This type prefers not to be rushed

31. into decisions and likes to consider the options when reaching
mutually acceptable agreements
· The interactor – prefers to interact with others at work, is fast-
paced, works well with colleagues and tends to use more
aggressive communication skills. This type prefers direct
communications with agreements confirmed in writing and likes
to make time for social interaction
· The thinker – is analytical, more reserved until they get to
know the people they are interacting with. This type prefers
punctuality,and formal discussions with all outcomes agreed in
writing
· The manager – achieves results, is more aggressive and
competitive, and less focussed on relationships. This type is
organised, prepared and fast-reacting. Make sure you are to the
point and avoid repeating or over-explaining.
Understanding your own style of communication
From a basic understanding of the different communication
styles, you can develop a better knowledge of how others
interact and how you interact. We all use different
communication styles in different situations, depending upon
the circumstances that we find ourselves in.
By understanding your own style of communication, you can
look to strengthen any areas that you may feel are needed, or
adapt techniques to suit the situation. This will help you to
manage your interactions more successfully. It is important to
remember that the success of a communication is the
responsibility of the communicator.
Activity 2D2.5 – Seek mutually beneficial solutions by
establishing areas of common ground and potential
compromise2.6 – Keep negotiations focused on key issues and
moving forward towards a final resolution
By the end of this chapter, the learner should be able to:
· Identify and aim to achieve outcomes which are beneficial to
all parties. This may be achieved through strategies such as:

32. mediation
conflict resolution
· Keep negotiations focused so that the relevant points are fully
covered and discussed, and nothing is missed from the intended
agenda.
Find a common ground
Within any negotiations, the need to find an acceptable outcome
for all parties involved will be required. In order to facilitate
your communications successfully, you will need to be able to
manage and work through a variety of different viewpoints,
thoughts and ideas that other parties may offer up in response.
The following are some of the skills you may need to use in
your communications.
Negotiation skills
As mentioned in section 2.2 of this guide, negotiation skills
need to be learnt so that you can successfully work with others
to find mutually acceptable outcomes within all business
operations.
To recap:
· Know your objectives
· Understand the viewpoints of others
· Make your first proposal and set the tone of the negotiations
· Listen to other counter-proposals and make sure you
thoroughly understand what is being communicated
· Look to renegotiate on your proposal in response
· The above process may need to happen a few times until
both/all parties reach acceptable terms.
When negotiations have begun,and the measure of the
communication with the other party/ies has been assessed, you
should look at making and discussing compromises. Suggest
alternative proposals while staying true to the objectives that
have been set and listen to any further proposals from the other
parties. When negotiating is at a close, remember to use your
active listening skills and paraphrase the suggestions and
outcomes so that all have the same understanding.

33. Put your outcomes into writing so that a record is made and
shared to all involved. This will provide evidence of your
discussions and allow time for further comments to be made, if
needed. It will make the negotiations real and allow progression
to be made.
Mediation skills
This is where a neutral third party can help opposing parties to
reach an agreed solution within communications. The mediator
can help both/all parties to work together by acting as an
impartial go-between and to help address any blocks and issues
that prevent the smooth running of the communications.
Questions can be asked, and points can be covered within a
neutral environment so that a more effective outcome can be
reached for all concerned.
Mediation is not legally binding, but if required, it can be made
so by the inclusion of a signed statement requesting this.
Conflict resolution
In situations where negotiations fail,or misunderstandings
occur, there may be a need to use conflict resolution skills.
When involved in this process, remember to listen and respond
with empathy to the other party, to be involved and ask for the
other party’s perspective and also to maintain your self-esteem
when resolving the conflict. Your body language and tone of
voice should benon-threatening,and you should be calm in your
communications.
You should:
· Talk through the situation respectfully
· Be specific on the details to help determine the issues
· Discuss the impact of the conflict on those involved
· Talk through the cause of the conflict
· Ask for a solution and discuss the best outcome that can be
made
· Look to agree on the solution and at the action that should be
taken as a result of this.
The Thomas-Kilmann conflict resolution model
Kenneth Thomas and Ralph Kilmann developed the Thomas-

34. Kilmann model on conflict resolution. To illustrate this, the
following diagram shows a graph with a vertical axis named
assertiveness and a horizontal axis named cooperativeness.
These axes show the two basic responses that shape our decision
when resolving conflict.
Within the graph are five different modes that are used when
looking to achieve an outcome with conflict resolution. You can
choose assertive-based responses or cooperative-based
responses, or a mixture of both. People will use different modes
or a mixture of these in different situations of conflict
depending upon experience and temperament.
The Thomas-Kilmann conflict resolution model:
(
Cooperativeness
) (
Compromising
) (
Assertiveness
) (
Competing
Collaborating
Avoiding
Accommodating
)

35. · Competing – top left of the diagram. This is the most assertive
standpoint which does not involve cooperation. It is a standing
up for your rights or just attempting to beat down the opposing
party
· Accommodating – bottom right of the diagram. This is the
approach made in total cooperation but without any
assertiveness. This can be a selfless act for the better of others
or giving in
· Avoiding – bottom left of the diagram. This is the unassertive
and uncooperative approach,and the issue is left. This may be
sidestepping the issue, postponing until a better time or
withdrawing completely
· Compromising – at the centre of the diagram. This is a mix of
assertive and cooperative and shows a willingness for give and
take. This does not necessarily help you to achieve everything
but does show you will meet in the middle to resolve the issue
· Collaborating – top right of the diagram. This is the opposing
choice to avoiding and shows a willingness to listen to others
and find mutually beneficial solutions. This option shows the
most developed conflict resolution skills.
Incident de-escalation skills
When involved in discussions and communications, you may
occasionally need to use incident de-escalation skills.
In the event of a situation becoming difficult to handle, due to
emotional or aggressive outbursts, you may need to use tactics
to diffuse and manage the situation. If a situation occurs, give
the relevant parties your full attention and make sure they feel
validated. This will help to regain control and enable you to
start calming the situation. Do not judge anyone or anything
that has been said and focus on how the individuals are feeling.
Clarify the issues and look to finding a solution by assessing all
sides. Once control has been regained, you can continue with
your communication.
Remember to perform a debriefing afterwards, to fully
understand what has occurred and to ensure all parties are
happy with the resolution. Make a record in case any further

36. issues occur or this is needed for reference.
Keep negotiations focused
Keep negotiations focused so that the relevant points are fully
covered and discussed, and nothing is missed from your
intended agenda.
In order to come to a final resolution, you will need to facilitate
the process of communication. Make sure a record of the final
resolution is made so that the communications are documented
for reference and to your organisational requirements. All
parties involved should have a record to ensure a common
understanding and a final agreement is made.
Activity 2E3. Participate in and lead meetings effectively
3.1.Identify the need for any meetings and schedule meetings in
response to the need
3.2.Prepare materials relating to key issues and disseminate in
advance
3.3.Develop and circulate an agenda, and use efficient,
inclusive meeting procedures to maximise participation and
maintain order
3.4.Achieve agreed outcomes in the available time by co-
operating with and seeking consensus and compromise
3.5.Summarise outcomes of meetings for action and distribute to
stakeholders promptly, as required
3.1 – Identify the need for any meetings and schedule meetings
in response to the need
By the end of this chapter, the learner should be able to:
· Identify when meetings are required and choose the correct
format when the need is identified.
What is the need for your meeting?
There are many reasons why you may need to be involved
within a meeting. Identify the need and choose the correct
format for your communications. Your meeting may be

37. informal, with immediate work colleagues such as a weekly
work meeting, or it may be formal. For example, you may need
to meet with external client contacts and your senior
management on new business. Ensure that the appropriate
planning and preparations are made prior to the meeting.
Organising your meeting
When organising the meeting, follow your organisation’s
policies and procedures for making the arrangements. Make sure
that all invited attendees are contacted in good time before the
planned meeting and that you receive confirmation of their
attendance. Arrange the room/venue, and any equipment or
technical requirements that may be needed.
Provide details of the meeting to the attendees in advance of the
meeting, so they can prepare and ensure their full participation.
Keep attendees informed of any changes to the scheduled
meeting and ensure that any special requirements from the
attendees have been noted and made ready for the event, such as
any dietary requirements if providing lunch.
You may need to arrange a meeting to:
· Discuss ideas with colleagues
· Update others on business projects
· Control emergency situations, such as a fault occurring with a
supplier’s production
· Attend personnel meetings for:
· hiring
· staff review/appraisal
· disciplinary actions
· Pitch for new business or existing clients
· Be a part of a shareholder meeting.
Make sure that the meeting is professional and appropriate to
the needs of all.
Activity 3A3.2 –Prepare materials relating to key issues and
disseminate in advance3.3 – Develop and circulate an agenda,
and use efficient, inclusive meeting procedures to maximise
participation and maintain order

38. By the end of this chapter, the learner should be able to:
· Create materials for a meeting and a brief outline of the points
to be covered and discussed
· Outline methods to circulate materials
· Incorporate inclusive meeting procedures to ensure that all
parties feel welcome and included in the group.
The agenda
An agenda should include the itinerary for the meeting and also
a brief outline of the points to be covered and discussed. It is
there to guide the meeting and to provide an order of events.
An agenda may include:
· Date, time and location of meeting
· Who is attending the meeting
· Meeting objectives
· General business items
· Major agenda items
· Minutes from the previous meeting
· Matters or business arising from the minutes
· Reports/contributions
· Date of next meeting (if needed).
Remember to allow time for the agenda items to be discussed
and for follow-up questions to be asked. It is also good practice
to include refreshments and a comfort break so that the
attendees are made comfortable,and productivity of the meeting
is maximised.
Inclusive meeting procedures
For the meeting, all parties should be made welcome and be
included in the proceedings. If any person(s) have specific
requirements to participate, such as disabled wheelchair access,
support needs or time constraints, you should look to
accommodate these needs for full participation. As mentioned in
the text above, regarding the agenda, allow time for the events
of the meeting but be mindful that the meeting does not
overrun, as those attending will most likely have other

39. commitments after the scheduled meeting.
You should:
Be courteous to all
Keep the meeting on track (as the agenda)
Allow time for attendees to provide considered contributions
Maintain order and purpose of the meeting.
When hosting and participating in a meeting, make sure that
you, or another appointed person, facilitate the order of events.
To keep the meeting to schedule and to purpose, someone will
need to ensure that the agenda points are covered,and outcomes
are reached as needed.
Go to meetings prepared
When participating within meetings, a business summary should
be prepared in advance. This type of document should include
the points that are to be discussed, along with a further
breakdown of the options for consideration and any other issues
that need to be raised.
Your business summary may include:
· A short introduction to explain the purpose of the meeting
· Key points/topics to be discussed
· Explanations of the key points/topics
· Possible options that could be taken
· The position of your organisation in relation to the key points
· Recommendations for the meeting.
Outline the options
Based upon the key issues to be raised at the meeting, you
should provide a full account of the possible options that may
be taken. Show the details, the positives and negatives of each
and the implications they may have upon the needs of the
business.
Ask the following questions:
· How does each option impact those concerned?
· Which option(s) provide the best course of action for all
concerned?
· How can the needs of the business benefit?

40. Disseminate your information
Make sure that the information has been passed to those
involved within the meeting in good time before the meeting.
Allow attendees time to absorb and understand the key issues
and options that are to be discussed.
Activity 3B3.4 – Achieve agreed outcomes in the available time
by co-operating with and seeking consensus and compromise3.5
– Summarise outcomes of meetings for action and distribute to
stakeholders promptly, as required
By the end of this chapter, the learner should be able to:
· Seek the views of those present during meetings to ensure that
all attendees are involved in achieving outcomes
· Document the details and outcomes of a meeting shortly after
it has finished and have them verified by the appropriate
person(s)
· Produce a meeting summary that is clearly laid out, is neat and
concise, and follows organisational procedures for producing
documentation.
First achieve the outcomes
To achieve outcomes from the meeting you need to effectively
lead and guide the meeting to this end result. Keep to the
allotted time and work through each point with the attendees.
It is important to:
· Keep a check on discussions and the meeting process
· Conclude an agenda item before moving to the next one
· Make decisions and action points
· Handle disagreements and conflict
· Summarise conclusions
· Assign roles of responsibility.
When covering the agenda items, make sure all attendees are
involved in reaching the outcomes. Look to seek the views of
those that are present and to find out their opinions. Work
towards making an agreement for each point,and if compromise

41. is needed, this should be fairly managed with the attendees.
From your agreed outcomes, plan the tasks that need to be done
and assign responsibilities.
No more time
If time runs short and further discussions are needed to
complete the agenda items, make sure you conclude the meeting
as it stands, and clearly state what still needs to be covered.
Organise a further meeting to ensure that the remaining points
can be resolved, as soon as possible, and to accommodate the
schedules of the attendees.
Document the meeting outcomes
After the meeting has taken place, document the details and
outcomes that have been reached. You should ensure that this
happens as soon after as possible, so that facts and any details
can be checked while still fresh in everyone’s minds and to
maintain momentum with any business needs.
When the information has been verified, put this into a meeting
summary document that is clearly laid out, is neat and concise,
and follows your organisational procedures for producing
documentation.
Make sure you:
· Proof-read and check spelling and grammar
· Use your organisation’s templates and guidelines for
documentation
· Circulate to all attendees and any other person(s) involved.
If responsibilities have been assigned to individuals, make sure
the details of these and any other agreements are included. This
will provide all persons with the correct and definitive
information from the meeting and the outcomes that were made.
It also offers the chance for individuals to clarify details with
you, in case any misunderstandings or misinterpretations were
made.
Summarise the actions and any requirements that need to be
performed, and by whom. If actions have been agreed within
timeframes, include this information also. This will provide

42. your evidence of the meeting and the discussions that took
place.
Activity 3C4. Make presentations at meetings, forums and
conferences
4.1.Identify appropriate forums to present business positions, in
line with organisational objectives
4.2.Obtain reliable information and advice to prepare
appropriate presentations
4.3.Adapt language, explanations, media and
information/entertainment balance to meet the needs of the
audience
4.4.Respond to questions openly, honestly, and in accordance
with organisational policies
4.1 – Identify appropriate forums to present business positions,
in line with organisational objectives
By the end of this chapter, the learner should be able to:
· Identify and utilise different forums available to enhance
business communication
· Research and utilise different communication channels,
including social media, relevant to the organisation in order to
maximise profile and communications.
Choosing the right forum
There are a variety of forums that you can use for your business
communication needs. Business opportunities may present
themselves at different times,and you should look to recognise
and make the most of these potential situations. It is a great way
to promote, inform and to sell.
It is also important to use communications effectively within
your organisation to inform, maintain collegiality and for
productivity of work.
Appropriate forums may include:
· Board meetings
· Trade conferences/exhibitions

43. · Business pitches
· Client meetings
· Client events
· Teleconference/video conference
· Supplier meetings
· Project meetings
· Sales meetings
· Staff meetings
· Emergency meetings
· Online presentations (e.g. via your website).
It will depend upon the type of communication that you need to
make as to which will work best. Identify and match the mode
of communication to the specific needs that you have.
Research communication channels for your organisation
Within the industry that your organisation operates, identify the
specific industry trade events and conferences that may be
applicable for your organisation to be a part of. For example, if
you have a new product to sell, a trade event will be an ideal
way to advertise and promote this. Make the most of any events
that are regularly held to establish your presence within the
industry that you are within. This type of opportunity allows
you to get to know your competitors and to build up contacts
within your industry and to the public.
There may also be media events that are associated with your
type of business,and you can use these to maximise your
organisation’s profile and communications.
If there are any industry organisations that you could join (if
not already done so), these can provide a wealth of information
for your particular industry. For example, within the
construction industry, the Australian Construction Industry
Forum (ACIF) provides opportunities for their members to
attend events (their own and other industry events). They also
act as a conduit between industry groups and government
agencies, and provide news and other business tools for the

44. construction industry.
Connect with government agencies and any supporting industry
organisations that may provide you with information and
connections to opportunities with your business
communications.
Use social media
Social media is a great way to promote your business and to
communicate your presence to others. This includes to other
businesses, your clients/customers and potential new business
opportunities. As well as Twitter, Instagram and Facebook, the
below options may also be worth considering.
Your organisation could:
· Produce press releases
· Add news items to your organisation’s website
· Use a blog and connect with your customers (but remember to
update this regularly)
· Join a relevant business online community.
With any use of social media, it is important to respond to posts
and any queries as soon as possible. This method of
communication is fast,and those using it expect to receive a
quick response in return. If you can dedicate time to manage
this form of communication, it can benefit your organisation, if
not, expanding this area of communications may not be the best
solution.
Activity 4A4.2 – Obtain reliable information and advice to
prepare appropriate presentations
By the end of this chapter, the learner should be able to:
· Research and seek information from a variety of reliable
sources
· Gather the information compiled from research and use to
form a presentation.
Prepare information for making presentations
Research and seek information from authoritative sources. Make

45. sure any information you receive has come from a reliable
contact and has data to support the facts and figures. If you are
unsure, check the information and make sure that it is correct
before you use it.
Sources of information include:
· Industry sources/associations
· Government agencies
· Business contacts
· Trade contacts
· Research papers
· Trade journals/sites.
You can also look within your organisation to find sources of
information that may be relevant to your needs.
You can also talk to:
· Your colleagues
· Senior personnel
· Consultants
· Your customers/clients
· Your suppliers.
Prepare your presentation
Gather the information you have compiled and received, and
look at how you can form your presentation. Use the
information that is relevant to your communications and
produce a presentation around this. You may want to add your
own experiences into this or provide supporting graphics. Look
at the best use of supporting media and choose the appropriate
methods for your support.
Media use may include:
· PowerPoint slide presentation
· Prezi presentation
· Film clip/sound clip
· Internet access
· Interactive whiteboard
· White screen and projector.

46. Make sure that you do not overdo the amount of additional
media to support your presentation. Remember that people have
come to see you present and not the white screen behind you.
Preparing handouts
If you need to produce a handout to support your presentation
needs, make sure this is to the point and is visually appealing.
Use your organisation’s templates and guidelines for producing
documentation to ensure that this correctly advertises the
professionalism of your organisation. Spell and grammar check,
and ensure a suitable moment is made to pass these out to the
members of the audience.
When you have prepared your presentation, check through and
make sure that you have contained the information that you
need.
You should also look at this from the perspective of the viewer
and make sure that this is not too long and that the order and
information makes sense. When you are happy with this,
remember to practice your delivery so you can get to know this
well and deliver this with ease.
Activity 4B4.3 – Adapt language, explanations, media and
information/entertainment balance to meet the needs of the
audience4.4 – Respond to questions openly, honestly, and in
accordance with organisational policies
By the end of this chapter, the learner should be able to:
· Adopt different styles and techniques when presenting to
engage the audience. This might include:
moving around as opposed to standing on the spot
using different forms of media such as imagery
· Allow time for questions and answers during a presentation
and respond with honest, open and compliant responses.
An effective presentation
To produce a winning presentation, it is important to rehearse
your delivery. Through practice, you can both learn your script

47. and be fluent in your presentation skills. Your understanding
will translate to confidence,and the audience will automatically
engage at a deeper level.
You can also, through practice, rehearse the script until you can
confidently move away from the set format to deliver a more
bespoke presentation that best suits the needs of the audience.
This would enable you to introduce anecdotes, stories or visual
imagery to allow you to keep your presentation fresh and
appropriate to the persons attending. This will help your
audience to understand specific aspects that you want to relay.
Remember not to overload your presentation with too much
information.
Most people will only remember the first three/four points that
you make. Try working your presentation around three main
points and build supporting information to help convey this.
Make sure your use of language is appropriate to your audience.
For example, if presenting to industry contacts, you may use
more specific business terminology. Be mindful of your
audience and where they are from so you can engage them
correctly. Use explanations that the audience can relate to. For
example, there is little benefit to providing historical
production information when the audience are only interested in
the new products you are launching.
Move around to engage your audience
When you are presenting, if you have space, you should move
around and use this. Engage with all of your audience, look
around, make eye contact and use your body language to show a
command of presence. A good example of this is when Apple
launch a new product and present this to a live audience (and
online).
You should:
· Stand tall
· Stand and smile before you speak
· Be energetic
· Look at different people in the audience

48. · Use natural hand gestures when making a point
· Show you are happy and relaxed
· Vary the pace of your talk
· Emphasise with pauses.
Using media
You may need to use multimedia when delivering your
presentation. Ensure that a balance of imagery and media is
used alongside your own presenting skills. This should be used
to support your needs and to add additional emphasis where
needed.
Interacting with your audience
When including audience discussion time and questions and
answers, during, or at the end of your presentation, make sure
that time is allowed for this process.
Encourage a verbal dialogue with your audience and remember
to keep answers to questions short and concise. This allows
more people to ask questions and prevents the presentation from
overrunning. It also stops people from becoming frustrated and
leaving before you have properly closed the proceedings.
Avoid arguments
If anyone becomes aggressive or insistent with a question or
discussion point, try to explain and clarify this to alleviate the
situation. If this does not help resolve the individual’s needs or
more in-depth questions arise, offer to discuss the matter after
the presentation has finished. This way you can acceptably
move on and diffuse any further confrontation from occurring.
After the presentation has finished, make sure you follow up
with the person(s) involved to answer their questions and
resolve any further issues.
Respond in accordance with organisational policies
When responding to questions from the audience, it is important
to remember any guidelines from organisational policies. Being
open and honest will aid this part of the presentation,but you
should also consider any information that may remain
confidential or incomplete. Policies will vary, and you will need

49. to identify any when preparing your presentations, there may be
recommended responses for difficult situations or further help if
you are unsure.
Activity 4CSummative Assessments
At the end of your Learner Workbook, you will find the
Summative Assessments.
This includes:
Skills Activity
Knowledge Activity
Performance Activity.
This holistically assesses your understanding and application of
the skills, knowledge and performance requirements for this
unit. Once this is completed, you will have finished this unit
and be ready to move onto the next one – well done!
References
These suggested references are for further reading and do not
necessarily represent the contents of this unit.
Websites
Intellectual property:https://www.ipaustralia.gov.au/trade-
marks/understanding-trade-marks/trade-mark-basics
Privacy Act (1988):https://www.oaic.gov.au/privacy-
law/privacy-act/
All references accessed on and correct as of 22nd November
2018, unless otherwise stated.
MSA Training and Professional Development Phone: 03 9905
3180
Room 159, 21 Chancellors WalkWebsite:
monashshortcourses.com
Monash University Clayton, Vic 3800
BSBLDR513 V1 17.01.2019

50. Page | 68
BSBLDR502
Lead and manage effective workplace relationships
Learner Guide
Table of Contents
Table of Contents1
Unit of Competency4
Performance Criteria5
Foundation Skills6
Assessment Requirements7
Housekeeping Items8
Objectives8
1. Manage ideas and information9
1.1 – Ensure strategies and processes are in place to
communicate information associated with the achievement of
work responsibilities to all co-workers10
Strategies and processes10
Communicating responsibilities10
Performance feedback11
Progress with targets/goals11
Career development information12
Employee reviews12
Activity 1A14
1.2 – Develop and/or implement consultation processes to
ensure that employees have the opportunity to contribute to the
resolution of issues related to their work role15
Consultation processes15
Employee satisfaction surveys15
Meetings16
Performance reviews17
Activity 1B20
1.3 – Facilitate feedback to employees on outcomes of the

51. consultation processes21
Facilitate feedback21
Report for remedial action22
Activity 1C23
1.4 – Develop and/or implement processes to ensure that issues
raised are resolved promptly or referred to relevant personnel24
Workplace issues24
Root cause analysis25
Solving the problem26
Activity 1D27
2. Establish systems to develop trust and confidence28
2.1 – Establish and/or implement policies to ensure that the
organisation’s cultural diversity and ethical values are adhered
to29
What is cultural diversity?29
Internal and external accountability requirements29
Best practice guidelines for recruiting30
Code of ethics31
Activity 2A32
2.2 – Gain and maintain the trust and confidence of colleagues
and external contacts through professional conduct33
Gaining trust and confidence33
Professional behaviour33
Activity 2B35
2.3 – Adjust own interpersonal communication styles to meet
the organisation’s cultural diversity and ethical environment
and guide and support the work team in their personal
adjustment process36
Adjusting communication styles36
Models of communication36
The Lewis model of cultural types37
Supporting the work team38
Activity 2C39
3. Manage the development and maintenance of networks and
relationships40
3.1 – Use networks to build workplace relationships, providing

52. identifiable outcomes for the team and the organisation41
What is networking?41
Helping staff to network41
Tips for networking42
Activity 3A44
3.2 – Conduct ongoing planning to ensure that effective internal
and external workplace relationships are developed and
maintained45
Ongoing planning45
Tools to help you plan47
Activity 3B48
4. Manage difficulties to achieve positive outcomes49
4.1 – Develop and/or implement strategies to ensure that
difficulties in workplace relationships are identified and
resolved50
Assess for potential difficulties50
Resolving issues50
Ongoing development and training51
Activity 4A54
4.2 – Establish processes and systems to ensure that conflict is
identified and managed constructively in accordance with the
organisation’s policies and procedures54
Identifying conflict55
Managing conflict56
Dispute resolution56
Bullying in the workplace56
Activity 4B57
4.3 – Provide guidance, counselling and support to assist co-
workers in resolving their work difficulties57
Providing guidance58
Counselling58
Activity 4C60
4.4 – Develop and implement an action plan to address any
identified difficulties60
Developing an action plan61
Milestones62

53. Timelines62
Costing64
Priorities64
64
People responsible65
Activity 4D66
Skills and Knowledge Activity67
Major Activity – An opportunity to revise the unit68
References68
Unit of Competency
Application
This unit describes the skills and knowledge required to lead
and manage effective workplace relationships.
It applies to individuals in leadership or management who have
a prominent role in establishing and managing processes and
procedures to support workplace relationships, taking into
account the organisation's values, goals and cultural diversity.
At this level work will normally be carried out within complex
and diverse methods and procedures, which require the exercise
of considerable discretion and judgement, using a range of
problem solving and decision making strategies.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
Unit Sector
Management and Leadership - Leadership

54. Performance Criteria
Element
Elements describe the essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
1. Manage ideas and information
1.1 Ensure strategies and processes are in place to communicate
information associated with the achievement of work
responsibilities to all co-workers
1.2 Develop and/or implement consultation processes to ensure
that employees have the opportunity to contribute to the
resolution of issues related to their work role
1.3 Facilitate feedback to employees on outcomes of the
consultation processes
1.4 Develop and/or implement processes to ensure that issues
raised are resolved promptly or referred to relevant personnel
2. Establish systems to develop trust and confidence
2.1 Establish and/or implement policies to ensure that the
organisation’s cultural diversity and ethical values are adhered
to
2.2 Gain and maintain the trust and confidence of colleagues
and external contacts through professional conduct
2.3 Adjust own interpersonal communication styles to meet the
organisation’s cultural diversity and ethical environment and
guide and support the work team in their personal adjustment
process
3. Manage the development and maintenance of networks and
relationships
3.1 Use networks to build workplace relationships, providing
identifiable outcomes for the team and the organisation
3.2 Conduct ongoing planning to ensure that effective internal

55. and external workplace relationships are developed and
maintained
4. Manage difficulties to achieve positive outcomes
4.1 Develop and/or implement strategies to ensure that
difficulties in workplace relationships are identified and
resolved
4.2 Establish processes and systems to ensure that conflict is
identified and managed constructively in accordance with the
organisation’s policies and procedures
4.3 Provide guidance, counselling and support to assist co-
workers in resolving their work difficulties
4.4 Develop and implement an action plan to address any
identified difficulties
Foundation Skills
This section describes language, literacy, numeracy and
employment skills incorporated in the performance criteria that
are required for competent performance.
Skill
Performance
Criteria
Description
Writing
1.2, 1.4, 2.1, 4.1, 4.2, 4.4
· Prepares plans and policies, incorporating appropriate
vocabulary, grammatical structure and conventions
Interact with others
2.2, 2.3, 3.1, 4.3
· Adapts personal communication style to model behaviours,
build trust and positive working relationships, and to support

56. others
· Plays a lead role in situations requiring effective
collaboration, demonstrating high level support and facilitation
skills and ability to engage and motivate others
Navigate the world of work
2.1, 2.3
· Establishes or follows organisational policy regarding
diversity and ethical conduct
Get the work done
1.1-1.4, 2.1, 3.2, 4.1, 4.2, 4.4
· Takes responsibility for formulating, organising and
implementing plans, processes and strategies that impact the
workplace
· Systematically gathers and analyses all relevant information
and evaluates options to inform decisions about organisational
strategies
· Evaluates outcomes to identify opportunities for improvement
Assessment Requirements
Performance Evidence
Evidence of the ability to:
· Develop and/or implement processes to manage ideas and
information, including:
· communicating information to support others to achieve work
responsibilities
· facilitating employees' contributions to consultation on work
issues
· providing feedback on the outcomes of consultations
· resolution of issues raised or referral to relevant personnel
· Establish and/or implement policies to ensure that the
organisation’s cultural diversity and ethical values are adhered

57. to
· Provide leadership through own behaviour, including:
· professional conduct that promotes trust with internal and
external contacts
· adjusting own interpersonal communication style to meet the
organisation’s cultural diversity and ethical environment
· Plan for, and manage, the use of networks to support
identifiable outcomes for the team and the organisation
· Develop and/or implement processes and systems to manage
difficulties, including:
· identifying and resolving conflicts and other difficulties
according to organisational policies and procedures
· planning how to address difficulties
· Providing guidance, counselling and support to assist co-
workers in resolving their work difficulties
Note: If a specific volume or frequency is not stated, then
evidence must be provided at least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the
individual must
· Explain how systems, policies and procedures can support the
development of effective work relationships, focusing on
interpersonal styles, communications, consultation, cultural and
social sensitivity, networking and conflict resolution
· Outline legislation relevant to managing effective workplace
relationships
Assessment Conditions
Assessment must be conducted in a safe environment where
evidence gathered demonstrates consistent performance of
typical activities experienced in the management and leadership

58. field of work and include access to:
· Relevant legislation, regulations, standards and codes
· Relevant workplace documentation and resources
· Case studies and, where possible, real situations
· Interaction with others
Assessors must satisfy NVR/AQTF assessor requirements.
LinksCompanion volumes available from the IBSA website:
http://www.ibsa.org.au/companion_volumes
Housekeeping Items
Your trainer will inform you of the following:
Where the toilets and fire exits are located, what the emergency
procedures are and where the breakout and refreshment areas
are.
Any rules, for example asking that all mobile phones are set to
silent and of any security issues they need to be aware of.
What times the breaks will be held and what the smoking policy
is.
That this is an interactive course and you should ask questions.
That to get the most out of this workshop, we must all work
together, listen to each other, explore new ideas, and make
mistakes. After all, that’s how we learn.
Ground rules for participation:
Smile
Support and encourage other participants
When someone is contributing, everyone else is quiet
Be patient with others who may not be grasping the ideas
Be on time
Focus discussion on the topic
Speak to the trainer if you have any concerns.Objectives
Discoverhow to manage ideas and information
Know how to establish systems to develop trust and confidence
Learnhow to manage the development and maintenance of
networks and relationships

59. Understand how to manage difficulties to achieve positive
outcomes
Gain skills and knowledge required for this unit.
1. Manage ideas and information
1.1.Ensure strategies and processes are in place to communicate
information associated with the achievement of work
responsibilities to all co-workers
1.2.Develop and/or implement consultation processes to ensure
that employees have the opportunity to contribute to the
resolution of issues related to their work role
1.3.Facilitate feedback to employees on outcomes of the
consultation processes
1.4.Develop and/or implement processes to ensure that issues
raised are resolved promptly or referred to relevant personnel
1.1 – Ensure strategies and processes are in place to
communicate information associated with the achievement of
work responsibilities to all co-workers
Strategies and processes
Your organisation should have strategies and processes in place
to communicate information across to co-workers regarding
their responsibilities and their achievement of these. This will
include information about the role and the organisation’s
expectations for the employee’s performance.
A strategy is an overall aim – what you want to achieve.A
process is a series of procedures that are linked to achieve a
goal.
Processes should cover how you plan to communicate:
Roles and responsibilities
Feedback on performance
Progress with targets/goals
Career development information
Employee reviews.
Communicating responsibilities
Providing a job description

60. It can be a good idea to create a template of roles and
responsibilities for different jobs and send this to the
appropriate personnel.
Example template:
Job title:
Role:
Manager
A manager is the person in charge of a team and oversees tasks.
They are responsible for running things on a day-to-day basis
within their defined authorities
Responsibilities:
1. Communicating with staff (both internal and external), team
members and stakeholders.
2. Creating plans for work
3. Estimating completion dates and budgets
4. Regularly reviewing team performance.
Clear role descriptions
It is vital that you are able to give clear role descriptions to
ensure that team members understand what it is they are
supposed to do and that work activities can get underway
smoothly. Clear communication here can help avoid
misunderstandings and disputes between team members.
Role descriptions should include:
Authority levels
Individual performance-measurement criteria
Position descriptions
Responsibility matrix
Team responsibilities
Role definitions
Task responsibilities
Project skills matrix
Training plans.
Descriptions of roles and responsibilities are also a means to
measure performance by setting KPI's (Key Performance

61. Indicators) against the project tasks or requirements.
Performance feedback
Performance feedback has a more formal approach. It involves a
regular ongoing assessment of an employee’s performance by a
manager or supervisor. Constructive feedback – both positive
and negative – is given to the employee to motivate them and
improve their work. Some organisations have a rating system on
a scale (e.g. 1-10) and a list of responsibilities, traits and goals
and on which they score the employees.
Progress with targets/goals
A progress report allows you to track individuals’ progress and
performance. To carry out a progress report, find the
information on your plan that specifies the tasks and find those
assigned to each individual. Once you have these in front of
you, you can ask the individual to report on what they have
achieved and are yet to achieve and compare this to the plan.
You should inform the relevant people when responsibilities are
not being met for any reason.
Responsibilities may not be met for a number of reasons,
including:
· Illness
· Lack of skills or resources
· Motivation
· Lack of communication
· Time restraints
· Conflict
· Diversion, such as when asked to do something else mid-task.
Career development information
You should inform employees of any opportunities within the
organisation for further training and professional development,
as well as any opportunities available within the organisation to
progress their careers. This is important for encouraging
motivation. One procedure to enable you to achieve your career

62. development strategy could be to offer all positions that open
up within the organisation to internal staff before looking
externally.
Employee reviews
Employee or performance reviews are formal reviews of
performance that can involve a self-assessment and a manager’s
opinion on your performance.
Example self-assessment
Experience level:
· 1 = I have no skills/knowledge in this field
· 10 = I am an expert in this field
Frequency of use:
· 1 = I never use this skill/knowledge
· 2 = I sometimes use this skill/knowledge
· 3 = I always use this skill
Item
Experience level
Frequency of use
Template performance review document:
Employee name:
Role:
Date:

63. Tasks:
Ideal performance:
Actual performance:
Signed:
Activity 1A1.2 – Develop and/or implement consultation
processes to ensure that employees have the opportunity to
contribute to the resolution of issues related to their work role
Consultation processes
A consultation process is where employees and decision makers
talk about work-related issues and problems. Decision makers
should listen to employees’ views about issues as they may
provide some helpful insights into how problems can be
rectified. Employers or decision makers should provide
employees with a plan of what they wish to discuss and how
they intend to come to a decision. What factors will influence a
decision, for example? There may be legislation issues, budget
considerations or time restraints that need to be taken into
account.
A consultation process can be implemented in a number of
ways, which include:
A diary, whiteboard or suggestion box used by staff to report
issues of concern
Fact sheets to fully inform personnel
Formal meetings with agendas, minutes and action plans
Informal meetings with notes
Involving personnel in decisions
Recording issues in a management diary

64. Regular staff meetings
Seeking staff suggestions for content of policies
Workshops to specifically address issues
Staff handbook
Performance reviews
Surveys or questionnaires that invite staff feedback, such as
employee satisfaction surveys.
You should refer to your organisation’s policies and procedures
for consultation with staff when deciding on a method to use.
Some of the above methods are expanded on below.
Employee satisfaction surveys
Employee satisfaction surveys allow employees to express their
feelings and opinions about aspects of the workplace.
They may ask opinions on the following issues:
Breaks e.g. regularity
Opportunities e.g. career development
Pay e.g. rises in pay
Working conditions and environment e.g. safety.
Tips for creating an employee satisfaction survey:
You will need to create a method for analysing the answers; a
scale is good for this e.g. agree, neutral, disagree
Keep the surveys anonymous so that employees do not have any
inhibitions about writing negative points or criticism
Employee surveys may also contain a comments box for
employees to write their thoughts and opinions without being
restricted to the confinement that the questionnaire dictates
You may like to send out newsletters together with the
satisfaction surveys that show the opinions from last year as an
example of how problems can be overcome and how the
organisation uses employee input.
Meetings
Informal meetings are a great opportunity to discuss issues with
staff and just generally keep staff informed about day-to-day
activities. Try to remember that some staff members may not

65. want to come to you directly with issues face-to-face and may
prefer the anonymity of a questionnaire setup.
Formal meetings are highly organised with pre-planned topics
for discussion. They are often headed by a senior member of
staff or chairperson, planned for a set time and may have an
agenda with a formal schedule. The purpose of a formal meeting
is to discuss the set topics and make decisions regarding them
that are in line with set objectives. This may mean that there
will be a limit as to the number of people that can attend. All
departments should be represented and usually there will be a
spokesperson or manager nominated from each department to
represent the views of each work area.
Conducting a meeting
When conducting a meeting, either formal or informal, one
important factor to consider is the structure. A meeting should
have a sensible structure to help team members engage.
Here is an example of how you could structure your meeting:
· Introduction:
Aims and objectives
Topics of discussion
· Individual responsibilities and accountabilities
· Teams and departments involved
· How roles and teams interrelate
· Open detailed discussion on issues/topics
· Conclusion and summary – this enables you to answer any
queries and provide a last motivational boost.
Presentation methods
You may like to use a couple of different methods to helpteam
members engage and ensure that you have covered all the
details.
Small teams may benefit from an informal presentation method
e.g. a group circle
Slides provide an on-screen method and can sometimes be better
than simply speaking, as they provide a visual stimulus
Written communication can help to expand on points in the
presentation and give staff something to refer to

66. Audio-visual media is a method that uses sound and images e.g.
a video recording. It can be very engaging, so could be
considered for communicating with team members during the
conclusion to a meeting.
Performance reviews
Performance reviews can highlight issues to both employees and
employers about individual or team performance. These will
vary depending on the industry but will involve analysis of data
gathered about employees’ performance; for example, a sales
team that is not reaching targets, or not performing as well as
another team that is selling the same products, might need
investigating. This can be done through a variety of methods.
Measurable performance indicators
Measurable performance indicators, or KPI’s, are values that
can help to demonstrate the performance of an organisation.
They are measurable and help to indicate how effectively a
company is performing in relation to their goals and objectives.
A good KPI should be:
· Available
· Measurable
· Relevant
· Timely
· Useful.
Measurable performance indicators may be developed:
· From a strategic plan
· In consultation with those who will undertake the specific
tasks.
It is important that you don’t just measure and record the
outcomes of activities; they should also be analysed. Analysis
of these findings can help to identify areas of improvement and
the best path to implement these.
Non-profitable performance
You may need to make adjustments to direct marketing
activities to extinguish non-profitable performance.
Non-profitable over-performance may include: